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2007-01-02_Agenda Packet--Dossier de l'ordre du jourCity of Saint John Common Council Meeting Tuesday, January 02, 2007 Regular Meeting 1. Call to Order — Prayer 5:00 p.m. Council Chamber 2. Approval of Minutes 3. Adoption of Agenda 4. Disclosures of Conflict of Interest 5. Consent Agenda 5.1 Public Hearing Dates 7 -9 MacLaren Blvd, 150 Westmorland Rd, 128 Millidge Ave & 700 Somerset St (Recommendation in Report) 5.2 Rescheduling of Public Hearings 304 Westmorland Rd and Rear of 298 Westmorland Rd (Recommendation in Report) 5.3 Eric Cannon - Paintball Playzone in Rockwood Park (Recommendation: Refer to Rockwood Park Advisory Board) 5.4 Offer to Lease - Tourist Information Center (Recommendation in Report) 5.5 Correspondence from Superintendent of Pensions (Recommendation In Report) 6. Members Comments 7. Proclamation 8. Delegations/ Presentations 5:15 p.m. 8.1 Communications Plan 8.2(a) Presentations Union Locals- Pension Deficit 8.2(b) Management & Non -union - Funding the Pension Plan 8.2(c) Retirees' Comments - Funding Pension Plan 9. Public Hearings 10. Consideration of By -laws 10.1(a) Third Reading Proposed Zoning By -Law Amendment (b) Section 39 Conditions 53 -75 Leinster Street 10.1(c) Letters in Opposition to Proposed Rezoining of 53 -75 Leinster Street (Received after Public Hearing- Not to be considered in dealing with 3rd Reading) 10.1(d) Correspondence in Support of Rezoning of 53 -75 Leinster Street (Received after Public Hearing- Not to be considered in dealing with 3rd Reading) 11. Submissions by Council Members PDF created with pdfFactory trial version www.pdffactory.com 12. Business Matters — Municipal Officers 12.1 Request for a Placement of a Mini Home 600 Latimore Lake Road 12.2 2007 Operating and Capital Budget - General Fund 13. Committee Reports 14. Consideration of Issues Separated from Consent Agenda 15. General Correspondence 16. Adjournment PDF created with pdfFactory trial version www.pdffactory.com City of Saint John Seance du conseil communal Le lundi 2 janvier, 2007 Seance ordinaire 1. Ouverture de la seance, suivie de la priere 17 h Salle du conseil 2. Approbation du proces- verbal 3. Adoption de I'ordre du jour 4. Divulgations de conflits d'interets 5. L'ordre du jour relatif aux questions soumises a I'approbation du conseil 5.1 Dates d'audiences publiques relatives aux demandes presentees visant le 7- 9, boulevard MacLaren et le 128, avenue Millidge et le 150 chemin Westmorland et le 700, rue Somerset (recommandations deposees au rapport) 5.2 Changement d'horaire de I'audience publique relative au projet de modification de I'arrete sur le zonage visant le 304, chemin Westmorland et le 298, chemin Westmorland (recommandation deposee au rapport) 5.3 Lettre du Eric Cannon — Paintball dans le parc Rockwood (recommandation transmettre au Comite Rockwood Park) 5.4 Offre pour louer — centre de renseignements touristiques (recommandation deposee au rapport) 5.5 Lettre du surintendant des pensions (recommandation deposee au rapport) 6. Commentaires presentes par les membres 7. Proclamation 8. Delegations et presentations 17:15 h. 8.1 Plan des services professionnels de communication 8.2(a) Presentation des quatre syndicats municipaux relativement a la question de deficit de la caisse de retraite 8.2(b) Presentation des membres des professions liberales a la question de deficit de la caisse de retraite 8.2(c) Commentaires de I'Association des retraites 9. Audiences publiques 10. Etude des arretes municipaux 10.1a) Troisieme lecture de la modification de I'Arrete sur le zonage visant le 53- 75, rue Leinster 10.1 b) Conditions imposees par ('article 39 visant le 53 -75, rue Leinster 10.1c) Lettres d'opposition au rezonage propose du 53 -75 rue Leinster (regues apres ('audience publique — ne seront pas prises en compte au moment de la troisieme lecture) 10.1(d) Lettre d'appuie au rezonage propose du 53 -75 rue Leinster (regues apres ('audience publique — ne seront pas prises en compte au moment de la troisieme lecture) PDF created with pdfFactory trial version www.pdffactory.com �4} City of Saint John Seance du conseil communal Le lundi 2 janvier, 2007 Seance ordinaire 1. Ouverture de la seance, suivie de la priere 17 h Salle du conseil 2. Approbation du proces- verbal 3. Adoption de I'ordre du jour 4. Divulgations de conflits d'interets 5. L'ordre du jour relatif aux questions soumises a I'approbation du conseil 5.1 Dates d'audiences publiques relatives aux demandes presentees visant le 7- 9, boulevard MacLaren et le 128, avenue Millidge et le 150 chemin Westmorland et le 700, rue Somerset (recommandations deposees au rapport) 5.2 Changement d'horaire de I'audience publique relative au projet de modification de I'arrete sur le zonage visant le 304, chemin Westmorland et le 298, chemin Westmorland (recommandation deposee au rapport) 5.3 Lettre du Eric Cannon — Paintball dans le parc Rockwood (recommandation transmettre au Comite Rockwood Park) 5.4 Offre pour louer — centre de renseignements touristiques (recommandation deposee au rapport) 5.5 Lettre du surintendant des pensions (recommandation deposee au rapport) 6. Commentaires presentes par les membres 7. Proclamation 8. Delegations et presentations 17:15 h. 8.1 Plan des services professionnels de communication 8.2(a) Presentation des quatre syndicats municipaux relativement a la question de deficit de la caisse de retraite 8.2(b) Presentation des membres des professions liberales a la question de deficit de la caisse de retraite 8.2(c) Commentaires de I'Association des retraites 9. Audiences publiques 10. Etude des arretes municipaux 10.1a) Troisieme lecture de la modification de I'Arrete sur le zonage visant le 53- 75, rue Leinster 10.1 b) Conditions imposees par ('article 39 visant le 53 -75, rue Leinster 10.1c) Lettres d'opposition au rezonage propose du 53 -75 rue Leinster (regues apres ('audience publique — ne seront pas prises en compte au moment de la troisieme lecture) 10.1(d) Lettre d'appuie au rezonage propose du 53 -75 rue Leinster (regues apres ('audience publique — ne seront pas prises en compte au moment de la troisieme lecture) PDF created with pdfFactory trial version www.pdffactory.com 11. Intervention des membres du conseil 12. Affaires municipales evoquees par les fonctionnaires municipaux 12.1 Demande pour le placement d'une maison a 600, chemin Latimore Lake 12.2 Budgets d'exploitation et d'immobilisations proposes pour 2007 13. Rapports de comites 14. Etude des sujets ecartes des questions soumises a I'approbation du consei 15. Correspondance generale 16. Cloture de la seance PDF created with pdfFactory trial version www.pdffactory.com M & C — 2007 — 002 December 22, 2006 His Worship Mayor Norm McFarlane and Members of Common Council Your Worship and Councillors: SUBJECT: Public Hearing Dates 7 -9 MacLaren Boulevard, 150 Westmorland Road, 128 Millidge Avenue and 700 Somerset Street BACKGROUND: As provided in Common Council's resolution of August 3, 2004, this report indicates the Rezoning and Section 39 applications received and recommends an appropriate public hearing date. The full applications are available in the Common Clerk's office and will form part of the documentation presented at the Public Hearing. The following applications have been received. Name of Applicant Location Existing Zone Proposed Zone Reason Robert Colquhoun 7 -9 MacLaren "RM -1 ", "B -2" To permit a Blvd. redemption centre Tien Kim Hoa 150 Westmor- "R -2" "B -2" To permit a land Rd. take -out restaurant Gary Savoie 128 Millidge "I -1" "R -2" To recognize an Ave. existing two- family dwelling PDF created with pdfFactory trial version www.pdffactory.com Report to Common Council Page 2 December 22, 2006 Name of Location Existing Proposed Reason Applicant Zone Zone Heartland 700 Somer- "I -1" Sec. 39 To permit a Developments Inc. set St. two- storey office building RECOMMENDATION: That Common Council schedule the Public Hearings for the rezoning applications of Robert Colquhoun (7 -9 MacLaren Boulevard), Tien Kim Hoa (150 Westmorland Road), Gary Savoie (128 Millidge Avenue) and Heartland Developments Inc. (700 Somerset Street) for Monday, January 29, 2007 at 7:00 p.m. in the Council Chamber. Respectfully submitted, Jim R. Baird, MCIP Commissioner Planning and Development Terrence Totten, F.C.A. City Manager JRB /r PDF created with pdfFactory trial version www.pdffactory.com M & C — 2007 003 December 22, 2006 His Worship Mayor Norm McFarlane and Members of Common Council Your Worship and Councillors: SUBJECT: Rescheduling of Public Hearings Hughes Surveys & Consultants Inc. (for Saint John Energy) and Haldor (1972) Ltd. Rezoning Applications 304 Westmorland Road and Rear of 298 Westmorland Road BACKGROUND: On December 4, 2006 and December 18, 2006 Common Council scheduled public hearings for the above -noted rezoning applications for Monday, January 15, 2007 at 7:00 p.m. in the Council Chamber. ANALYSIS: On December 22, 2006 the both applicants advised Planning and Development that they wished to have additional time for all parties involved to give further consideration/communication of details and/or alternatives for the proposed electrical substation development. Consequently, both applicants have requested postponement of the public hearings for approximately one month. RECOMMENDATION: That the January 15, 2007 public hearings for the rezoning applications of Hughes Surveys & Consultants Inc. (on behalf of Saint John Energy) at 304 Westmorland Road, and Haldor (1972) Ltd. at the rear portion of 298 Westmorland Road, be cancelled, and that Common Council schedule new public hearings for Monday, February 12, 2007 at 7:00 p.m. in the Council Chamber. Respectfully submitted, Jim R. Baird, MCIP Terrence Totten, C.A. Commissioner City Manager Planning and Development PDF created with pdfFactory trial version www.pdffactory.com 5� .-ti z 4 e a a +G`...,j�. I L07 w a Ily *d. a „ S4 z t ., e .r iR".�r�,.. ..=?Lv- et�:.�.T Q� -. «d ✓, � �ii..a'`�.r -y 4. �,h w..�,J�.: `M 4m. ".. ay.& -"°h� x .''"T":. -,..L a�`.G'.: �±y,,*e, ,-.e- ;�.:,, �•,;�:� - ?- z.., "'z"„i`�.- �. --u.. ,.,-- .,~�'.-..�' .wm�, -WS... .. %ilt= C- a��.:x. ":..,,a. ~ CQ .1,-` . 5z x- •b'Lwr•� �S.v`fi' o- ,.,,'��°";s„.°i..,: ��*.,`r^.,s"*'- ...s -"�'S ,,.^�...: �;.'""';.�.?:'..'.:a• :«.,?w^x "`=... .s�"�,.$^:'x... > "u�..,ai�.m. �,.f� "e_.,� q 4u - S°, All Ax ..- '�'`^;'t- `�r.,,�}.. A'Y.4'..^�4.... m`"'v.m R a Vii, : "''« S�.e- e',w4i«°%.eAa4':� - ,�..ti..'Yw „n, '�"i°k�SL :.'�a.L �?'^et+: .y. "...%.. �q�:::✓Z e xs v+t"...s".. a f _ � �t S.i +tea._. •^ "� REPORT TO COMMON COUNCIL M & C 2007 -04 December 27, 2004 His Worship Mayor Norm McFarlane And Members of Common Council Your Worship and Members of Common Council: RE: OFFER TO LEASE - TOURIST INFORMATION CENTER City of Saint John BACKGROUND: The City has operated a Tourist Information Center at Market Square for the last number of years. Recently the owner of that facility has advised that they have been successful in securing a new long -term tenancy for the space that the City has been leasing on a year -to -year basis. With the pending relocation of the Cashiers Office in the Shoppes of City Hall, the owner of this building (City Hall) has indicated that they would be seeking a tenant for this, soon to be, vacated space. This space, while not ideal for a cashier's office, particularly in the winter months, would suffice to house a Tourist Information Center. Most importantly, it is on the Pedway system that is so widely used by meeting and convention visitors as well as cruise visitors. As a result, the owners of this building were approached and arrangements were made to locate the City's Tourist Information Center in this space. The new annual cost to the City is estimated to be $3,750., as compared to the $14,000. previously paid at Market Square. The City's cost is reducing simply because of the amount of space being leased. INPUT FROM OTHERS- This report has been discussed with the Deputy City Manager, Mr. Woods, who is responsible for the Tourism Department as well as with the manager of Tourism Saint John. RECOMMENDATION: That the Mayor and Common Clerk be authorized to execute the Offer to Lease from Se -Fish Associated Limited and 058854 N.B. Ltd. related to Unit 203, in Shoppes of City Hall for the period January 1, 2007 to December 31, 2007. /% rs Terrence L. Totten, F.C.A. City Manager 1 \Rlrouard I INVESTMENTS OFFER TO LEASE This Offer is made on the 5th day of December 2006 BETWEEN: SE -FISH ASSOCIATES LIMITED and 058854 N.B. LTD (the "Landlord ") and THE CITY OF SAINT JOHN (the "Tenant ") Having inspected the premises, or plans thereof, the Tenant hereby offers to lease, through Morguard Investments Limited (the Landlord's agents), premises municipally known as Unit 203 - 15 Market Square, in the City of Saint John, in the Province of New Brunswick (the "Additional Premises "). NOW THEREFORE in consideration of the mutual covenants contained in this Offer, the Landlord agrees to lease the Additional Premises to the Tenant and the Tenant agrees to lease the Additional Premises from the Landlord on a completely gross basis and upon the terms and conditions set out in this Offer and Schedules A, B, D and E attached hereto. ADDITIONAL PREMISES Attached as Schedule A to this Offer is a plan of the Project showing the Additional Premises by hatching. The Additional Premises are designated as Unit 203 and shall contain an area of approximately 150 square feet (the "Rentable Area "). 2. TERM AND COMMENCEMENT The Term of the Lease will be for a period of 1 year and shall commence on January 1, 2007, (the "Commencement Date ") and shall expire on December 31, 2007. 3. GROSS ANNUAL RENT Gross Annual Rent is calculated by using the rate per square foot per annum multiplied by the Rentable Area of the Additional Premises. This figure does not include HST which shall be payable in addition to the rate shown. YEAR RATE PER SQ.FT. $25.00 USE The Additional Premises shall be used and occupied only for the purpose of a general office of an information centre. Eq "Op ,rserrrsr�e�arr► ir,T.�rus, .+,..�rle- - .... MORGUARD March 2006 - Offer to Lease, Office Page 1 11vrGUard I INVESTMENTS 6. LEASE The terms and conditions of this Offer shall be incorporated into the Landlord's standard form of lease amendment agreement, a copy of which is attached hereto as Schedule B (the "Lease Amendment Agreement "). The Tenant hereby acknowledges having received a copy of the Lease Amendment Agreement and having had a reasonable opportunity to review same. The Tenant shall execute and deliver all copies of the Lease Amendment Agreement to the Landlord within 5 Business Days of receipt of the Lease Amendment Agreement from the Landlord, failing which the Landlord shall be entitled, at its option, to deny occupancy of the Additional Premises to the Tenant and /or terminate this Offer for default and to retain or to set off the deposit against any damages and/or any out -of- pocket expenses which the Landlord may recover against the Tenant. Terms not otherwise defined in this Offer shall have the same meanings as set out in the Lease Amendment Agreement. If there is any conflict between this Offer and the Lease Amendment Agreement, the latter shall govern. It is understood and agreed that the Landlord and Tenant covenant to enter into the formal Lease Amendment Agreement without undue delay. The Tenant agrees that any changes made to the Lease Amendment Agreement shall first be agreed to by the Landlord and shall in no way affect the financial position of the Landlord nor the intent or meaning of any of the clauses as set out in this Offer or the Lease Amendment Agreement. INTERPRETATION All of the provisions of this Offer are to be construed as covenants and agreements. If any provision of this Offer is illegal or unenforceable, it shall be considered separate and severable from the remaining provisions of this Offer and the remaining provisions shall remain in force and be binding as though the illegal or unenforceable provision had never been included. 8. NO ASSIGNMENT OF OFFER The Tenant shall not assign or otherwise transfer this Offer and no rights under it shall pass to any assignee or successor of the Tenant, unless such assignment or transfer is first approved by the Landlord, which approval may be arbitrarily withheld. 9. SUBLETTING AND ASSIGNMENT OF LEASE The Tenant may assign or sublet the Additional Premises subject to the Landlord's prior written consent, in accordance with the Lease. 10. RECOMMENDATION FOR LEGAL ADVICE The Landlord recommends that the Tenant and any indemnifiers obtain its or their own independent legal advice with regard to this Offer. 11. TIME OF ESSENCE Time shall be of the essence of this Offer and the agreement constituted by the acceptance hereof. 12. NO FURTHER AGREEMENTS The Tenant acknowledges that there are no agreements, representations, warranties or conditions expressed or implied relating to the Additional Premises or the subject matter of this Offer except as contained in this Offer. No alteration, amendment or addition to this Offer shall bind either the Landlord or the Tenant unless in writing and signed by both the Landlord and the Tenant. 13. FINANCIAL INFORMATION MORGUARD March 2006 - Offer to Lease, Office Page 2 Mamuard I INVESTMENTS The Tenant shall, accompanying such information as it requires organization of the Tenant or any reject this Offer if it is not satisfied indemnifiers after reviewing such and void. 14. DELEGATION OF AUTHORITY submission of this Offer, provide the Landlord with respecting the financial standing and corporate of its indemnifiers. The Landlord reserves the right to with the financial strength of the Tenant or any of its information and, in such case, this Offer will be null The managing agent of the Landlord, being Morguard Investments Limited, may act on behalf of the Landlord in any matter provided for herein. 15. ALTERATIONS AND INSTALLATIONS Subject to any specific provision for Landlord's work set out in Schedule D, it is understood and agreed that the Additional Premises are being leased "as is ", and there shall be no Landlord's work. Any improvements and/or installations to the Additional Premises shall be done by the Tenant at its own expense in accordance with the provisions of Article 7.00 of the Lease respecting alterations to the Additional Premises. The Tenant shall be responsible for the installation, operation and maintenance of any special equipment required by its occupancy, including telephone, computer and communications facilities. 16. SIGNAGE The Landlord will install building standard signage for the Tenant. No signage other than building standard signage will be permitted without the Landlord's prior written approval. 17. FACSIMILE TRANSMISSION Acceptance of this Offer may be made by either party by facsimile with confirmation of transmission. Such acceptance shall be deemed to be made when the facsimile is received by the party to whom it was sent. 18. SPECIAL PROVISIONS The provisions set out in Schedule E (if any) shall form part of the agreement between the Landlord and the Tenant and shall be included in the Lease. 19. LANDLORD'S CONDITION This Offer is conditional on: (a) availability; (b) credit verification after review by the Landlord of the information provided pursuant to Section 13 of this Offer; and (c) final approval of the Landlord's senior management. If all of the foregoing conditions are not waived in writing by the Landlord within 10 Business Days of the latest of: (i) execution of this Offer by both parties; (ii) waiver of all conditions inserted herein for the benefit of the Tenant under Tenant's Conditions on Schedule C; and (iii) waiver of any other conditions inserted herein for the benefit of the Landlord under Landlord's Conditions on Schedule C. then this Offer shall be null and void and the deposit shall be returned to the Tenant without interest or deduction. MORGUARD March 2006 - Offer to Lease, Office Page 3 Iftirouard I INVESTMENTS This Offer shall be irrevocable until 5:00 p.m. Eastern Daylight Time on the day of December, 2006, after which time, if not accepted by the Landlord and returned to the Tenant, this Offer shall become null and void. EXECUTED AT THE CITY OF SAINT JOHN, IN THE PROVINCE OF NEW BRUNSWICK, THIS DAY OF DECEMBER 2006 WITNESS to signature TENANT: of Tenant: THE CITY OF SAINT JOHN signature: print name: address: occupation: By: By: Name: Title: c/s Name: Title: I/We have authority to bind the corporation EXECUTED AT THE CITY OF SAINT JOHN, IN THE PROVINCE OF NEW BRUNSWICK, THIS _ DAY OF 120 . The Landlord accepts the above Offer. LANDLORD: SE -FISH ASSOCIATES LIMITED by its agent MORGUARD INVESTMENTS LIMITED By: Name: Arthur K. Tallis Title: Authorized Signatory c/s By: Name: Title: I/We have authority to bind the corporation 058854 N.B. LTD, by its agent MORGUARD INVESTMENTS LIMITED Name: Arthur K. Tallis Title: Authorized Signatory c/s By: Name: Title: I/We have authority to bind the corporation Schedules: 1. Schedule A - Plan of Project Showing Additional Premises 2. Schedule B — Landlord's Standard Form of Lease Amendment Agreement 4. Schedule D - Landlord's and Tenant's Work (if any) 5. Schedule E - Special Provisions (if any) MORGUARD March 2006 -Offer to Lease, Office Page 4 M urouard I IW WENTS SCHEDULE A PLAN OF PROJECT SHOWING ADDITIONAL PREMISES MORGUARD March 2006 -Offer to Lease, Office Page A -1 11vrauard I INVESTMENTS SCHEDULE B LANDLORD'S STANDARD FORM OF LEASE AMENDMENT AGREEMENT LEASE AMENDMENT AGREEMENT THIS LEASE AMENDMENT AGREEMENT dated the day of , 20 f T4ILL944:A (the "Landlord ") AND: (the 'Tenant') WHEREAS: OF THE FIRST PART OF THE SECOND PART A. By a lease dated the day of 20 , (the "Lease ") the Landlord leased to the Tenant for and during a term of _ _ years, expiring on the _ day of 20 certain premises as more particularly described in the Lease, located at in the City of in the Province of B. By a lease amendment agreement dated the _ day of 20 certain terms of the said lease were amended as more particularly set out therein (the said lease and lease amendment agreement hereinafter collectively called the "Lease'). C. Capitalized terms used in this Agreement have the same meanings as are respectively ascribed thereto in the Lease, except as herein otherwise expressly provided. D. The parties hereto desire to amend certain provisions of the Lease: NOW THEREFORE THIS LEASE AMENDMENT AGREEMENT WITNESSES that in consideration of the sum of Ten Dollars ($10.00) now paid by each party hereto to the other (the receipt and sufficiency whereof is hereby acknowledged), the parties hereto covenant and agree that the Lease be and the same is hereby amended effective the _ day of , 20 (the "Effective Date') as follows: Lease Remains in Force - Except with respect to the amendments contained herein, all other terms and conditions contained in the Lease shall remain unamended and in full force and effect. MORGUARD March 2006 - Lease Amendment Agreement Page 2 MORGUARD March 2006 - Offer to Lease, Office Page B -1 Initials Landlord Tenant 1\arauard I INVESTMENTS Binding Effect - This Agreement shall enure to the benefit of and be binding upon the successors and assigns of the Landlord and the heirs, executors and administrators and the permitted successors and assigns of the Tenant. IN WITNESS WHEREOF the parties hereto have executed this Agreement as of the date first above written. LANDLORD: Name: Title: c/s By: Name: Title: We have authority to bind the corporation TENANT: WITNESS to signature of Tenant: Signature: By: Name: Print Name: Title: c/s Address: By: Name: Title: Occupation: IM/e have authority to bind the corporation MORGUARD March 2006 - Lease Amendment Agreement MORGUARD March 2006 - Offer to Lease, Office Page 3 Page B -2 Initials Landlord Tenant . -. .. MORGUARD March 2006 - Offer to Lease, Office Page C -1 Initials Landlord Tenant 11amuard I INVESTMENTS SCHEDULE D LANDLORD'S AND TENANT'S WORK (if any) TENANT'S WORK The Additional Premises shall be accepted by the Tenant on an "as is" basis and the Landlord shall not be required to do any work in respect thereof prior to delivering possession of the Additional Premises to the Tenant. Any installations, removals, alterations, additions, partitions, repairs or improvements which are necessary to enable the Tenant to carry on its business in the Additional Premises (the "Tenant's Work ") shall be made, erected or installed at the sole cost of the Tenant, subject as hereinafter provided, and subject to and in accordance with the provisions of Article 7.00 of the Lease respecting alterations to the Additional Premises. The Tenant shall be permitted access to the Additional Premises for the purpose only of permitting the Tenant to carry out the Tenant's Work upon: (i) execution and delivery of this Lease and any Indemnity Agreement by all parties; and (iii) delivery to the Landlord of an insurance certificate evidencing fulfillment of the Tenant's insurance requirements pursuant to the terms of the Lease (collectively the "Tenant's Deliveries "). As of, from and including the date on which the Tenant is granted such access, all of the terms and conditions of this Lease shall apply to and bind the Tenant, but Basic Rent, the Tenant's Proportionate Share of Taxes, the Tenant's Proportionate Share of Operating Costs, and utility charges pursuant to Section 4.01 shall not be payable by the Tenant for and during the period prior to January 1, 2007. .............................................. aa. aa. aaa.......................................... ............................... MORGUARD April 2006 - Offer to Lease, Office Page D -1 Initials Landlord Tenant 111arauard I INVESTMENTS SCHEDULE E SPECIAL PROVISIONS (if any) OPTION FOR ADDITIONAL PREMISES Provided that, and for only so long as: (a) the Tenant pays the Rent and performs each and every of the covenants, conditions and agreements in the Lease and the First New Lease reserved and contained and on the part of the Tenant to be paid and performed and is not and has not been in default in respect of any of the same and there has been no adverse change of any sort in the Tenant's financial condition or capacity; and (b) the Tenant is The City of Saint John and is itself in possession of and occupying and conducting its business in the whole of that portion of the Leased Premises comprising Unit 203 (the "Additional Premises ") and the Lease or the First New Lease has not been assigned and no part of the Additional Premises has been subleased by the Tenant, the Landlord will, upon the request in writing by the Tenant given least n ...,....b. and- ..,..me-re «h.,.. 12 FReRt is 60 days prior to the expiration of the Term of this Lease or, in the case of the Second New Lease, prior to the expiration of the Term of the First New Lease (the "Notice Period "), grant to the Tenant a new lease of the Additional Premises for 2 further terms of 1 year each upon and subject to the covenants, conditions and agreements as are set forth in the Landlord's standard form of lease for the Building then in use (the lease for the first option to enter into a new lease exercised by the Tenant being referred to herein as the "First New Lease" and the lease for the second option to enter into a new lease exercised by the Tenant being referred to herein as the "Second New Lease ".) It is understood and agreed that the second option to enter into a new lease may only be exercised if the Tenant has exercised the first option to enter into a new lease. The Second New Lease shall not contain any provision for further new leases or for renewal. The annual Basic Rent for the First New Lease shall be the market rate for the highest and best use of similar premises of similar size and location 120 days prior to the expiry date of this Lease, without deduction or allowance for or consideration of any tenant inducements, leasehold improvement allowances, rent -free periods, lease takeovers, turnkey or "build -to- suit" arrangements or other concessions or inducements offered or given by landlords to achieve such rental and the annual Basic Rent for the Second New Lease shall be the market rate for the highest and best use of similar premises of similar size and location 120 days prior to the expiry date of the First New Lease, without deduction or allowance for or consideration of any tenant inducements, leasehold improvement allowances, rent -free periods, lease takeovers, turnkey or "build -to- suit" arrangements or other concessions or inducements offered or given by landlords to achieve such rental (the "New Annual Basic Rent "). If requested by the Tenant during the Notice Period, the Landlord will provide the Tenant with a copy of its standard form of lease for the Building then in use. The New Annual Basic Rent shall be mutually agreed to by the Landlord and the Tenant at least 90 days prior to the expiration of the Term of this Lease in the case of the First New Lease and at least 90 days prior to the expiration of the term of the First New Lease in the case of the Second New Lease. In no event shall the New Annual Basic Rent be less than the annual Basic Rent payable during the last 12 months of the Term of this Lease in the case of the First New Lease and during the last 12 months of the term of the First New Lease in the case of the Second New Lease. .............................................................................. ............................... MORGUARD April 2006 - Offer to Lease, Office Page E -1 Initials Landlord Tenant REPORT TO COMMON COUNCIL M & C 2007 -06 City of Saint John December 28, 2006 His Worship Mayor Norm McFarlane and Members of Common Council Your Worship and Councillors: RE: CORRESPONDENCE FROM THE SUPERINTENDENT OF PENSIONS Attached please find a copy of the most recent letter the City has received from the Superintendent of Pensions as well as a response prepared by staff. As the various employee groups are making presentations to Common Council this evening, the expectations of the Superintendent must remain of paramount importance. There is an expectation that the City will proceed in a timely fashion. RECOMMENDATION:' Terrence Totten, City Manager report be fitted, F.C.A. and filed. Justice and Consumer Affairs Justice et Consommation Nouveau Q9 Brunswick November 14, 2006 Mayor Norm McFarlane City of Saint John PO Box 1971 Saint John, NB E2L 41-1 Mayor McFarlane: Subject: City of Saint John Pension Plan (NB Reg. #0269209) Special Payments due in respect of solvency deficiency I am writing further to my Order of December 16, 2005. In that Order, I instructed the City of Saint John to pay all special payments due in respect of the actuarial loss identified in the "Actuarial Valuation as at December 31, 2003 of the City of Saint John Pension Act" (the "Valuation Report") for the period from December 31, 2003 to the date of the Order. By letter dated March 30, 2006, Mr. Andrew Beckett, Acting Treasurer for the City of Saint John, confirmed a full payment into the pension fund for the actuarial loss to December 31, 2005 in the amount of $8,244,100 and also confirmed the City would be making regular monthly payments in 2006 to fund the identified actuarial loss. These payments were sufficient to comply with the above - mentioned Order. However, the City of Saint John's Valuation Report also identified a solvency deficiency in the amount of $88,852,300 or 15.3% of payroll. Pursuant to paragraph 36(1)(c) and subsection 36(5) of the General Regulation — Pension Benefits Act (the "Regulations "), a solvency deficiency must be paid over a period of not more than five years in either equal monthly installments or in monthly installments that represent a consistent percentage of the projected future payroll of members. In either case, payments are to commence as of the review date of the actuarial valuation report in which the solvency deficiency is identified. At the time the Order was issued, I did not instruct the City of Saint John to make the required solvency special payments since the City of Saint John was in negotiations with Government regarding a possible solution to the solvency deficiency. As you are likely aware, Government made regulatory changes in December 2005 which allow municipalities to apply for an exemption from making solvency special payments. The new provisions can be found in sections 42.1 to 42.5 of the Telrr618rohone: P.O. Box 6000 Case oostale 6000 Office of the Suoerintendent of Pensions / (506) 453 -2055 Fredericton Fredericton Bureau du surintendant des oensions Fax/Tdldconieuc New Brunswick Nouveau- Brunswick (506) 457 -7266 Canada E3B 5H1 Canada E3B 5H1 www.Knb.ca/ 0307 /001c.htm www.%mb.ca/0307 /001 fhtm Regulations. To date, we have no record of the City of Saint John making such an application to this office. Given the length of time which has now passed since the amendment to the Regulations, the City of Saint John must now address the solvency deficiency present in their pension plan. There are one of two ways in which the City of Saint John can do this: 1. The City of Saint John can make their required solvency special payments over a 5 year period in either equal monthly installments or in monthly installments that represent a consistent percentage of the projected future payroll of members pursuant to paragraph 36(1)(c) and subsection 36(5) of the Regulations. This would require a lump -sum payment of all overdue payments owing plus interest. 2. The City of Saint John can make an application for an exemption from making solvency special payments provided the administrator follows the requirements outlined in sections 42.1 to 42.5 of the Regulations. In this regard, I require either written confirmation that solvency special payments have been remitted to the pension fund in accordance with paragraph 36(1)(c) or subsection 36(5) of the Regulations, or an application for exemption from making solvency special payments in accordance with sections 42.1 to 42.5 of the Regulations no later than November 30, 2006. Otherwise, an Order will be issued to the City of Saint John to make the required solvency special payments pursuant to paragraph 72(2)(c) of the Pension Benefits Act. Yours Respectfully, Angela Mazerolle Stephens Superintendent of Pensions City Manager's Office Bureau du directeur grn6ral www.saintjohn.ca December 21, 2006 Angela Mazerolle Stephens Superintendent of Pensions Justice and Consumer Affairs P.O Box 6000 Fredericton, N.B. E3B 5H1 Dear Ms. Stephens: P.O. Box /C.P. 1971 Saint John, NB /N. -B. Canada E2L 4L1 SUBJECT: CITY OF SAINT JOHN PENSION PLAN SO On behalf of His Worship, Mayor McFarlane, I have been asked to respond to your letter dated November 14a'. I should also extend to you, the City's apology with respect to the tardiness of our response. Our delay was strictly unintentional. In any event, the City wishes to confirm to you that; 1. The City has made special payments to the Pension Fund, representing the Going Concern Deficit reported as of December 31, 2003. 2. As per the Actuarial Report filed by you, these Special Payments have come directly from the taxpayers of this community. For the three years, 2004, 2005, and 2006, these special payments amounted to $12,553,100. 3. Common Council has considered, a report entitled "Funding the Pension Plan: A Call to Action. 4. At the request of both Council and the five employee groups, discussions have commenced with all parties to find an acceptable plan to deal with both the Going Concern Deficit and the Solvency Deficiency. 5. A meeting scheduled for Thursday, December 21, has been rescheduled to the first week of January. It was at this meeting, that the various employee groups were to advise Council as to their willingness to assist with the required special payments related to the Going Concern Deficit as well as their level of cooperation in the City's efforts to seek an exemption from the rules related to Solvency. 6 Council will also be dealing with the City's 2007 Operating Budget early in January, which by necessity will force a decision as to how best to proceed. Letter to: Angela Mazerolle Stephens Subject: City of Saint John Pension Plan Page 2 Given that a decision not to seek an exemption from the rules related to the Solvency Deficiency would require an additional payment of well in excess of fifty million dollars immediately, I suspect that the City will be starting the process as laid out in the regulations in January. The City wants to assure that it is making every reasonable effort to find a solution to the issues you have raised. is regard, we are requesting a meeting with you in mid - January, sogpat we m ay out our plans in this regard, including the matterl f the Solvency eficienc . CITY MANAGER REPORT TO COMMON COUNCIL December 14, 2006 His Worship Mayor Norm McFarlane and Members of Common Council Your Worship and Members of Common Council: SUBJECT: Communications Audit and Communications Plan Recommendations Attached for your information are copies of a presentation to Common Council and the Communications Audit and Communications Plan Recommendations prepared by MT &L Public Relations. Janet MacMillan, Principal, MT &L, will present the communications plan during the meeting of Saint John Common Council scheduled for January 2, 2007. Respectfully submitted, Councillor Glen Tait Chair Vision 2015 Committee PDF created with pdfFactory trial version www.pdffactory.com f The City of Saint Tohn Improved Communications for the City of Saint Sohn January 2,, 2007 PDF created with pdfFactory trial version www.pdffactory.com SAIT JOHN L IP U 8 L I C A F F A. P R S L I M R T E E7 Overview • MT &L — offices in Saint John and Halifax; clients throughout the region • Our clients often have complex issues and challenges — communications is part of a mix of strategies to address these challenges • Track and identify trends and issues • Build and guide plans that have everyone moving in the same direction — thoughtful planning and research; tenacious execution PDF created with pdfFactory trial version www.pdffactory.com You've Asked For: expertise, plan, execution A sustainable strategy that is grounded in research and is measurable: • Internal and external • Planned, professional, coordinated • Guidelines and policies, including media relations • Improved awareness of City events and initiatives • Strengthened community communications and profile on a national level • Shared learning and capacity - building What this isn't — a "PR exercise" What we don't do: "Spin" PDF created with pdfFactory trial version www.pdffactory.com What This Plan Will Do For Saint John • Support your accountability to constituents - lead, guide, listen and communicate • It will bring a shift - a change in thinking and actions • It will help you focus on priorities • This plan is collaborative - multiple authors, owners and sponsors • Tangible, do -able actions and tools • Outcome oriented— improved communication and engagement PDF created with pdfFactory trial version www.pdffactory.com Why Communicate? PDF created with pdfFactory trial version www.lpdffactory.com At MT &L, our definition: " We are defining public relations every day - by enhancing the relationships between our clients and the people and organizations that matter to them. " PDF created with pdfFactory trial version www.pdffactory.com How We Got Here • Started with an audit: - 25 stakeholders - Reviewed current status of the internal and external environments; reviewed existing practices and tools - Reviewed materials, research, documents and current best practices — here and elsewhere - Attended meetings and facilitated discussions with Vision 2015 Committee; Common Council members and senior staff PDF created with pdfFactory trial version www.pdffactory.com Top Line Findings - Appetite for improving communications - The energy sector and development of the waterfront top priority - Some of the communications issues identified included reactive communications practices (V %no plan"); segmented work programs and public campaigns, and no clearly defined communications structure - Messages that were seen as most important to communicate to key groups included success stories and the growth potential of Saint John - Funding, internal expertise and leadership were the largest perceived barriers to development and implementing good communications practices PDF created with pdfFactory trial version www.pdffactory.com Quotes • "We need a long -term plan for regular communications that focuses on economics, social, and arts and culture. There should be a presentation for a long -term vision to the city and provide updates on the direction going forward. " • "Communication is done through bulletins. I would like to see strategic communications. Talk about vision and what we are doing to get to that. Talk about our successes. Must come from Mayor's office for credibility and not Enterprise Saint John" • "There are so many different agencies and commissions. There needs to be alignment between groups. We miss the opportunity to share each other's messages. Synergies between commissions are lost. We need to have a stakeholder plan." • "Maybe money; lack of resources. Lack of vision. Not enough emphasis on communications.// PDF created with pdfFactory trial version www.pdffactory.com Gap Analysis Current Practices 1. Reactive communications 2. Segmented work programs and public campaigns 3. No clearly defined communications structure 4. Financial constraints Action Steps • Heightened communications function, fortified with resources • Improve internal communications • Issues anticipation and planning • Improve media relations and opportunities • Engender understanding and action on vision and brand • Improve stakeholder engagement • Upgrade communications tools and tactics Cy 4 to aQ O 1. Pro - active /Consistent communications 2. Team effort for the benefit of synergies 3. Clearly identified roles and leadership 4. Improved community and business support, understanding and partnerships PDF created with pdfFactory trial version www.pdffactory.com Audiences Employees, management, Common Council, members of boards and commissions Residents (citizens) and businesses Media, community volunteers and organizations, online users, community groups and visitors PDF created with pdfFactory trial version www.pdffactory.com The Strategy • Action steps to entrench a communications imperative: E3 Heightened Communications function, fortified with resources Improve internal communications to 600+ Issues anticipation and planning Improved media relations practices and opportunities Understanding and Galvanizing around Vision and Brand Improved stakeholder engagement practices F1 Upgrade communications tools PDF created with pdfFactory trial version www.pdffactory.com Heightened Communications Function and Resources • Elevate the role communications plays. • Elevate the function within the organization. • Build the support team and tools to 2006 -2007 standards and practices. • A strong, focused and strategic effort must be undertaken to reshape the public relations philosophy within the City. PDF created with pdfFactory trial version www.pdffactory.com Improve Internal Communications • Build an employee communications mindset • Set up your department heads for success • Entrench communications in everything you /they do • Use simple tools — walk first, then run • Make sure the tools are working and credible (i.e. Intranet, meetings) PDF created with pdfFactory trial version www.pdffactory.com Plan for issues and opportunities • Clearly identify issues and opportunities on a six week basis • Identify actions around communicating proactively on the issues and opportunities PDF created with pdfFactory trial version www.pdffactory.com Improve Media Relations Practices 9 F% ON ftft � -W J L)WO& LaUbUKLE92W Vlwo- T* conLM on rton ibr Drs dwl D, DW. ON K b PER) e,? 1-4j OrAX6 EjWVfkN&1&jfa offo it* kraion Mm e"m L% �t Fm f—� 'Aim 11,& uxrULPA.Ai rapa t Fu lkb_ta F, Wffi Wa. U,4 catrh LL.,bw fop i ro WuAm 22, ;W, X4 k b. PCFl :mil -071 Fri R A P.H--. i. -nil R.N. A] "ji lvoRdxry�a ft-air %dim. Jut" Cal =41 Saint John: building momentum HI,1!11 I.. BAKER SIC, N� 11-5. RIT FROM IRV PDF created with pdfFactory trial version www.pdffactory.com i, A ki Lf�jb d d 0 lvoRdxry�a ft-air %dim. Jut" Cal =41 Saint John: building momentum HI,1!11 I.. BAKER SIC, N� 11-5. RIT FROM IRV PDF created with pdfFactory trial version www.pdffactory.com Galvanize Vision and Brand ® Updating all communications tools to include the explorer brand will present a unified, professional look, and help build confidence and optimism among stakeholders • Understand and articulate the difference between the two images. Agree when to use each • Employees, stakeholders play a key role in communicating this brand and must be engaged • Live the brand: - Is it understood? - What does it stand for? - What is the appropriate tag line? PDF created with pdfFactory trial version www.pdffactory.com SAINT JOHN Ch The City of Saint John Improve Stakeholder Engagement ® Use a proactive approach in sharing communication to build trust and work towards solutions. Vision 2015 process will provide good starting point • Direct communications tools ensure that key stakeholders receive unfiltered messages • Targeted communications engage organizations /groups in decision - making and in implementing solutions PDF created with pdfFactory trial version www.pdffactory.com Upgrade Communications Tools ® Stakeholder e- updates & printed communiques • We site ;. . • Community and Town Half i meetings; Face to face briefings • Blogs o_ • Media Kits: Fact sheets, backgrounders, Q and A's • Visuals /photos are KEY • Site visits open houses • Annual report to the I NI 0 1 I� community x� . • Special events — key to;- =x_. momentum • External: Ads, e- mails, media relations, brochures PDF created with pdfFactory trial version www.pdffactory.com Sri W-"O .go] Edit View Insert Format Tools Table Window Help Favorites � Go - n C:�Documents and Settings�nhinds�Local Settings�Temporary Inte . nal Arial 10 B I U F- -F° 0 • F _ _ _ . 1 . . . i . . i 1 , i , . i . . Timeline for 2007 Tactics Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Internal Initiatives M a cro -Ag en d a Issu eslC risi s Management Internal Communique Inter Board and Commissions meeting Stakeholder Em ails Co mm unity Town - hall Style meetings Confirm and Affirm Brand Position Public Opinion Polling X xx XX Media Training Media Initiatives Media Briefing package and RSS feed on website Co m munity Initi ati ves Annual Report Speaker's Bureau Stakeholder Initiatives Stakeholder Breakfast Sessions E- n e wcsl ette r Recruit+Build Internal Communications Resource City of Saint John Communication: A,-dit and plan 2006 v - 4 +"a ! AutoShapes - ❑ 0 45 Sec 18 46156 At 4.4" Ln 11 Col 3 "- - -_ - -T--+ .-+ FFT Tnt: EYT of +R I PDF created with pdfFactory trial version www.pdffactory.com What will this cost? • Staffing and realignment • Resources and tools • Total investment 2007 $150K- $200 /yr $120K- $130K /yr $270K - $330K /yr • Beyond 2007 $330K - $370K /yr • Note: this does not necessarily represent NEW funding, some will be re- allocated PDF created with pdfFactory trial version www.pdffactory.com Did it work? Measures and Evaluation • Media content analysis - prominence, key messages, quotes • Website hits - how many people are interested in the website? - What're their information needs? • Measuring communications initiatives on an on -going basis • Regular polling - externally conducted - for message adoption, favorability and brand strength - Stakeholder engagement - use feedback mechanisms • Take the pulse of the internal environment • Exit Surveys - audits on new initiatives PDF created with pdfFactory trial version www.pdffactory.com Thank You PDF created with pdfFactory trial version www.pdffactory.com T L P U B L I C R E L A T 1 0 N 5 L 1 141 I T E d CITY OF SAINT JOHN COMMUNICATIONS AUDIT AND COMMUNICATIONS PLAN RECOMMENDATIONS DRAFT FOR DISCUSSION PURPOSES DECEMBER 2006 Prepared by: MT &L Public Relations www.mctl.ca A partner with 1\T A I T 11101 M A I L mctl.ca V Strategic Thinking Tangible Results TABLE OF CONTENTS Introduction.................................................................. ..............................3 ExecutiveSummary ....................................................... ..............................4 ContextualDiscussion .................................................. ............................... 6 ResearchFindings ......................................................... ..............................9 Scopeof Assignment .................................................... .............................10 Audit Interviews: Top Line Findings ............................. .............................13 CommunicationsPlan ................................................... .............................28 Audiences................................................................... ............................... 29 Messages.................................................................... ............................... 31 Strategy...................................................................... ............................... 32 Tactics......................................................................... ............................... 37 Measuresand Costs ...................................................... .............................46 Appendix A - Survey Methodology ............................... .............................47 Appendix B - Survey Methodology ............................... .............................49 APPENDIX C - ISSUES TRACKING GRID ............................... ............................... 51 APPENDIX D — MACRO - AGENDA ......................................... ............................... 52 Appendix E — ORGANIZATION CHART ............................... ............................... 53 APPENDIX F — INTERNAL COMMUNICATIONS — MODEL AND LEVELS OF ENGAGEMENT .................................................................................... ............................... 54 City of Saint John Communications Audit and Plan 2006 1 "Great communications is all about doing a few simple things right, every single time — Defining a message, reaching an audience, knowing who to tell first, then compelling them to ... pass it on." City of Saint John Communications Audit and Plan 2006 2 INTRODUCTION Introduction The City of Saint John has recognized the need to achieve a number of communication goals, including: • A communications strategy applicable to all aspects of the organization • Planned, professional, and coordinated communication efforts • Public relations guidelines and policies to enhance the ability of the city administration in support of the Mayor and Council • Media relations to improve coverage of city events and initiatives • Improved internal communications • A plan to measure the effectiveness of communications methods. In August 2006, the Common Council of the City of Saint John retained MT &L Public Relations, a communications firm serving Atlantic Canadian clients from offices in Halifax and Saint John. The firm's mandate was to review current communications opportunities and challenges and provide the city with a strategic communications plan for a two -year period. Concurrent with this, the firm was engaged to provide ongoing counsel relative to arising issues and opportunities. At MT &L, we define and practice public relations every day, by enhancing the relationships between our clients and the people and organizations that matter to them. City of Saint John Communications Audit and Plan 2006 EXECUTIVE SUMMARY Executive Summary The City of Saint John has an opportunity to communicate more proactively with the communities it serves. Internally, this includes the 600+ employees; externally, this includes members of the broader community, including business and community leaders, organizations that work with, or are affected by the decisions and directions of the City and Common Council, and ultimately, the members of the public who live in the community, pay taxes and rely on the city for needed programs, infrastructure and services. The primary purpose of this document is to provide a framework to guide the City's communication activities, specifically as these efforts relate to future public, media, and community relations. Research conducted among key stakeholders confirms that, given the degree to which the City is poised for and currently experiencing positive results from its growth strategy, there is a sense of momentum. The City of Saint John is a community in which citizens are proud and caring, and many are focused on creating opportunities, growth, and prosperity. Through collaboration, cooperation, and forged partnerships with community and business organizations, the City of Saint John is attempting to maximize the creation of sustainable economic, cultural, and recreational /social opportunities. Notwithstanding the economic challenges of the past, the reality of balancing budgets and matching available resources with the needs of a municipality with aging infrastructure, there is a sense of optimism and a clear path forward. With this, there needs to be a plan of action relative to communications. The consultants' research and recent experiences working with other Atlantic Canadian organizations similar in size and scope to the City confirms that most have in -house communications leadership, or a combination of internal and external counsel and resources, aimed at guiding the tactics and tools of a proactive communications plan. This is an effective resource that the City can consider adding. The Vision 2015 process has articulated an opportunity for planned growth and future success for the city. The Vision statement for the City of Saint John for the Year 2015, as outlined in the operational review (2005) is: "Saint John is the community of choice in Atlantic Canada. We are a safe city, in which citizens are proud and caring, focused on creating opportunity, growth and prosperity. " In the pages that follow, the consultant has attempted to articulate a staged process whereby resources can be deployed to ensure that the City of Saint John, its Common Council and staff are considered the first and best source of information about the plans for and work towards the continued growth and development of the City of Saint John. To do this, we must ensure that the vision and long -term goals are shared with the community, and we must engage and solidify stakeholder support from the community, businesses, and media. We should ensure that any initiatives, programs and services are directly linked to the long -term vision and the potential benefits to community members. Through internal and external communication activities, employees and members of the public will be engaged to play their part in making Saint John a community of choice in Atlantic Canada. They City of Saint John Communications Audit and Plan 2006 4 EXECUTIVE SUMMARY will need to be reminded about what the larger vision is, how it positively affects them, and how they can contribute to its success. This plan encompasses the following key recommendations, all of which are explained later in further detail: • The City of Saint John should consider communications as a constant factor in decision - making and it should fortify its current communications resources and function; • There is a need for improved internal communications amongst city staff, management, Common Council, agencies, boards and commissions; • A communications process should be put in place to anticipate and prepare for upcoming issues and opportunities; • Improved media relations practices and opportunities should occur over a sustained period of time; • Understanding and galvanizing should be sought around the vision and brand position of the City of Saint John; • Improved stakeholder engagement practices should be considered and adopted; • Upgraded communications tools and tactics should be used, and new, low cost but effective best practices should be considered. The consultant bases this plan on the following assumptions: The City is already persuaded of the benefits of an objective communications plan, one which will lead to more proactive, consistent and positive strategies for the City in its relationships with key stakeholders. The City recognizes the importance of involving, and mobilizing these individuals. Both for support and understanding, but more importantly, for the influence these individuals can bring to promote the objectives and ultimately, the long -term vision of the City. Finally, it should be generally understood that, within today's environment, there is no "silver bullet ", no quick solution. Good plans can be established over a short period of time. Other than in very exceptional circumstances, understanding and perceptions can only be changed over an extended period of time. City of Saint John Communications Audit and Plan 2006 CONTEXTUAL DISCUSSION Contextual Discussion Communication never exists in a vacuum. The same words, said by different people or at different times, evoke different reactions. Context is everything. This is the nature of communication and we are mindful of it as we develop a communications strategy for the City of Saint John. Trust in "the system" We no longer live in an age of deference. This generation is less willing than previous generations to accept decisions made on their behalf without question. In our era, people — citizens -- question conventional wisdom and demand transparent accountability from their governments — federal, provincial and municipal. Political leadership and the delivery of government services must be seen in the context of growing public distrust and cynicism towards institutions coupled with higher expectations and a demand for transparent accountability. Qualitative research conducted for this assignment and a review of existing information supports this assumption. The City of Saint John is not immune from this trend in public attitude. By virtue of its size and the sophistication of the services it provides, the City of Saint John can be considered "the system" for many Saint Johners. If research indicates the public believes "the system is not working or is under strain ", it follows to some extent that the City of Saint John can be perceived in the same way. The bi- weekly debates that occur in Common Council meetings are an essential aspect of democracy. The debate is televised and receives broad media coverage. And in this era of voter disengagement, this is often the only regular connection between the public, the decision - making process of their elected leaders and those employed to make decisions about their municipal tax payments. The public's impression of the City of Saint John — or "the system" -- is often formed through this prism. The media, which by nature focuses on problems and differences, will tend to focus on a general decline in public confidence in "the system ". It will highlight examples of discord, which get aired in the public forum of Common Council. Municipal leaders and communicators deal with these issues to the best of their abilities. But to move forward with the support of the public, it is necessary to move from communication, which responds to negative publicity, to communication, which is proactive and leads public opinion by focusing on the progression and accomplishments, notwithstanding the inherent challenges. Cut through the clutter Public affairs are often driven by controversy. Negative publicity, sensational headlines, and internal unrest or confusion can dominate in all jurisdictions — not just here. Working in such a reactive environment makes it particularly difficult to communicate messages about everyday activities, good news about innovation, improved practices and delivery of important services and plans for the City and its constituents. We can continue to let issues manage us, or we can set the agenda City of Saint John Communications Audit and Plan 2006 6 CONTEXTUAL DISCUSSION and start telling our internal and external stakeholders what they need to know. But this is not about public relations alone. From both a communication and leadership perspective, action is needed to ensure that a focus on past controversies does not frame the current debate. The City has reached a watershed as it defines itself as an energy hub. To outsiders, one would say that the City has "turned the page ", moved away from its industrial past and towards a more energy -rich future. A proactive communications strategy will help achieve this goal, in many cases by framing key information and debate in the right context. And by ensuring that those who need to be kept informed about the progress and plans, are updated as directly as possible by the City's leaders. Leading from within Many institutions find themselves in situations as challenging as that of the City of Saint John. The burden and stress placed on the staff is sometimes extraordinary and their efforts during trying times are commendable. The work of the City's senior management team, to coalesce a number of separate departments and provide them with leadership and resources is key - and the challenge of refocusing the entities in a common direction is not insurmountable. The opportunity for improved internal communication is timely. We also sense that that there is opportunity to improve confidence in those who actually deliver programs and services. In other words, while there may be unease with the "system ", the unease is not automatically or completely transferred to front -line workers. Therefore, it is equally important that external communication be clear, consistent and proactive. And Saint John's communications strategy must encompass internal and external communications. Building on the positive Vision 2015 is a significant process that invests in the future planning and direction of Saint John and its citizens. Community members need to understand the Vision, Mission and Values of Vision 2015 as the City moves forward. Aligning the future vision with current expectations will be an important component of the City's future communications needs. All that is done must link back to the "why" — the ultimate goal of making Saint John the best community in Atlantic Canada to live, work and do business. A good example of this is a recent Op -Ed in the Saint John Telegraph Journal, by Mayor Norm MacFarlane, who wrote: "Saint John is moving forward, achieving better things for the people who call it home and for all of New Brunswick. Saint John has momentum. And this momentum hasn't come from out of the blue. It's because we have a vision and a plan for our city. We are making things happen, and building our own momentum. " City of Saint John Communications Audit and Plan 2006 7 CONTEXTUAL DISCUSSION Our strategic and tactical recommendations for improved communications attempt to incorporate this spirit. We must understand that many inside and outside the City of Saint John may be critical, while fundamentally accepting of what the City - its elected and non - elected officials — have to say. We must understand that many inside and outside the organization are looking for signs of clear direction and good management of resources. They are looking for leadership. And yet they will not unquestioningly believe everything their leaders tell them. Management initiatives designed to inspire new confidence internally and externally, working with a complementary communications strategy, will in time produce positive results. We can assume that those inside the organization want to feel good about the City of Saint John. Our research bears out this assumption. Stakeholders need to be reassured by the words and actions of management and by a communications strategy sensitive to the challenges of years of change and stretched resources. In our judgment, the greatest immediate need is for an invigorated approach to communications, together with a new, organization -wide understanding and improved attitude towards what is communicated, to whom, and how. It is essential that those at the highest levels within the organization become more confident and more assertive about the City of Saint John, its achievements and its future. A key opportunity towards this goal will come as the Vision 2015 process evolves, and as it involves more and more constituents; and ultimately, as the Vision is continually articulated and shared beyond those who have focused on its development. Over time, there will be a need to talk directly, through marketing, community relations initiatives and paid and "earned" media channels to the citizens— about the promise and the actions behind improved programs, and the reassurance that we're there when you need us, and we are working hard to ensure the right resources — people, investments, equipment and capital structures — are in place. While those within the organization may sometimes feel burdened and may be discouraged by events of the past, our experience tells us that there is always an untapped reservoir of support. There may be unhelpful instances, from time to time, and attitudes can shift unfavorably on any given issue. But these moments can easily be overcome by building momentum in ways, which, over time, will yield great public and political support for the City of Saint John. If we focus on the negative, we will always find problems; if we take inventory of, and mobilize around all that is good, we will find much to take pride in and celebrate. City of Saint John Communications Audit and Plan 2006 8 RESEARCH FINDINGS Research Findings Materials Review As the first step in our research process, MT &L met with senior staff and reviewed all existing communications plans, relevant strategic and operational plans, and available research on the City. We also reviewed relevant departmental materials. Stakeholder Audit In an effort to gauge current satisfaction, expectations and future needs, MT &L conducted a series of structured interviews with key stakeholders. Our goal was to gain an understanding of how these stakeholders perceive any issues and opportunities relative to communications, how they view the city's effectiveness relative to communications, and the areas of greatest priority in the coming months and years. The summary of the Stakeholder Audit begins on page 14. A list of stakeholders interviewed is attached as Appendix A. Best Practices MT &L completed a best practices review of how other organizations (in both municipal and non - municipal sectors) manage and structure their communications departments to address multiple goals and diverse stakeholder needs. The findings from the Best Practices Review begin on page 19. MT &L respectfully submits this document in two sections: Phase I; Research Findings — Stakefio /der Audit The communications audit is a qualitative assessment of perceptions and opinions about the City of Saint John. Stakeholders including members of Common Council, management and staff, local business and community leaders, agencies of the city, and others with a stake in the City were asked to identify key issues and opportunities relative to communications for the City of Saint John. Overall, audit participants demonstrated strong opinions about the work and management of the City of Saint John and were passionate in their responses. Some very specific thoughts and recommendations were made in response to questions. The report reflects what stakeholders said and provides interpretation from MT &L of the key learning from the interviews. Phase II; Communications Plan The report also outlines some recommendations on how the City of Saint John can incorporate these key learnings into its communications efforts. City of Saint John Communications Audit and Plan 2006 9 SCOPE OF ASSIGNMENT Scope of Assignment MT &L has completed a combination of "in- depth" audit interviews and field and best practice research with a group of individuals as identified by the City of Saint John. In addition, the following are considerations for the overall communications plan contained herein. Stakeholder Interviews /Audit In an effort to gauge current communications satisfaction, expectations, and future needs, MT &L conducted a series of structured interviews with key stakeholders — those having positive, negative, or neutral opinions of the future communications planning priorities of the City of Saint John. We asked open -ended questions of 25 stakeholders, including representatives from Enterprise Saint John, the Board of Trade, not - for - profit organizations, councillors, the Mayor, senior management staff, and the media. (See Appendix B.) MT &L developed an interview guide in advance to ensure appropriateness and comprehensiveness. (See Appendix A.) The goal of the audit was to gain an understanding of how these key stakeholders perceive the communications efforts, success, and challenges; as well as the communications role, responsibilities, and functions of the City of Saint John; how they viewed the City's effectiveness and quality of outputs (of communications programs); and to what extent they placed value on strategic communications counsel or tactical support provided by those involved in communications for the City of Saint John. Best Practices This research phase included a review of how other organizations (in both municipal government and other sectors) structure their communications departments, programs, and address multiple goals and stakeholders. In the following report, MT &L provides an overview of communications programs of a number of best practice organizations with similar operating budgets and mandates. Gap Analysis Based on the research findings, MT &L has juxtaposed intentions and needs with the current offering of services and skill sets within the communications function. The purpose of this phase was to identify the specific priorities and the gaps, if any, in delivery under the current model. Operational Plan Review MT &L has studied the operational plan review (Chartwell) as well as the City of Saint John's mission, vision and values, and assessed how these relate to the information gathered in this phase. While there is no overall "business plan ", there are individual, divisional or departmental plans in place, aligned with the annual budgeting process. We have reviewed and cross - referenced existing relevant long- term planning documents and identified areas in which communications will play a strong role. Additionally, we looked at the current mandate, structure, reporting relationships, roles and responsibilities of the communications function, and have provided counsel (and will continue to provide counsel) on enhancing, if necessary, current policies, planning and service delivery of the communications function to the City of Saint John and its key stakeholders. This includes, for instance, issues management practices, media relations, internal employee communications, and website design to name a few. City of Saint John Communications Audit and Plan 2006 10 SCOPE OF ASSIGNMENT Research and Review of Relevant Materials; Attendance at Meetings MT &L reviewed the following body of information, as was provided by City staff: • Vision 2015 program overview - Presentation (PPT) • Operational Review Program — Chartwell Final Report, September 2005 • City of Saint John Communications Audit — Final Report, July 2006 • Creating Communications Unit — Discussion Paper, T. Totten, February 2006 • City of Saint John Pension Plan — Presentation, A. Beckett, October 2006 • Employee Intranet Survey - July 2006 • Media Policy • Media clippings - Key issues for the year 2006 • Several documents relative to the City's Solid Waste Management program • Water and Waste Water - Report, March 2004 • Communications Plan for Saint John Water - Brown and Caldwell • BC Quick Municipal Value Gauge for program and service delivery leadership • Recreational Facilities - Committee Report, 2004 • Community Consultation Survey • City Think Survey • Notes from Stuart Baker relative to the City's visioning process MT &L consultants attended several meetings from August through October, including a Common Council meeting, meetings with the Mayor and other administrators, and conference calls (weekly or bi- weekly) in an attempt to understand the communications issues and priorities facing Council and staff. In early October, MT &L presented preliminary audit findings and tested hypotheses for improved communication, including obstacles and opportunities, with members of Common Council and senior staff. The consultants facilitated a session on media relations (101), issues management, and communications planning with these two groups. We developed an issues grid, which we provided to the Deputy City Manager, A. Beckett. City of Saint John Communications Audit and Plan 2006 11 SCOPE OF ASSIGNMENT MT &L was consulted on a number of impending opportunities including the new Intranet and updated website for the city, Sunwing announcement, Harbourwalk activity, Enbridge Gas announcement and Emera NB pipeline issue, to name a few. MT &L also assisted with internal and external communications tools, comprised of updates regarding the degree to which the city had developed momentum, and was driven by a desire to communicate directly with the citizens regarding the ways in which the city was investing their tax dollars. City of Saint John Communications Audit and Plan 2006 12 TOP LINE FINDINGS Audit Interviews: Top Line Findings Communications Opportunities and Issues There is a strong and collective desire for the need to develop a strategic communications plan. As well, many are in favour of stronger leadership from the Mayor's office and from senior administration so that everyone can have a clear direction on their role in making Saint John a city of choice. There is also a collective desire towards increasing communications with businesses, community leaders and the general public. These findings are consistent, regardless of respondents' gender, which organization they were from, or their relationship with the organization. General Issues When asked to rank the top priority for the growth and development of the City of Saint John, respondents identified the growth of the energy sector and the waterfront development most often as among the top priorities. These were followed by the need to attract more businesses, skilled workers and their families, and tourists to Saint John. Funding, internal communications expertise, and leadership were the three most commonly mentioned perceived barriers to developmental and communications success. Issues of greatest concern include the lack of jobs and corresponding population decline, as well as concern regarding aging infrastructure. As well, several respondents noted that the media has often been critical of the decision - making process and outcomes of Common Council. The continuous "bad press" generated can tend to create mistrust and disinterest between the Council and the public. Several interviewees noted the importance of transparency and accountability. City of Saint John Communications Audit and Plan 2006 13 TOP LINE FINDINGS SUMMARY RESPONSES TO AUDIT QUESTIONS When you think of the things that the City of Saint John has accomplished /stands for, of what are you the proudest? At the time of the survey, the features of which most respondents were the proudest were the waterfront development and the harbour clean up. One respondent expressed the significance of this project as follows: "Harbour passage is appealing to our aging demographic. This is the first time in our 200 -year history (rich in marine support) we have access to our harbour. " The next most important features were the True Growth initiative and the steps the city is taking to entrench its leadership position relative to the energy sector. In your mind, what are the most important issues facing the City of Saint John? Interestingly enough, interviewees were more concerned about the harbor clean up than any other issue. Population decline, taxes, the LNG project, affordable housing, and communication to citizens were also seen as important issues. What are the opportunities for future growth and success? Opportunities for future growth and success were seen primarily in the energy sector and the harbour clean up. Information technology also rated highly, followed by Vision 2015 and Uptown development. What elements or strategies would you like to see included in communications planning for the City of Saint John over the next 2 -3 years? 65% of respondents thought that the city should develop a strategic communications plan. Respondents spoke about wanting to be a part of strategic communications and to have the vision articulated in their messages. "We need a long -term plan for regular communications that focuses on economics, social, and arts and culture. There should be a presentation for a long -term vision to the city and provide updates on the direction going forward " "Communication is done through bulletins. I would like to see strategic communications. Talk about vision and what we are doing to get to that. Talk about our successes. Must come from Mayor's office for credibility and not Enterprise Saint John. " Are you aware of Vision 2015? It is worth noting that every interviewee had some knowledge of Vision 2015. However, most couldn't specifically articulate how the process is progressing. It was City of Saint John Communications Audit and Plan 2006 14 TOP LINE FINDINGS recommended that a strategic communications plan be developed to accompany the Vision process. The communications effort associated with Vision 2015 should focus on developing strong neighbourhood connections that engender community participation. The messages should be strong, simple, and consistently communicated to many, thereby moving away from seemingly "sporadic" or reactive communications. "It is well structured. If we get the right people from Council on it, it will be good. " "It needs to be accelerated. The average person does not know the message of what it is. Might need community meetings. We have to ensure that everyone, from the taxi driver to the nurse to the Moosehead worker, they all have to get that message. " What do you know about Vision 2015? (What can you say about it ?) Respondents were of the opinion that Vision 2015 was a comprehensive plan that incorporated structural changes as well as the development of initiatives aimed at increasing economic development. It was noted that determining the right person to lead and communicate the vision was essential to gain the buy in and support of others. To your mind, what existing communications activities should the city be strengthening and /or expanding to achieve improved communications? With regards to existing communications activities, respondents felt that council meetings, the website, growth bulletins, and media relations efforts could be used more effectively to communicate messages of the organization. "Existing strategies are haphazard and non - existent. In fact, there are no strategies - only a speech when needed, press release, etc. Everything needs strengthening. We are at an infantile stage in communications. " Rogers television broadcasts council meetings, which are viewed by a significant number of people; however, as one respondent noted, "Meetings are bad right now. There is a lack of decision - making at meetings; they're looking for the fireworks and sparring. Meetings are not visionary or strategic. " Are there any communications activities that the City is NOT doing now that it should be doing? Respondents shared ideas on developing coordinated media relations, newsletters, events, town hall meetings, employee communications, and leisure and social programs. " We need more publications, more event -based activities. We need to be telling people what we are doing to get there *the vision) and how people can get involved. We need more conversations, rather than a one -way flow. " City of Saint John Communications Audit and Plan 2006 15 TOP LINE FINDINGS Are there any communications activities that should be re- aligned or suspended? Respondents believed that the City of Saint John needed a new strategy. Several mentioned the current True Growth and tourism campaigns should be carefully reviewed and aligned, relative to other priorities and competing communications interests. Several respondents mentioned issues surrounding the need for accountability, as well as the high and seemingly "unmanageable" number of agencies and commissions, all of which have their own communications plans and positions in the community. "There are so many different agencies and commissions. There needs to be alignment between groups. We miss the opportunity to share each other's messages. Synergies between commissions are lost. We need to have a stakeholder plan. " If you've identified areas that are a priority but are not currently being met, what are they and why, to your mind, are they not being met? Respondents identified waterfront development most often as one of the top priorities. The energy sector was the next most important, followed by tourism, followed by people returning to Saint John. "Maybe money; lack of resources. Lack of vision. Not enough emphasis on communications. " What could be done to improve this? Respondents believed that the Mayor and Common Council should take the leadership and make these things a priority. Several noted that senior city staff have a key role to play. How will the City of Saint John know that it has succeeded in improving communications, and in enhancing its relationships with important stakeholders? Several respondents felt that a public opinion survey should be regularly conducted to gauge levels of understanding and interest. Others were of the view that positive feedback from the public, increased voter participation, and the achievement of Vision 2015 would also serve as good measures of success of improved communications. "Once we know the survey results, there may be commonalities in response. This would help us decide whether it is worthwhile, and we I/ implement the responses There will also be an attitude change. Not just in organizations but people on the street. If there is more information given to people it w /ll help turn their negative attitude. People can be negative because they don't know what's going on. " City of Saint John Communications Audit and Plan 2006 16 TOP LINE FINDINGS Who should the City Council or administration communicate with on a regular basis? Most of the respondents were of the view that not enough communications was being undertaken with the people of Saint John to let them know what the City officials were doing and how residents could get involved. Respondents speculated that lack of adequate finances was a possible barrier to communications; however, they still identified communications as a priority that needs to be pursued and identified as a high priority by the leadership. "Citizens, co- workers, commissions, business community - have a major stake in our community. The Board of Trade and other business associations, the lines have to be very open to the business community as well. If I am a business owner, I will feel that my business will be successful if I know that my city has a plan and is growing. " Interestingly, the business community rated just as highly as residents as a group that Council should communicate with. Other groups identified were as follows in order of priority: 1. Media 2. Social groups (groups with interest or concern regarding social matters) 3. Employees 4. Youth 5. Online users 6. Outside stakeholders Frequency 9 8 7 6 5 ❑Frequency 4 3 2 1 0 Residents Businesses Social Media groups City of Saint John Communications Audit and Plan 2006 17 TOP LINE FINDINGS What key messages should the City of Saint John be sharing with them? The messages that were seen as most important to communicate to these groups included success stories and the growth potential of the City of Saint John. " The sector leaders should communicate everything — goals, targets, vision, successes —there needs to be a broad, open and transparent attitude to sharing. Right now there is a sense that decisions are made behind dosed doors and that needs to end. " What, in your view, are the obstacles to sending out these messages? Lack of funding and resources, and lack of focus on communications as a priority were the most commonly mentioned perceived barriers to sending out messages. "There's sometimes self interest versus city interest at City Hall. City hall lacks capacity for strategic communications We need to create a stronger support for communications " Any final comments? Respondents appreciated being a part of the survey and hoped that their comments would be considered in improving communications efforts. " Glad you are here, hope they really consider responses. I support the need for a strategy and want to see us more proactive. We need to think beyond how messages get out'and think about having more positive messages We are all working hard - Council and staff - developing great public policy, but it has not filtered down. Regular citizenry hasn't any sense of what we do and the things we are working on. " City of Saint John Communications Audit and Plan 2006 18 TOP LINE FINDINGS BEST PRACTICES MT &L contacted individuals who have responsibility for communications in organizations whose scope or mandate would be similar to that of the City of Saint John. Additionally, MT &L considered best communications practices deployed by other organizations with which the firm has familiarity. While research had been previously conducted by the City's communications staff, MT &L wanted to fortify and broaden this perspective. These organizations included: Interviewees or organizations reviewed Halifax Regional Municipality Fredericton Regional Municipality Moncton Regional Municipality Greater Halifax Partnership Halifax Port Corporation Halifax International Airport Authority City of Calgary Leveraging Media Opportunities: Organizations that effectively manage media relations view every media interaction as an opportunity. For these organizations, a media inquiry is about more than answering questions, and a news release is not simply about "pushing out" or attempting to deliver the message of the day. Several of the organizations we reviewed consistently leverage media opportunities to communicate important messages and to reinforce their organization's position as a leader, an innovator, or as a good corporate citizen. Halifax Regional Municipality has built a reputation as an active corporate citizen and leading employer. This is due, in part, to a corporate culture that understands the importance of media relations and has developed policies and procedures to effectively leverage media opportunities. The department develops media relations plans or includes a media relations component in virtually everything it does — speaking opportunities, community relations projects, corporate sponsorships, and awards and accolades. Halifax Regional Municipality sees each initiative as an opportunity to reinforce its reputation and highlight its people and programs. Internal practices of the Greater Halifax Partnership ensure that key messages, question and answer documents, fact sheets, backgrounders, and other supporting materials are produced for every initiative. This means the organization can quickly respond to inquiries and leverage interviews to deliver corporate messages. Fredericton has a similar strategic approach to communications. The communications coordinator attends all public and in- camera sessions of Council, and may attend committee meetings as well. The communications coordinator receives agendas and information packages for all Council and Committee meetings to proactively identify communications opportunities or issues before the meetings are held. City of Saint John Communications Audit and Plan 2006 19 TOP LINE FINDINGS Sharing the Role of Spokesperson The media is no longer content to speak to the public relations department, and more and more organizations are realizing the benefits of decentralizing or sharing the role of spokesperson based on expertise. Municipal offices in Fredericton, Halifax, and Moncton have trained their senior staff to speak to the media. Making available the individual directly responsible for an issue increases an organization's credibility, and often diffuses what could be a charged situation. Halifax International Airport Authority, The Port of Halifax and the Greater Halifax Partnership have all ensured that members of the senior management team, board, and those with specific technical expertise, have been well trained to speak to both the media and any intended audience. They have determined that the best media relations policy is one that ensures the news is not filtered or transmitted by one individual. Organizations committed to this approach typically have well - established internal practices that support in -house resources with external training and materials. Issues Management Issues management does not happen in a vacuum. It is key to successful, planned communications. Communication —how information is shared, what information is shared, and what information is released to key publics —can be the most influential component of managing issues. Keeping management, and key internal and external audiences informed strengthens the organization's position. The scope of issues facing organizations today has increased dramatically. Leading organizations are often asked to comment on emerging trends and issues related to their sector or industry, as well as their operations. Many organizations have developed issues management systems to assist in tracking and responding to internal as well as external issues. Halifax Regional Municipality, as an example, uses media monitoring to identify issues with the potential to affect its business. In addition, each communications person responsible for a certain project or business unit would have a record of when the media called, and the outcome. The system is also very helpful in determining what external issues the organization will address publicly. Organizations with effective issues management programs are less likely to be sidetracked from their corporate and communications objectives. They generally enjoy more balanced media coverage and have more time to plan and concentrate on proactive communications. Partnering For Success Partnerships with external, or "sister" organizations are tending to be relied on as a best practice. For instance, in the last 10 -15 years, the responsibility for safety in communities has, to an extent, shifted from institutions to individuals. The media no longer only asks the police to comment on drinking and driving accidents or initiatives. The growth of community watch groups is also indicative of the transition. Law enforcement agencies have invested time and resources in community programs and aligned with community groups to broaden the ownership and the message. City of Saint John Communications Audit and Plan 2006 20 TOP LINE FINDINGS From the perspective of the public and media, partnering adds to an organization's credibility on issues such as social responsibility. Municipalities that follow this path ensure that their own corporate brand is associated with their outreach. If a regional development agency, a water or police commission is transmitting the messages, and in doing so, strengthening its brand, it brings along its "partner" or major investor – the city –and incorporates the city's brand in the transmission. Communicating Directly With Stakeholders All of the organizations researched use a combination of direct -to- stakeholder communications, media relations and advertising to create awareness and build understanding among their publics. However, more and more organizations are incorporating advocacy and stakeholder engagement initiatives into the communications mix. This says a great deal about the proliferation of messages in the media and the importance of sending an unfiltered message directly to key stakeholders. And it goes beyond simply transmitting the message. Stakeholder engagement, as deployed by several of these organizations, involved listening, dialogue (two way), action and feedback. The cycle is continual. This trend is becoming entrenched in organizational cultures, and many municipalities and provincial and federal government departments and agencies have adopted this approach to engaging the public. Individuals carrying job titles such as manager of stakeholder relations and director of stakeholder alliances are an emerging trend. The growing interest in stakeholder engagement is evolving as other key government, business and societal trends are evolving. The following mark some of the changing trends: • Changing expectations of organizations – Stakeholders have come to expect more of government and business; they are looking more to these organizations, to not only behave ethically and responsibly, but also to solve a whole myriad of social and environmental issues. • Expanded definitions of "stakeholders" – As referenced above. • Increased stakeholder scrutiny – A growing number of groups are getting very well organized in their monitoring and reporting (communicating) practices. Technology is aiding them substantially, and there is also an increase in lawsuits as a result of this scrutiny. • Increased demand for transparency – Organizations are facing increasing pressures for transparency and disclosure around their social and environmental performance. Among those who are urging more are government — legislators and regulators — analysts, investors, employees, labour groups, NGO's, community groups, and the media. • The rise of formal stakeholder engagement – The bar has been set by leading organizations that have voluntarily reported and accounted for their plans and initiatives. There are emerging leaders, those who have even gone further and organized more in depth engagement practices, City of Saint John Communications Audit and Plan 2006 21 TOP LINE FINDINGS embedding them into many aspects of their organization — planning and behaviors. • Growth of the Internet – From its ability to enable edit -free conversations in an instant and around the world, to hosted websites, whether accurate or inaccurate and everything in between, the web has made for a more open and democratic base upon which stakeholders can be engaged. • New and emerging issues - As the field of Corporate Social Responsibility is growing, so have the number of issues that governments, organizations and corporations must grapple with if they are to effectively address the increasing and demanding expectations of various stakeholder groups. Consultation and dialogue with these and others, as compared to traditionally one - way communication between an organization and a much narrower scope of stakeholders, is increasingly a part of mainstream practice, particularly among those organizations who must continue to receive "license" or "social permission" to operate. This holds true, particularly among elected and non - elected government officials. As well, it has been proven that stakeholder engagement can help organizations to: • Reduce costs • Strengthen stakeholder understanding • Build support for important programs and needed services • Protect against negative individuals or actions • Increase organizational effectiveness • Enhance two -way communication • Bridge cultural gaps • Develop a culture of innovation and learning • Simplify conflict resolution* *Source: BSR.org At its core, good stakeholder engagement will provide the City of Saint John with a way of gathering important input and ideas, anticipating and managing conflicts, improving decision - making for the Council and administration, building consensus among diverse views, strengthening relations, and enhancing the City's reputation. City of Saint John Communications Audit and Plan 2006 22 TOP LINE FINDINGS Linking Internal Communications with Media Relations Another trend taking hold is the vital link between media relations and internal communications. It is becoming increasingly important that news, if it is being reported in the media, should first be shared inside an organization, with perhaps one of the most important publics — the employees. In fact, several companies and organizations have begun to position their employees as the face of the organization, and arm them with updates and the information necessary to act as corporate ambassadors. Part of this strategy stems from the public's generally suspicious nature of large organizations and senior ranking officials (per the contextual discussion — mistrust in "the system "). This also reflects the growing trend toward broadening the messaging and speaking directly to key audiences. The Importance of Electronic Communications The Internet is a valuable tool that plays an integral role in building the reputation of the organization and its support base. The following are distinguishing characteristics of the Internet as a communications tool 1) No longer a trend, now a necessity. More and more journalists visit the web before contacting the organization. • 98% of journalists go online daily • 92% conduct online article research • 81% conduct general searches 76% are looking for sources or experts 73% go online to find press releases • 75% of journalists say they search the Internet for previous stories on their subject Source: Bennett & Company, 15`h Annual Media Survey, Middleberg /Ross Survey 2) The value of direct access, no filter plus the ability to source secondary and opposing opinions 3) Viral communications 4) Popularity of media rooms on organizations' websites City of Saint John Communications Audit and Plan 2006 23 TOP LINE FINDINGS Gap Analysis — engaging internal and external stakeholders The demand for engagement is coming from both employees and outside stakeholders. There are five key factors to that engagement process that will help minimize the gap and bring about success, and these include the following: 1) Entrench communications in the organization so that each decision has a communications element. 2) Ensure Leadership has a clear sense of how their decisions and individual involvement play a part in achieving the wider vision of making Saint John a community of choice. 3) Sell that vision to the many who may be predisposed to dismiss the initiative. The leadership of the managers, sponsors or spokespersons of Vision 2015 will be the best predictor of the success of this initiative. 4) Making individuals and groups accountable for not only management, but also communications — internally and externally - within a clear framework of agreed -upon outcomes and measures. This includes involving the many agencies, boards and commissions of the City of Saint John — these are clearly the City's partners, and communications and branding efforts must be agreed to and synchronized. 5) Co- operation and partnership: working with those who will add value if included in the decision - making and strategy. This will take robust governance and skill. All communication must be aligned with the City's overall strategy and Vision process, and should be directed towards building the capability of the workforce through informed, involved people who understand how they influence the reputation of the organization, and they must be excited about contributing to the achievement of Vision 2015. Vision 2015 needs to be explained so that people understand what it means to the City, and to them, and how all will be positively impacted. Knowledge and understanding can lead to engagement and support. City of Saint John Communications Audit and Plan 2006 24 TOP LINE FINDINGS GAP ANALYSIS Current Practices 1. Reactive, unplanned communications 2. Segmented work programs and public campaigns; multiple agencies, boards and commissions 3. No clearly defined or resourced communications structure 4. Financial constraints Action Steps • Heightened communications function, fortified with resources • Improved internal communications • Issues anticipation and planning • Improved media relations practices and opportunities • Understanding and galvanizing around vision and brand • Improved stakeholder engagement • Upgraded communications tools 1. Proactive /consistent communications 2. Team effort and synergies 3. Clearly identified roles and leadership 4. Improve community and business support, understanding and partnerships City of Saint John Communications Audit and Plan 2006 25 v M c� a V A� fD 0 OUR INTERPRETATION OF THE FINDINGS OUR INTERPRETATION OF THE FINDINGS The audited group of employees, industry, and government audiences is in agreement that a change is needed and that a strategic communications plan will allow them to achieve the objective of helping to make Saint John a community of choice. They also see opportunities - in the development of the city, growth in the energy sector, and further creation of jobs - as priorities for a proactive, sustainable economy with a long -term plan. To have this important and influential stakeholder group aware and confirming, and often endorsing the positive outlook for Saint John is good news. People are already motivated to begin the work that is needed to bring about the realization of the Vision. While this is positive, it merely indicates the readiness of this group for positive change. The City of Saint John has to demonstrate greater leadership and do a better job of communicating directly with its constituents, telling its story, focusing on the positive attributes of the services and programs in place, and the strengths of conducting business in the region, within the province, across the country, and around the world. As well, members of the media and of the general public may have a negative perception of Common Council —and these need to be overcome. There needs to be an agreed -upon media relations plan that indicates which spokespeople and what information will be provided to the media. Once this plan is shared and agreed upon, members within the organization will be in a position to corroborate the information and actions emanating from the organization. The barriers to effective communication and organizational success are significant but not insurmountable, depending on where the City leaders ultimately place the priority— funding and qualified leadership in communications is required to conduct the work. Building stakeholder relationships and structural changes are some of the suggested means of mitigating these challenges. Based on the input from MT &L's survey, the City of Saint John is in a good position to improve its communication strategies and achieve its Vision. Improved focus on proactive communications will support the following: • Continuing to build awareness and to influence perception that there is a larger plan for the sustainable development of the economy of Saint John. • Ensuring that the citizens of Saint John better understand the programs and services that are provided by the City; ensuring that the good people and good works of the city and its agencies and commissions are well articulated. City of Saint John Communications Audit and Plan 2006 26 OUR INTERPRETATION OF THE FINDINGS • Continuing to build momentum and awareness with the key audience groups about the turnaround and the successes for the region. • Working with business leaders to provide opportunities to help bring about economic success. • Ensuring that the employees, agencies, boards and commissions are accountable and aware of the part they play in achieving the Vision and fueling the economy. Celebrating the cultural, historical, and social aspects of Saint John. • Working with the various levels of government, the community and the private sector to increase cooperation and partnership, and encouraging a cohesive voice from the various constituencies, to help build credibility and citizen confidence. City of Saint John Communications Audit and Plan 2006 27 KEY PILLARS Communications Plan Introduction The communications plan is intended to position the City of Saint John as having the leadership, partnerships, and skill to help make Saint John a community of choice. KEY PILLARS The City of Saint John communications program should be built in support of current needs and the longer term Vision for 2015. It should consider these pillars: 1) The City of Saint John will collaborate, cooperate, and forge partnerships with community and business organizations to maximize the creation of sustainable economic, cultural, and recreational /social opportunities. 2) Through internal and external communication activities, employees and members of the public will be engaged to play their part in making Saint John a community of choice in Atlantic Canada. 3) The City should be the first and best source of information about the plans for, and work towards the growth and development of the City of Saint John. 4) Every effort must be made to engage councilors, staff, management, and members of agencies, boards and commissions - to work towards achieving the Vision. 5) There must be clear understanding and support for the Vision and longer - term strategic plan - internally and among the community. The City will need to solidify stakeholder support from the community, businesses, and media. Furthermore, City initiatives, programs and services must be well explained and understood and linked to the Vision and the potential benefits. City of Saint John Communications Audit and Plan 2006 28 AUDIENCES Audiences The identification and evaluation of target audiences or stakeholders is fundamental to any communications plan. The City of Saint John has a good sense of who these are, and the consultant recommends that, with every planned communications initiative, the City consider how broadly the communications should flow. We must at all times think about how our messages will be received, and ensure that they are relevant and impactful. The additional challenge is to ensure that those responsible for delivering the information are knowledgeable and well prepared to transfer that information easily (discussed further in key messages and tactics). Taking these key factors into consideration, we have divided the audiences into three groups. Councillors, employees, management, members of agencies, boards and commissions, are the internal audiences who have to first be engaged in the communications strategy and Vision. They must first understand the strategy so they can act on it, help build understanding and relationships, and improve the image and reputation of the City of Saint John. They are the City's voice and face in the community. The external audience includes the residents of Saint John, other government organizations, and the media. The City has a responsibility to keep people informed and engaged on issues that affect the quality and pace of their lives. Businesses have a similar concern, wanting to have the assurance that their interests are being considered in the decision - making process. Other external audiences that should not be ignored are youth, online users, social and community groups, and visitors. They can help achieve the Vision of the City by encouraging dialogue, accountability and innovation. Tools like the website, newsletters and other direct communication help these audiences get a better sense of the City and its services and plans. In our research and communications work with organizations across this country, we've come to some observations and share the following comments on reaching target individuals, groups, or "audiences": Reality #1; Audiences don't care. They don't care unless or until something we do, say, or cause to happen affects their core values — health and safety, property values, pride in community, peace of mind, absence of conflict, and freedom of fear. Then, audiences care until those issues affecting their core values go away. Reality #2; Audiences can't care. People are too busy living their own lives; running their own businesses; and focusing on their own issues, situations, and concerns to worry about much of anything else beside themselves. Reality #3; Audiences don't know your organization. Because they are preoccupied with themselves, their families and friends, and their own issues and concerns, there's little time to understand your organization and your opportunities. In fact, audiences shouldn't have to know about your organization; it's your responsibility to tell them how what you do benefits them. City of Saint John Communications Audit and Plan 2006 29 AUDIENCES Reality #4; Audiences will accept messages they are prepared to receive. People will accept messages that are well within their scope of experience or that contain concepts, techniques, or actions they understand, and to which they can or want to relate. Audiences accept messages that are at an intellectual level that can penetrate the communication clutter of their daily lives. City of Saint John Communications Audit and Plan 2006 30 MESSAGES Messages Just as the real estate world has its golden rule: Location! Location! Location! So, does the communications world: Repeat! Repeat! Repeat! That is the purpose served by organizational messages. Short and simple messages are designed to re- establish, quickly and effectively, an organization's goals and objectives, its mission and track record, and the reasons that motivate it to act in a particular sector of activity. While spokespersons have the task of conveying specific messages about the issue they are addressing, they must, at the same time, send out a clear organizational message: who we are, what we are, and why we do what we do. MT &L recommends that the City of Saint John spokespersons must always attempt to link any communications back to the Vision of where the City is going. Vision 2015 is a process, a roadmap of how the City will grow, evolve and prosper. It is critical that all who are responsible for knowing about this process completely understand it and are engaged. It is not enough to tell them; they must understand and be able to carry forth the messages. Likewise, those who are on the receiving end of any information must understand that, whatever initiative or issue that is being discussed, it must be linked back to the longer term vision and plan to get to that end game. Easier said than done, but walking the walk, then talking about it, is the recommended way to proceed. There will be naysayers, and those who don't understand, or make the links between what they are doing, and how it ties into the big picture. It will be incumbent on the members of Council and senior staff to help connect these dots. In determining the appropriate messages to deliver, we need to consider the words, images and the right tactics to deploy. It is not sufficient to say what we want to say. Rather, we must understand what our audiences, internally and externally, are prepared to accept and understand. We must understand what's already in their hearts and minds. To the best of our ability, we must understand the other, conflicting messages, which will compete for the attention of those we want to connect with. For the sake of argument, and after discussion with members of Council and senior staff (workshop and group discussions about plan — October, 2006), MT &L recommends the following as core "high level" messages or elements of messages going forward. As always, proof points will fill in to substantiate the point being made, the stories being told. It goes without saying that each message delivered must link to the vision of the City, as long as that vision is clearly articulated. 1. Through Vision 2015, we have a process and a plan to make Saint John the City of Choice. We want to share this plan and gain its understanding and acceptance. We have the resources to fulfill this process. 2. With the engagement of the community, councillors, and staff we will continue on the right track to grow Saint John in a healthy and sustainable way. 3. We are working with organizations and individuals within the community to ensure our long term Vision and plans succeed. We are working on strengthening relationships. (We acknowledge that our ability to communicate in the past has not been as successful as we would like, however we are on a path now to ensure that what we are doing is explained, understood and supported). City of Saint John Communications Audit and Plan 2006 31 STRATEGY Strategy Suggested Communications Practices and Tools It used to be enough to circulate a press release or send around email. But how do you really reach your stakeholders or employees, and how do you move traditional employee communications from the three B's (birthdays, babies, and ball scores) to the three Cs— challenge, change, and commitment? In determining this, it is important to find answers to the following questions: 1. How do they want to be communicated with (channels and tools – what will work for the people on the front lines and in the wider community) 2. What do they want to know about and what will they believe? 3. From whom do they want to hear the news? The Mayor? Their councillor? A staff member? A representative of an agency, board or commission of the City? Who is most credible to them? With the implementation of more effective communications practices, internal and external stakeholders will become more confident and optimistic about the City of Saint John; thereby laying the foundation for a more unified, dedicated effort to provide consistent corporate messaging and assert a clearly defined place for the region. In this plan, we will recommend that initial efforts be concentrated on internal audiences with members of Common Council and senior management taking the lead. Supportive communications training, face -to -face and direct -to- stakeholder contact and engagement are key, decisively demonstrating a new direction and new confidence. The internal audience is, itself, very large. A motivated, mobilized group of staff and supporters would have enormous impact on public attitudes in Saint John. The internal audience needs to be given confidence by their leaders. They need to know what is happening and where the organization is heading. Internal audiences already know conditions are imperfect and, to be successful, it is not necessary to persuade them otherwise. What is necessary, however, is for internal audiences to feel part of a team that is doing great work for the people of Saint John, even if at times, under difficult circumstances. The challenge of informing, motivating and mobilizing internal audiences is not a challenge just for the communication leader. Rather, it is a challenge that begins with senior management. In the absence of senior management taking up the challenge, it will be difficult for the organization to achieve what it must for the benefit of broader groups and citizens. The goal of an enhanced communication plan should be to help bring the City of Saint John to a new level of performance by taking a strategic and managed approach to developing and maintaining its relationships with the groups and individuals who can most directly impact its success. This will require a planned program, a professional approach to managing that program, and a consistent, long -term commitment to the organization's growth and success. The City should continue in its focus on creating long -term partnerships and forging a lasting bond between the City, its community leaders and members. In addition, the senior staff City of Saint John Communications Audit and Plan 2006 32 STRATEGY will likely be required to allocate both human and financial resources to achieve this goal. MT &L was retained to develop a communications plan for the City of Saint John. In the audit and research process, one of the most important initiatives identified is the process around Vision 2015. The success of the Vision 2015 process will be significantly enhanced by the development of a planned, managed approach to communicating that project. This effort should be directed by the Deputy City Manager (A. Beckett), and resourced through Vision 2015. The committee's first order of business should be to confirm the actionable communications plan as accepted by Council. Very early in its mandate, the Vision 2015 committee will need to place greater priority on internal and direct stakeholder communication, followed by longer -term measures to create a consistent brand identity for the City, while putting in place many of the basics upon which the communications program will be built. Priorities The City can confidently and consistently communicate its services /programs, plan and vision to members of the community, especially key stakeholders, while embracing the following attributes: 1) Leadership 2) Accessibility 3) Proactivity 4) Visibility 5) Credibility In considering changes to support the communications strategy for the City of Saint John, the challenge is not only to ensure the right resources are in the right place at the right time; there is also a challenge for the senior management to know when to deploy resources, to know what priorities to focus on, and to clearly articulate those priorities against a seemingly growing and endless list of priorities. It is both a strength and a weakness that the City of Saint John is such a large and complex organization. With 600+ staff, and 10 departments, the corporation's size gives it strength and influence but it also gives it responsibility. The Common Council, the Mayor and senior staff have the capacity to lead the development of the region, but also the responsibility to provide the best possible and best available municipal programs and services. Saint Johners will always expect more from their city leaders, managers and staff. The following pages provide a list of tactical communications programs that will help actualize these priorities. Some of the tactics should be implemented as early as January 2007, while some will not likely be able to be put into place until mid to late 2007. They are listed in order of priority, with suggested timelines attached. It is important to understand, however, that very few of the longer -term recommendations can be implemented without additional human and financial resources being applied to the communications function. What this communications document implies is a new way of thinking about the way in which the City of Saint City of Saint John Communications Audit and Plan 2006 33 STRATEGY John interacts (engages) with its publics. And we sense that senior officials have the will to begin this process. What follows are the seven key areas of focus. Tactics to support these broad goals are outlined further on in the document. Key focus areas 1. Make communications a factor in decision - making Elevate the role of communications in management decision - making so that every decision or event has a communications aspect. Communications must become a way of doing business every day, not only in times of crisis and controversy. Ongoing representation of communications issues at the executive level ensures that the concerns and interests of all stakeholder groups are entrenched into the organization's way of doing business. As an integral part of every decision, communications issues are treated with the same level of priority as other business elements. Finally, the more sensitive and responsive an organization is to communication -based issues and challenges, the less likely it is to be in a constant position of "putting out fires." 2. Fortify the communications function and the department Many interviewees expressed their dissatisfaction in the existing, reactive communications activities of the organization. To ensure that this worrisome trend is broken while addressing public opinion about the growth of the city, it is essential that a strong, focused, and strategic effort be undertaken to reshape the public relations philosophy within the City of Saint John. For this change to be initiated and successful, the leadership and support of the Mayor, Council and senior staff is essential. What is needed is strategic leadership in this function, and added resources to match the current practices of organizations similar in size and scope. There needs to be a better alignment between the communicators and their clients, improved understanding in terms of what communications can and cannot do for the organization (setting and managing client expectations), a shift towards proactive communications (versus reactive and disruptive), and a more organized focus on measuring outcomes. Ample research and discussion has already taken place. MT &L asserts that, within a year, a redesigned and repositioned communication department should be in place. External counsel can be sought on a continual basis, but the most effective and measurable success will come from having the right resources — people and funding —in place. Ultimately, a senior -level communications leader should become part of the internal structure of City staff. The process of recruitment should occur within the second or third quarter, and once that position is filled, the communications strategy can be more fully implemented. 3. Improve internal communications The council members and management team needs to agree on behaviours and approaches that they will adopt going forward. This model depends on collaboration, integration, teamwork, and communication. Team members City of Saint John Communications Audit and Plan 2006 34 STRATEGY must link and leverage activities from one group to another and work together in achieving Vision 2015. As an extension, the City's Agencies, Boards and Commissions, as well as outside businesses and organizations should also be provided with strategic information and messages that will give them confidence to collaborate and partner with the City of Saint John in achieving Vision 2015. (See Appendix F — a model of communications needs.) 4. Anticipation and management of issues Controversies and criticism can be managed more effectively if they are anticipated. A system must be established which anticipates, and prepares for perceived controversies and criticism. (See Appendix C — sample issues tracking grid.) The integrated issues and opportunities grid was developed by MT &L as an example of a tool to be used by senior staff to ensure priorities are addressed and messages are communicated at the appropriate time with the appropriate context. The management team should also coordinate its efforts to ensure plans are set, actions are taken, and messages are leveraged with internal and external audiences for maximum benefit. The team also needs to establish guidelines for all channels to help contributors move to a more effective, integrated content provider role. Developing a macro - agenda that analyzes policy making, decision - making, monitoring, and upcoming events at least six weeks in advance will keep the organization a step ahead. 4. Improved media relations opportunities — media relations policy and training Seeing every media interview as an opportunity to share information is the best way to create a strengthened approach to media relations. All managers /committee members /councillors need to understand that, regardless of their "day to day" jobs, they have a duty to be responsible as spokespersons on issues under their portfolio. A proactive strategic approach needs to be developed where the opportunities provided through the media are exploited to maximum advantage by well - prepared spokespeople. The full media load cannot be managed effectively, or productively, by a few. Notwithstanding the fact the individual councillors have particular points of view on any number of matters, there is still a need for all involved to be supportive of the overriding Vision for the City. A media policy guides the organization and its spokespeople in their interaction with the media, and training will provide them with the skills they need to do a good job. Effective management of opportunities provided through the media requires well- trained spokespersons. It is essential to internal morale and improved pride that stakeholders see their organization represented in a more balanced way through the news media. MT &L is reviewing and making amendments to the City's current media policy. This process will evolve as the training occurs in 2007. S. Understand and affirm vision and brand The Vision 2015 process, and the Vision itself, needs to be clearly and simply explained. The brand identity, logo, colours /look, message, and identified audiences of the City of Saint John must be present in every City of Saint John Communications Audit and Plan 2006 35 STRATEGY communications tool and presentation. This includes the website, advertising, publications, media interviews, and so on. A consistent look and message will help build confidence and optimism among stakeholders, as well as allow them to recognize the value of the work of the City of Saint John to them. Employees, committees, Agencies, Boards and Commissions all play a key role in communicating this brand and must be supportive and engaged. 6. Learn and mobilize stakeholder engagement practices The media cannot be relied on as the only source through which news of the City should flow. Therefore it is imperative that the organization considers ways of communicating directly with its key stakeholder groups in a timely manner (in advance) on issues or opportunities that concern them, and on matters about which they need to be informed. 7. Upgrade tools; introduce new ones The City should continue to look for more opportunities to take its messages directly to its audiences. Audit respondents spoke of the positive feedback from town hall meetings, one example of direct communications. Varying audiences need different means of communications. City of Saint John Communications Audit and Plan 2006 36 TACTICS Tactics Replace reactive communications practices with the establishment of a macro - agenda for communication A macro agenda is a rolling calendar that will help plan communications around upcoming issues and opportunities. This calendar can be segmented into components along which progress can be facilitated and monitored. (See Appendix D.) It should consider all known events that naturally occur over a 12 -month period, and a communications plan should be considered for each opportunity or issue. MT &L will continue to work with senior staff to regularize and operationalize this as a priority. Time Frame: First Quarter of 2007 (February) • Introduce issues forecasting and management practices at senior and strategic levels The following will serve as an outline of how the City of Saint John could approach developing an issues management program. (See sample tracking grid Appendix C) Issues should be reviewed as part of the regular senior management meetings with the authority to approve issues - related communications plans in a proactive manner. An issues management function is usually established at the most senior management level. It is this group, led by the city manager and supported by senior communications counsel, which can coordinate the organization's issues management initiatives on a regular basis. This group would be charged with the following responsibilities: i. To recognize and forecast issues and their time - frames ii. To provide quick turnaround on analysis and assessment of the information gathered on emerging issues iii. To understand and be able to rationalize the use of various communications tactics iv. To provide quick turnaround of action plans for various issues before they reach the crisis stage V. To act as the central contact point for briefings for program design and management, materials development, and spokespeople vi. To monitor and evaluate implementation of each action plan vii. To coordinate a consistent corporate and fact -based message, which will be carried through areas such as media relations, employee communications, community and stakeholder relations, etc. The senior management group would be responsible to approve the action (operational) plans and recommendations brought forward by the issues committee, and to recognize and forecast issues relevant to the organization. This group must ultimately ensure that any action plans followed are consistent with the organization's Vision statement and communications strategy. City of Saint John Communications Audit and Plan 2006 37 TACTICS MT &L suggests the following as a process with which the City can introduce and implement an effective issues management program. i. Identify issues through monitoring of internal and external environment ii. Gather and analyze the information required for proper assessment of the issue (research is sometimes considered) iii. Assess the potential scope, direction, importance, and urgency of the issue iv. Develop necessary strategy and policies to deal with the issue in the context of the organization's overall communications strategy v. Design and assign an action plan covering communications with the community, businesses and media, social groups, employees, youth, and online users vi. Brief those with key action responsibilities vii. Develop the venues and materials necessary for implementation of the action plan viii. Implement the action plan ix. Monitor progress and evaluate success Issues management may be dealt with as a regular agenda item during the senior management meetings. This will work well as long as issues are anticipated in advance, and the issues discussed are ones, which impact on the organization's ability to manage its reputation. Time Frame: First Quarter of 2007 (February) Establish direct to stakeholder communications practices Several best - practice communications organizations are using simple tools to reach their stakeholders directly. In essence, the Mayor's office has begun this practice, through the announcement of the new SunWing service, Enbridge Gas, and the recent high ranking of Saint John (Best cities in Canada to do business). In other words, when Saint John — Council or staff, has relevant, timely information to share, it should be done so as quickly and directly as possible. An E- newsletter or communique is a key method to consider. This tool could promote and explain key issues, programs and services of interest to stakeholders. It should always link to the website, where they can go for more in -depth information. The newsletter could also inform recipients of upcoming events of interest. It can be used as a follow -up communication tool to a significant event or announcement. Finally, the newsletter should be sent directly to the heads of the key organizations (ESJ, Board of Trade, Health Sciences Centre, University, etc). This will also allow the organizations themselves to re- direct the information as their own, which would be more credible to the recipients. Time Frame: First Quarter of 2007 (in some cases, already underway) Direct to stakeholder communications (internally and externally) Entrench communications into corporate culture An aggressive and sustained effort should be undertaken over the next 18 months to bring a renewed sense of proactivity, stability and confidence to City of Saint John Communications Audit and Plan 2006 38 TACTICS the internal environment. The City Manager could take lead responsibility for this assignment, supported by the necessary communications resources. The recurring key message must speak to where the City is going, how it is getting there and who is ensuring that it happens. The City of Saint John's commitment to a strong, open, consistent and responsible communications environment must be paramount. To that end, MT &L offers principles of internal and external communication that must characterize your activities from this point forward. L Face -to -face ii. Two -way iii. Consistent with audience needs and issues iv. Relevant v. Constant The emphasis must be placed on programs that allow face -to -face communication and relationship building. Internal communication must be seen as the responsibility of every supervisor, manager, committee leader, and Councillor. Only when the actions and behaviors of the senior leaders of the organization demonstrate a true commitment to open, honest, and constant communication, will it start to become a way of doing business at the City of Saint John. Senior managers must also feel comfortable in their role of communicating to their supervisors, managers and staff. MT &L has provided an introductory session and workbook on employee communications; more workshops would be encouraged. It must be recognized that a well thought -out plan, and not a series of headlines and controversies, should be setting the direction. Internally, the City Manager, his Deputy Managers, and senior staff play a key role. Externally, the Mayor must be a visible communications leader during these times. Each supervisor, manager, committee leader and Councillor should be specifically accountable for the delivery of timely, accurate and relevant information to the organization and their stakeholders. In some organizations, the measurable ability to provide communications leadership is linked directly to performance measures. In other words — it is built into the position descriptions and the person is held accountable. Time Frame: First Quarter of 2007 (March) Introduce internal "Town Hall" Meetings Town hall (internal) meetings can be a credible and reliable opportunity for exchange of information and discussion of issues. Such forums need to be increased to communicate significant City initiatives so that, ultimately, a culture of open, honest, timely, and two -way communication becomes the mainstay. Noting that the City has several community initiatives planned in the short -term, a town hall meeting concept should be initiated to ensure all staff are aware of plans and priorities. Internally, this session should be held every 10 -12 weeks and led by the City Manager with support from the management team. The City of Saint John Communications Audit and Plan 2006 39 TACTICS town hall meeting would provide an appropriate forum for discussion on issues, as opposed to the straight delivery and exchange of information. Reintroduce an institution -wide and monthly "coffee and conversation" series for employees to join the senior members in an informal setting conducive to conversation and collegiality. This will help employees at all levels feel that they are "in the know" and can relate to the Deonle who run the organization. Time Frame: First Quarter of 2007 (March) Develop proactive media relations practices that all levels understand and for which many are accountable Once the website is improved with an RSS feed, the media should be contacted so that they are aware that the organization has put measures in place to ensure that they get the news in the quickest possible manner. The purpose is three -fold: firstly, it serves as an opportunity to provide for enhanced media access; secondly, it enables the organization to identify a few good stories or issues and promote them specifically to a media outlet that would be most interested; and finally, it sends a clear message that the organization is determined to enhance its relationships with the media. A briefing package should be developed to ensure key information is delivered to the media. Key messages should include an overview of the organization, explanation of services provided and highlights of upcoming activities and initiatives, background and statistics, etc. Time Frame: First Quarter of 2007 (January) Undertake a media training exercise The ultimate objective of a media training exercise is to equip participants with the skills which allow them to better handle encounters with the news media, thereby ensuring that decisions on whether to be interviewed, and what to say, are made for solid strategic reasons. The media training should be an intensive session that involves both lectures and simulated interviews. This daylong seminar should be structured to help the organization's spokespeople establish and communicate messages on behalf of the organization. It also serves to bring the team together and forces agreement on key strategic messages. The seminar should cover all major aspects of newspaper, radio, and television interviews. Each participant should be interviewed 2 -3 times throughout the day, based on anticipated issues and specific issues as outlined in a pre- seminar questionnaire. Additionally, the seminar should simulate the types of media interviews that the City of Saint John's spokespeople may encounter in their day - to -day work. Each interview can be audio or videotaped for playback workshops to build on communications strengths and help eliminate weaknesses. Other topics to be covered: How the media works; what their expectations are • Preparing for a media interview, anticipating questions City of Saint John Communications Audit and Plan 2006 40 TACTICS • Structuring effective media messages — in terms that they want to receive them • Overcoming nervousness and anxiety Verbal and non verbal communications • Handling intense or crisis - oriented interviews Time Frame: First Quarter of 2007 (January) • Regularize public opinion polling through a quarterly Omnibus survey On a quarterly basis, polling questions should be inserted into a pre- existing Omnibus survey. The questions should focus on the degree to which the public has knowledge of key programs, and the ways in which the public wants to hear from the City (from whom, how often, through what channels). Time Frame: First Quarter 2007 and each quarter Enhance community outreach; Integrate the Vision 2015 process further into the community, involve key community leaders and members of Common Council in a process of building alliances within these communities. Speaking opportunities before friendly or neutral audiences represent a largely unexploited opportunity. A "speaker's bureau" program should be developed with speaking engagements secured across the region. Additionally, the City could consider rotating its council meetings on a quarterly basis. A prime example is the Fall '06 council meeting, which took place at the waterfront location, well -timed to coincide with key investment announcements around the future of the development of the City's waterfront. Logistics would need to be considered, however, MT &L's experience with other similar organizations that make an effort to move their meetings into the community has found that the benefits far outweigh the obstacles. A Speakers' Bureau or Roster of Experts should be made available to the business community, other community organizations, and the media. It will be important to promote experts in all disciplines. The City should develop a core speech, for use by all speakers (individual topics may vary). Presentation training is recommended for those spokespersons participating in the Speakers' Bureau to equip them with key messages to build confidence and share tips and tactics. Time Frame: Second Quarter of 2007 (every couple of months) • Understand and affirm the Brand: Build brand image and marketing platform for the City of Saint John as a community of choice. There is confusion about what the City's core brand identity (and logo), and what the True Growth branding conveys. This needs to be further understood and clarified. The bulk of the organization's communications resources should be directed at promoting its leadership and Vision, its goals, values, achievements, and supports - through communication with Saint Johners. This will eventually spread to the region and beyond. This positioning will help the City of Saint City of Saint John Communications Audit and Plan 2006 41 TACTICS John build and solidify relationships, fill a gap identified by external stakeholders, and demonstrate leadership as an important aspect of Saint John's future. The focus should be on branding the organization as a leader in making Saint John a community of choice in Atlantic Canada. The branding should encompass the organization's Vision and work in creating a diverse, inclusive, community; a supportive environment for the growth of businesses; a culturally unique environment, and so on. The branding must be supported by the experience of the partners, employees, and community members that interact with the City of Saint John. Confirm use of logo There needs to be discussion and clarity around the use of the current logo for the City of Saint John. While the official coat of arms is used on legal and official documents, it is more or less "inward" facing. Most modern cities rely on an outward - facing, consumer - friendly image. Such should be the case with the current Explorer logo, which was well researched and carefully developed, and, when explained, serves as an excellent symbol for Saint John. However, its imagery and symbolism needs an easily understandable explanation. Some don't know what it means; others don't know how or when to use it, nor do they know when to use the City's official coat of arms. There should be common understanding and agreement as to what each means, and when each is to be used. All eternal communications tools will need to be updated to include the Explorer logo so that there is a unified, professional look. This can help build confidence and optimism among stakeholders. Employees and engaged stakeholders will play a key role in communicating this brand identity and they must be informed and engaged. Develop a tag line There is no question as to the role of the City of Saint John — it is working in the interests of its citizens — and it should ensure its brand image is in lockstep with its vision. A tag line added to the municipal logo would help communicate this positioning. A tag line should be more fully developed, tested and incorporated into the outward facing explorer logo and used in communication materials. The tag line should reinforce the City's assets, positioning and future direction. Timeframe: Second Quarter of 2007 (April /May) Introduce a bi- weekly communique from City Manager to all staff; supported by internal communications best practices deployed by senior staff and their direct reports. The City Manager, several years ago, used to send out a regular internal communique to all staff. This practice is important for internal communication and should be re- established. While time and resources are an issue, it is important that all internal audiences are updated on the City's City of Saint John Communications Audit and Plan 2006 42 TACTICS plans and priorities, values and accomplishments. They need to hear it directly from their leaders, and it needs to be fortified by face -time interpretation and discussion between senior administrators, on through to all staff. This practice also needs support through improved understanding around internal communications best practices. MT &L has introduced this suggestion during a workshop with senior managers, and has provided the Deputy City Manager (A. Beckett) with a best practices booklet on internal communications, as produced by the Province of Nova Scotia's department of communications services. Further discussions are required to support this initiative's successful launch. Time Frame: Second Quarter of 2007 (June) Synergy and co- operation between Boards and Commissions Significant talent and resources exist between the various committees and among staff. Monthly inter - committee communications meetings should be held to cultivate effective working relationships and, as an end result, to leverage the joint human and financial resources to their greatest benefit. As well, the Boards and Commissions will need to be guided as to how to ensure that their image, position and messages also reinforce the fact that they "are" the City of Saint John —they are aligned and there is a need to ensure co- branding at every opportunity. The City must reclaim its position relative to these organizations, and in the eyes of the public. Time Frame: Second Quarter of 2007 (April) Begin to manage relationships in an integrated way Regular key stakeholder updates in the form of emails (bulletins or communiques) should be distributed to a designated list of individuals so that they get the news before it is written and interpreted by the news media. The management team, together with the Mayor's office and with input from Councillors, should develop a combined database of contacts including community and business leaders, as well as partners, media, and government. Profiles of key contacts should be developed to help facilitate networking and partnership opportunities. Breakfast sessions, ° Taking care of your city "; "What's new in Saint John ", can be organized to provide a forum for community updates. This initiative would have to be branded by the organization and produced on a schedule in conjunction with planned meetings of community organizations. The City of Saint John should arrange to be invited to speak at existing gatherings of business boards, Board of Trade, and /or other social and economic group meetings. With some additional effort, these events could serve the entire organization well as it attempts to entrench the City's Vision. Time Frame: Second Quarter of 2007 (April) Elevate and fortify the communications function and the department City of Saint John Communications Audit and Plan 2006 43 TACTICS Communications should be elevated within the organization structure. (See Organizational chart - Appendix E.). Within the next year (2007), the City should recruit a senior -level communications advisor, with a direct reporting relationship to the City Manager. This person would sit at the senior management table, and provide advice and counsel to the City on communications strategy and programs. Concurrent with this, there is a need to ensure additional resources are deployed to the function of communications. The tools of communicating today in 2006 -7 are not that much more expensive than those tools required a decade ago, however, the complexity of issues, the diversity of interests, and the speed of information technology has advance, and the City of Saint John needs to be using these resources, and adopting best practice in communications. MT &L has started to work with the City of Saint John as advisors and " do -ers" on a few files, and will eventually become more of a support for the internal communications resource. Ultimately, MT &L will retreat to the background and remain available on an as- needed and strategic basis. Time Frame: By Third or Fourth Quarter of 2007 (August - October) Annual "report to the public" Publication or electronic newsletter There will be a need to publish an "annual report to the community" newsletter. This newsletter should be targeted to a carefully developed distribution list of external and internal publics including supportive and opposing stakeholders, corporate business leaders, volunteers, community groups, other governments, and media. It would highlight the services, programs, areas of excellence, accomplishments, and future plans. The writing and design style should evoke a sense of professional and credible reportage that is consistent with the look of publications from similar organizations. Going forward, we recommend that the annual report be widely available to New Brunswickers as an insert in newspapers. Consideration should be given to making Spring 2007 or early Summer 2007 the launch time of this publication. Low cost but high quality paper should be considered, and the report should also be available on the City's website. Time Frame: Third Quarter of 2007 (July /August) City of Saint John Communications Audit and Plan 2006 44 TACTICS Timeline for 2007 Tactics Jan I Feb Mar I Apr May Jun Jul Aug Sep Oct I Nov Dec Internal Initiatives Macro-Agenda Issues /Crisis Management Internal Communique Inter Board and Commissions meeting Stakeholder Emails Community Town -hall Style meetings Confirm and Affirm Brand Position Public Opinion Polling XX XX XX Media Training Media Initiatives Media Briefing package and RSS feed on website Community Initiatives Annual Report Speaker's Bureau Stakeholder Initiatives Stakeholder Breakfast Sessions E- newsletter Recruit /Build Internal Communications Resource City of Saint John Communications Audit and Plan 2006 45 MEASURES AND COSTS Measures and Costs The following ways can be used by the City to gauge the degree to which its ability to improve communication is on track: 1) Media content analysis — Reviewing the prominence, tone, key messages, and coverage in each media report. 2) Website hits — Monitoring the traffic on the website to see if users are interested in the information that is posted there. 3) Measuring communications initiatives on an on -going basis — Reviewing informal feedback, media pick -up, and awareness of public initiatives. 4) Regular polling for public opinion on key issues and initiatives, programs and services, etc. 5) Take the pulse of the internal environment — Internal meetings and other group forums as mentioned above can be used to gather and analyze the support, interest, and enthusiasm of the employees in accomplishing the organization's goals. 6) Exit surveys — Each time there is a community meeting or town hall, the sponsor can test, through a series of questions, the degree to which the session's objective were met, and the participants were better informed and engaged. Costs At this early stage, MT &L does not recommend a sudden or substantial "jump" in resources. It is not appropriate to commit a final estimate of costs until all or elements of the plan are approved. However, for the sake of discussion, and given our recommendations, and research and knowledge of budgets deployed to communications in other similar -sized organizations, we estimate that, over the balance of the coming two years, the City of Saint John's greatest investment will come from hiring a senior level communications expert, investing in improved tools (research, newsletters, etc); organizing internal communications and laying the groundwork for other programs. The estimated range is: Staffing and realignment $150K -$200K Resources and tools $120K -$130K Total investment 2007 $270K - $330K Beyond 2007 $330K - $370K /yr Note: this is not all new spending. There will be some re- allocation of existing resources. City of Saint John Communications Audit and Plan 2006 46 APPENDICES Appendices Appendix A - Survey Methodology The sample from the telephone survey was from a selected list of community stakeholders, councillors, and senior management from the City of Saint John. MT &L Public Relations audit staff and senior management administered the telephone survey between August 28, 2006 and September 19, 2006. The final sample included a total of 29 interviewees. QUESTIONNAIRE Except for some probing as needed, the same questionnaire was used with each interviewee. The questionnaire contained questions on 1) generic perspective on the City, 2) opinions on the opportunities and issues, and 3) and communications. This last section was the key portion of the questionnaire. Interviewees were probed on their knowledge of existing communications activities and their perception on effective communications methods that should be implemented. As mentioned in the correspondence (or call) you received from the City of Saint John, the purpose of this call is to discuss your views on the communications practices and reputation of the City of Saint John, based on your experience - what you hear and see and how you view its performance. We're speaking with many different people and preparing a final report of findings, which we will present to the administration and Council members. Please note that your responses will remain confidential, although un- attributed quotes will be used in the final analysis. These are simply to help us establish a baseline of current stakeholder views and make recommendations to the City of Saint John. INTERVIEWEES Internal: Paul Groody — Commissioner of Municipal Operations Stephanie Walsh — Human Resources Officer Jim Bezanson — Heritage Planner Agencies/ Boards /Com missions: Lois Vincent — Enterprise Saint John Ross Jefferson — Waterfront Development Partnership City of Saint John Communications Audit and Plan 2006 47 APPENDICES External: Randy Hatfield — Human Development Council David Emerson — UNBSJ Wanda Hughes — Aquila Tours (also involved with francophone Society) Stephanie Bell — Atlantic Health Sciences (FUSION group co- founder) Jamie Irving — Telegraph Journal Common Council All members Senior Managers John Nugent - City Solicitor Pat Woods - Deputy City Manager Rob Simonds - Fire Chief Bill Edwards - Commissioner of Building and Inspection Services Bernie Morrison - Commissioner of Leisure Services Greg Yeomans - Commissioner of Finance Jim Baird - Commissioner of Planning & Development City of Saint John Communications Audit and Plan 2006 48 APPENDICES Appendix B - Survey Methodology QUESTIONS 1. When you think of the things that the City of Saint John has accomplished /stands for, of what are you the proudest? 2. In your mind, what are the most important issues facing the City of Saint John? 3. How do you think the public perceives the City of Saint John? 4. What are the opportunities for future growth and success? 5. What elements or strategies would you like to see included in communications planning for the City of Saint John over the next 2 -3 years? 6. Are you aware of Vision 2015? What do you know about it? 7. a) To your mind, what existing communications activities should the city be strengthening and /or expanding to achieve improved communications? b) Are there any communications activities that the City is NOT doing now that it should be? Are there any that should be re- aligned or suspended? 8. If you've identified areas that are a priority, but are not currently being met, what are they and why, to your mind, are they not being met? What could be done to improve this? City of Saint John Communications Audit and Plan 2006 49 APPENDICES 9. How will the City of Saint John know that it has succeeded in improving communications, and in enhancing its relationships with important stakeholders? 10. Who should the city council or administration communicate with on a regular basis? 11. What key messages should the City of Saint John be sharing with them? 12. What, in your view, are the obstacles to sending out these messages? 13. Any final comments? Thank participant and remind him or her of confidentiality. City of Saint John Communications Audit and Plan 2006 50 APPENDICES APPENDIX C - ISSUES TRACKING GRID Issue Communication lead or sponsor Strategy Messages Vested Interests Key Questions Link to Vision 2015 What is Success? Topic Who is What is our What are the key Who should be What are the How is the What here responsible for strategy to information items that concerned about questions we can end result of metrics or leading the manage this we need to convey? this matter? What anticipate? What this process measures communications issue? What are the known are their are the factual tied to the will tell us around the facts around this concerns? and appropriate overall if this issue issues? Who is the issue? answers? benefit and has been spokesperson (if goals of the well different) Vision 2105 anticipated process? and managed? City of Saint John Communications Audit and Plan 2006 51 APPENDICES APPENDIX D — MACRO - AGENDA Month Items for tracking and action October Policy Making: Decision - Making: Monitoring: Events, Issues and Opportunities: November Policy Making: Decision - Making: Monitoring: Events, Issues and Opportunities: City of Saint John Communications Audit and Plan 2006 52 APPENDICES Appendix E — ORGANIZATION CHART Common Clerk Office of Common Clerk Deputy City Manager Common Council City Manager Deputy City Manager Commissioner of Finance Communications Saint John Fire Buildings & Planning & Corporate Division Department Inspection Development Services Services Dept. Department Department Tourism Saint Leisure Services John Department City of Saint John Communications Audit and Plan 2006 City Solicitor Legal Department Municipal Operations & Engineering 53 APPENDICES APPENDIX F — INTERNAL COMMUNICATIONS — MODEL AND LEVELS OF ENGAGEMENT engagement, How can I help? vision, strategy where do we fit in? group performa how are we dO rewards, does an how .... ............................... job d ent statements :)f- the - organization messa,, motions, awards nce reviews ......................... City of Saint John Communications Audit and Plan 2006 54 Presentation to City of Saint John Common Council City of Saint John Pension Plan January 2, 2007 * About Paul Duxbury ♦ Fellow of the Canadian Institute of Actuaries and the Society of Actuaries since 1980 ♦ Over 20 years as a consulting actuary ♦ 4 years as a pension regulator ♦ 4 years in pension plan administration with K. Paul Duxbury, F.S.A., F.C.IA life insurance companies Actuarial Consulting Services 519,` ♦ Have participated on many professional and government committees 1 qp Who Am I Representing? *Local 18 - Outside Workers ♦ Local 61 - Police Protective Association *Local 486 - Inside Workers ♦ Local 771 - Firefighters Association ♦ Retirees Association /A Background (wnt'd) • At the same time, the City also became liable for any contribution requirements above the current service cost • The plan enjoyed surpluses for several years thereafter ♦ The December 2003 actuarial valuation showed a significant unfunded liability due to poor investment markets in 2001 and 2002. ♦ Contributions of 25.2% of payroll were required (16.7% from the City and 8.5% from the employees) Background • The City of Saint John has provided a pension plan to its employees since 1947 • For the first 46 years or so, the employer and employees contributed at rates fixed by the terms of the plan • In 1993, the employee contribution was fixed at 8.5% and the employer contribution was set to be the balance of the current service cost which was sometimes substantially less than 8.5% 71" Background (wnt'd) ♦ Also, for the first time, the plan was underfunded on a solvency basis. ♦ This increased the City's contribution requirements by 6.7% of payroll for a total requirement of 23.4% of payroll. ♦ These additional solvency contributions were not remitted. Current Situation • The December 31, 2005 interim valuation showed that the unfunded liability had declined significantly to $400,000 due to favorable investment performance. • The fund had earned $76 million or 29% • The contribution requirement declined to 16.6% of payroll. • However, the underfunding on the solvency basis had increased because interest rates had declined and the assumed life expectancies had increased. • This would have required an additional contribution of over 20% of payroll Current Situation (cont'd) • The Joint Committee agreed to have an independent actuary review the proposed assumptions • As a result of that review, slightly more optimistic assumptions were selected as the basis • As a result, the contribution requirement is now 25.5% of payroll • An actuarial valuation is required as at December 31, 2006 and then again as at December 31, 2009 Ak 7' Solution (wnr'd) • Members' long term commitment sharing 50% of cost to a maximum of 9% of payroll • City contribution: balance of cost as per 2005 valuation • Revisit at time of next valuation (3 years) • No benefit changes Current Situation (cont'd) • The Pension Benefits Regulations were changed to exempt municipalities from being required to make extra contributions to fund the plan on the solvency basis • This change was due to the intensive lobbying efforts by the Unions and supported by elected representatives (both municipal and provincial) • Because of the decline in interest rates, the actuary also revised the assumptions on the going concern valuation. Solution • Members agree to waive solvency funding requirement (saves 11% of payroll or $68 million) • Agreed upon actuarial basis (7% interest, current mortality table, saves 4% of pay or $15 million) • Member contributions increase by 2% for three years ($3 million) to share funding deficit • Total savings to City =17% of payroll 1164 Hunt Club Road Cambridge, ON WE 1A1 Phone: (519) 249-0083 (office) 1- 888 - 791 -9290 (519) 651 -0138 (home) (905) 691 -7126 (cell) Fax: (519) 249 -0084 1- 888 - 791 -9307 E -mail: pduxbury @rogers.com K. Paul Duxbury Professional February, 2000 to present experience K. Paul Duxbury, F.S.A., F.C.I.A, Actuarial Consulting Services Providing actuarial assistance and advice in labour- management negotiations, arbitrations, etc. as well as providing actuarial services to small and medium sized single employer pension and post - employment benefit plans and to individual plan members. April, 1999 — February, 2000 PricewaterhouseCoopers Mississauga, ON Director, Pension Services Group Responsibilities: • Established Canadian actuarial practice including recruitment, establishment of systems, procedures, polices and standards of practice for performance of actuarial valuations and other actuarial tasks. • All activities relating to single employer pension and post - employment benefit plans including plan design, costing valuations, legislative changes, programming, new business development and client servicing. 1985 — March, 1999 The Segal Company, Ltd. Toronto, ON Senior Vice - President and Actuary ■ Appointed Vice President in April, 1989, Sr. Vice President in 1994 and head of Canadian operations in May, 1998 Responsibilities: • All activities relating to single and multi - employer pension and post - employment benefit plans including plan design, costing valuations, legislative changes, actuarial programming, new business development, client servicing (including lead consultant to a number of clients) and presentation of reports to clients. • Provide assistance to unions in their pension negotiations and other pension issues (including some precedent setting cases) such as: • Early retirement windows • Employer downsizing, plant closures and divestitures • Member education • Plan administration and interpretation • Serve as an expert witness in arbitrations, Pension Commission of Ontario hearings and court proceedings • Member of the Segal Company's Actuarial Managers' Committee which sets policy and standards for the Company's actuarial practice in North America • Canadian Member of MGAC (Multi - National Group of Actuaries and Consultants) on behalf of The Segal Company, Ltd providing Canadian pension and benefit expertise to foreign partners. 1981-1985 Federal Department of Insurance Ottawa, ON (Office of the Superintendent of Financial Institutions) Chief, Actuarial Section (Pension Benefits Division) 1983-1985 Responsibilities: • Administration of the Pension Benefits Standards Act and the actuarial aspects of the Income Tax, including review of actuarial reports, preparation of actuarial costs of pension reform, assist in preparation of the Parliamentary Task Force Report and Green Paper on Pension Reform "Better Pensions in Canada ", attended numerous CAPSA and other committee meetings • Miscellaneous projects such as the preparation of the report on the 1981 actuarial valuation of the Members of Parliament Retiring Allowances Act and advice to Indian and Northern Affairs concerning the establishment of pension plans for Indian Band councils. Research Actuary (Pension Benefits Division) 1981 —1983 Similar duties to Chief but without staffing responsibilities. 1980-1981 The Co- Operators Group Actuary Regina, SK Responsibilities: ■ All aspects of pension plans and group life and health insurance products including pricing, plan design, product development, reserves and accounting. 1976-1980 Dominion Life Insurance Co. Waterloo, ON Actuarial Assistant Responsibilities: All actuarial aspects of pension plans and group life and health insurance products in both Canada and the U.S. Professional Enrolled Actuary (February, 1980 - February, 2002) memberships Fellow of the Canadian Institute of Actuaries (May, 1980) Fellow of the Society of Actuaries (May, 1980) Canadian Institute of Actuaries part -time staff (March 2005) Past member of the Multi- Employer Pension Plan Funding Task Force, member of Canada Revenue Agency's Pension Advisory Committee (March 2005 — October 2006), Canadian Institute of Actuaries staff member of the Pension Plan Financial Reporting Committee and member of the Financial Services Commission of Ontario's Actuarial Advisory Committee (1993 — 2000). Education 1972-1976 University of Waterloo Honours Bachelor of Mathematics ■ Double major: Actuarial Science and Applied Mathematics ■ Attended University of Waterloo on a Rene Descartes Fellowship ■ Sir Isaac Newton book prize for Physics 1967-1972 Waterloo Collegiate Institute ■ Graduated as an Ontario Scholar Employees' Pension Plan S,tifu71(�I�v An Essential Plan for Sustainability January 2, 2007 Management, Professional and Non -Union Staff S,tifu7lL�li� Our Pensions ... "Most valuable investment asset any employee will acquire over their working lifetime" One family's "sacred treasure" Very futures threatened; people using words AN like "grim" and "grave" to describe situation ,January 2, 2007 Management, Professional and Non -Union Staff ,, 2 S,tifu71(�I�v Shared and Balanced Solution ,January 2, 2007 A viable and lasting solution will be possible only through balance among the seemingly divergent, yet interdependent interests among the family of stakeholders. Management, Professional and Non -Union Staff ,, 3 S,tifu71(�I�v Shared and Balanced Solution Fair, equitable and sustainable Based on valid actuarial assumptions #4116110-, Truly shared among all stakeholders Well thought out and fact -based Considers and respects interests of all stakeholders .January 2, 2007 Management, Professional and Non -Union Staff ��� 4 tlfl'T �flll� Fundamental Guiding Principles Pension Plan must have ... Sustainability Adequacy Affordability ,January 2, 2007 v Equity Security Effective Management ... for a real and lasting solution Management, Professional and Non -Union Staff 5 S�fu7lL�li� i Bottom Line We understand the basic issue before us: What is taken out of the Plan through benefits for retirees and plan administration costs cannot be greater that what goes in through contributions and investment earnings —over the long -term. ,January 2, 2007 Management, Professional and Non -Union Staff 6 02: "The Problem" As at December 31, 2003 S,tifu71(�I�v Going- Concern (Actuarial) Financial Position k -. Assets to liability; for benefits earned to valuation date Unfunded liability exceeded assets: - :p4j o4i ,zuu Funding Ratio: only 85.5% Solvency (Actuarial) ... If Plan Wound Up Present value of benefits earned guaranteed by assets Assets less liability: $88,852,30, Solvency Ratio: only 74.3% .January 2, 2007 Management, Professional and Non -Union Staff � 7 Funding Crisis: Recent Going - Concern Financial Position (2000 to 2003) stin�Tli�ir� Going- Concern Financial Position December 31, 2003 December 31, 2000 Actuarial Value of Assets .. "Decreased" Total $2571233,100 $275,374,800 Actuarial Liability... "Increased" Active members $126,475,300 $112,560,600 Vested members $69,400 $6,400 Retired $173,976,200 $138,494,900 Outstanding refunds $259,400 0 Total $300,780,300 $251,061,900 Actuarial surplus (unfunded liability) ($43,547,200) $24,312,900 Funding Ratio 85.5% 109.7% ,January 2, 2007 Management, Professional and Non -Union Staff 8 i dr Pension Board of Trustees Pension Board of Trustees ... appropriate actuarial assumptions Manage asset - liability balance Understand, have been diligent in their role We place our trust in Plan Trustees to look after the.Plan ... their fiduciary duty ,January 2, 2007 Management, Professional and Non -Union Staff 9 Actuarial Assumptions Moral of the Story S�{NT JUIi� `" Better for the Pension Plan to be cautious about assumptions today and ain p regain financial health as soon as possible; than to �-� play down actuarial standards only to increase the risk of failing to achieve the financing required for sustainability. .January 2, 2007 Management, Professional and Non -Union Staff �, 10 S��T1(11i� i or Funding Needs: Going - Concern Minimum special payments required to amortize the unfunded liability as level % of payroll over a 15 year period: 8.6% payroll Unfunded liability: - $43,547,200 Can overcome with: cooperation, a plan for sustainability and some "good" fortune ,January 2, 2007 Management, Professional and Non -Union Staff S��T1(11i� Funding Needs: Solvency Required minimum special payments over 15 year period: 15.3% payroll Unfunded liability: - $88,852,300 Solvency Exemption (Superintendent of Pensions) Affirmative vote (at least 51% respondents) Actuarial valuation report (within 9 months) � After 45 day period following the submission .January 2, 2007 Management, Professional and Non -Union Staff 12 "Catch -22 ": Systemic Dilemmas �,ti►url�j�av A balanced and mutually agreeable funding formula will be difficult, if not even impossible to reach 1. Regulation: consequences serve to limit sponsor's t� willingness to fund beyond minimum 2. Within plan: characteristic differences in make up of groups, divergences in interests, and the inequity of cross - subsidization .January 2, 2007 Management, Professional and Non -Union Staff 13 $;tifl'T �flll� Regulatory Considerations March 2005, City Manager tabled "Addressing the Pensions Dilemma in Canada" ... CGA Association From sponsors' point of view: legislative framework does not provide ... incentive to fund pension plans in excess of minimum requirements. From members' point of view: current funding situation should trigger legislative or regulatory changes to better protect their interests. ,January 2, 2007 Management, Professional and Non -Union Staff ,, 14 $;tifl'T Jflllt i Different Member Characteristics Differences in needs and interests within Plan must be respected, if Plan is to be effective Separate or affiliate plan should be explored One group treated inequitably; cross - subsidize Deny the incumbents of most demanding jobs the right to earn 2% per service year — "an insult" Plan cannot arbitrarily / systemically discriminate .January 2, 2007 Management, Professional and Non -Union Staff �, 15 i Community and Citizens Concern for taxpayers and water ratepayers i� Understanding of their (Sponsor's) obligations o What is expected of them in pension laws Must not ignore balance among interests Could undermine affordability of Plan 4� Threaten long -term sustainability - & We are largely both, citizens /Plan members ,January 2, 2007 Management, Professional and Non -Union Staff 16 $;tifl'T �flllt i What do you (personally) think? MPNU Group 4�, Solution fair and equitable for all stakeholders Sought guidance of individual members i� Pros and cons, benefits and risks: to objective 0 76 personal responses and a group response Very strong consensus Towards a clear, unequivocal direction ,January 2, 2007 Management, Professional and Non -Union Staff 17 PDF created with pdfFactory trial version www.pdffactory.com PDF created with pdfFactory trial version www.pdffactory.com PDF created with pdfFactory trial version www.pdffactory.com PDF created with pdfFactory trial version www.pdffactory.com PDF created with pdfFactory trial version www.pdffactory.com PDF created with pdfFactory trial version www.pdffactory.com u supuiN Strategy Going Forward Sustainability Adequacy Affordability Equity q V 1 -4 111 % F $ Security Effective Management ,January 2, 2007 Principles count; the foundation of values upon which to base a coherent strategy for the resolution of funding deficiencies Management, Professional and Non -Union Staff 24 sMWlcjuN i Recommended Action Recognize the guiding principles Initiate process for "solvency exemption" Adopt equal contributions = 9% Commit to special payments = +2.5% Request employee /union concurrence Joint meeting with Superintendent ,January 2, 2007 Management, Professional and Non -Union Staff +� 25 u su Recommended Action Interim commitment /long -term plan Valuation December 2006 basis for plan s Formal dialogue towards formulating plan lo Board of Trustees: actuarial assumptions I , Review of Act and General Regulation 12. Full dialogue w/ employee groups /unions ,January 2, 2007 Management, Professional and Non -Union Staff 26 s��raou� Recommended Action 1., Actuary advise on removing restriction 1.% Guidance on affiliate plans /interests -1F Keep Plan members fully informed 1,.. Act expeditiously on "solvency exemption" Considerations put forward in best interest of the Employee Pension Plan and all stakeholders in that Plan. ,January 2, 2007 Management, Professional and Non -Union Staff 27 PDF created with pdfFactory trial version www.pdffactory.com i rt Interests /Genuine Dialogue We have come together to understand the Pension problem, to look for real solutions, and to stand up for our rights and interests. We are open to a genuine dialogue taking place and look forward to working with all ,January 2, 2007 parties in overcoming the problem. Management, Professional and Non -Union Staff 29 S,tifu71(�I�v Your Worship and Councillors Thank You ... for this opportunity to express our views .January 2, 2007 Management, Professional and Non -Union Staff 30 ON BEHALF OF MANAGEMENT, PROFESSIONAL AND NON -UNION STAFF OF THE CITY OF SAINT JOHN December 21 ", 2006 His Worship Mayor Norm MacFarlane And Members of Saint John Common Council Your Worship and Members of Common Council, RE: AN ESSENTIAL PLAN FOR SUSTAINABILITY FUNDING THE EMPLOYEES' PENSION PLAN INTRODUCTION The funding status of our Pension Plan is a critical concern for Management, Professional and Non -Union (MPNU) staff of the City of Saint John, as it is for all members of the Plan. One person described his pension as "the most valuable investment asset any employee will acquire over their working lifetime "; anther's family regards it as their "sacred treasure ". Our very futures are under threat; with people using words like "grim" and "grave" to describe the situation. The City's ability to offer a viable compensation package to keep current and attract prospective employees is also in jeopardy. Those of your staff not formally represented (at least presently) have come together to understand the Pension problem, to look for real solutions and to stand up for their rights and interests. In doing so, we understand well the environment in which we work and, on the whole, we are very sensitive to our community and its citizens. We have met on several occasions, naming a spokesperson and representatives. For all the concern and worry about the current situation, this crisis has been a "wake -up call" regarding a vital part of our compensation package. We are coming to understand the nature of the going- concern and solvency deficiencies, the legal responsibility for funding those and certain systemic problems underlying these shortfalls. Going forward, we will be organized to ensure we are informed and that our interests are duly represented. Since the City Manager's "Call to Action"' in October, our people have advocated the need for a solution that is fair, equitable and sustainable. As the foundation for such a "shared solution", we recognize that the actuarial assumptions used in determining funding needs must be sound and reflect up -to -date realities. We wish to expand upon our earlier (October 16th) presentation to Council and suggest an approach that, we hope, might bring people together in a truly shared, well thought -out and fact -based solution — one that considers and respects the interests of all stakeholders. 1 Funding the Pension Plan: A Call to Action, Report to Common Council, dated October 2, 2006. Page I PDF created with pdfFactory trial version www.pdffactory.com On Behalf of Management, Professional and Non -Union Staff Of the City of Saint John Re: An Essential Plan for Sustainability, Funding the Pension Plan December 215; 2006 On October 16th, in a public Committee of the Whole meeting, we presented our views in response to the City Manager's report. A copy of that presentation is attached for your reference. The framework proposed for a possible solution* was built around six points: ca Parties commit to a shared solution* ca Support solvency exemption* ca Equalized regular contributions: 8.5 %* ca Equal shortfall payments: up to 12.6 %* ca Fair "economic" salary adjustments* ca Equivalent benefit: 2% / service year* We have carefully considered, but have been unable to endorse, an alternative position put forward by the four civic unions. Although aspects of their suggested approach have merit, it fails to recognize certain principles that we believe are fundamental for a lasting solution — one that is fair, equitable and sustainable. The long -term financial health of the Pension Plan is vitally important to all its members, retirees and the City of Saint John, including taxpayers and ratepayers of the water utility. We remain open to a genuine dialogue taking place and look forward to working with all other parties in overcoming the virtual paralysis of the past four years. GuiDING PRINCIPLES We would first like to outline what we believe are fundamental guiding principles for the Plan and any solution going forward, the most central being its long -term sustainability. Pension Plan Must Have 1. Sustainability ... financially able to support its obligations relative to plan benefits over the long -term — for all current and future retirees. 2. Adequacy ... as a critical element of the employee compensation package, with a schedule of benefits that meets the retirement needs of members. 3. Affordability ... of the cost burden placed on members (employees) and the employer /sponsor (taxpayers of the city and ratepayers of the water utility). 4. Equity ... for all members with a return commensurate with level of contribution, and sponsor- member balance, sharing of surpluses and responsibility for deficits. 5. Security ... for this earned and most important asset of employees /members from arbitrary, unpredictable or capricious change. 6. Effective management ... of assets to earn the required return on investments, with moderate risk, and to protect against undue liabilities or use of plan benefits. Page 2 PDF created with pdfFactory trial version www.pdffactory.com On Behalf of Management, Professional and Non -Union Staff Of the City of Saint John Re: An Essential Plan for Sustainability, Funding the Pension Plan December 215; 2006 With these essential principles as a backdrop, we expect open and frank discussion on the full range of factors contributing to the current funding "crisis" threatening the Plan. In understanding these factors, we seek a real and lasting solution for the long -term, with safeguards built in to protect all stakeholders against a future funding calamity. Bottom Line We understand the basic issue before us: what is taken out of the Plan through benefits for retirees and plan administration costs cannot be greater than what goes in through contributions and investment earnings — over the long -term. "THE PROBLEM" As we understand it, the problem that needs attention flows from the Actuarial Valuation as at December 31, 2003: "In summary the valuation showed that the Plan had a Going- Concern Actuarial Deficiency of $43,547,200 at December 31, 2003 and a Solvency Deficiency of $88,852,300. "2 Going - Concern Financial Position The financial position of the Plan on a going - concern basis is determined by comparing the actuarial value of assets to the actuarial liability; the assets available for the payment of benefits earned up to the valuation date assuming the Plan continues indefinitely. The unfunded liability (anticipated dollars out) exceeded assets (dollars in) by $43,547,200, a funding ratio of only 85.5 %.3 Solvency Financial Position The financial position of the Plan on a solvency basis is the extent to which the actuarial present value of benefits earned for service prior to the valuation date, calculated as if the Plan were wound up on that date, is guaranteed by the assets and by certain amortization payments. The solvency assets less solvency liability were a negative $88,852,300, or a solvency ratio of only 74.3 %.4 Although the calculation of these projected financial values involves a complex actuarial valuation process, the conclusions of the valuation are clear and the concepts easy to understand. Liabilities exceed assets by a significant amount and, unless something is done to restore the required balance (between liabilities and assets); the sustainability of the Plan is endangered. It currently is not able to sustain itself. Order: Superintendent of Pensions Based on a sponsor's obligations under the Pension Benefits Act and the General Regulation — Pension Benefits Act, the Superintendent of Pensions ordered the City of Saint John, on December 16, 2005, to pay all special payments due in respect of the actuarial loss identified in the "Actuarial Valuation as at 2 2004 Annual Report of the City of Saint John Pension Plan, April 11, 2005, p2 3 Actuarial Valuation as at December 31, 2003 of the City of Saint John Pension Act, prepared January 31, 2005, Morneau Sobeco, p4 4 Actuarial Valuation as at December 31, 2003 of the City of Saint John Pension Act, prepared January 31, 2005, Morneau Sobeco, p7 Page 3 PDF created with pdfFactory trial version www.pdffactory.com On Behalf of Management, Professional and Non -Union Staff Of the City of Saint John Re: An Essential Plan for Sustainability, Funding the Pension Plan December 215; 2006 December 31, 2003 of the City of Saint John Pension Act' ' for the period from December 31, 2003 to present. The Order recognized that the question of solvency deficiency for municipal pension plans was being reconsidered, but pointed out that such a solution would not lessen the City's obligation to fund the plan on a going- concern basis. The required minimum special payments were set at 8.6% of payroll for a period of 15 years.5 The City of Saint John has satisfied that order with special payments for 2004, 2005 and 2006. The problem that remains to be addressed is the required minimum special payments of 8.6% of payroll for the remaining 12 years, beginning in 2007. FUNDING CRISIS: A RECENT PHENOMENON The deficit position of the majority of defined benefit plans in Canada was the result of two primary factors: poor performance of equity markets in 2001 and 2002, coupled with relatively conservative future prospects about the market's performance.6 The relative position of the City of Saint John Pension Plan, in terms of its going- concern financial position dropped $67,860,100 between December 31St, 2000 and December 31St, 2003; from a healthy funding ratio of 109.7% to a relative deficit position of 85.5 %. Going- Concern Financial Position 7 December 31, 2003 December 31, 2000 Actuarial value of assets ca Market value $257,233,100 $275,374,800 ca Adjustment 0 0 Total $257,233,100 $275,374,800 Actuarial liability ca Active members $126,475,300 $112,560,600 caa Vested members $69,400 $6,400 ca Retired members and beneficiaries $173,976,200 $138,494,900 caa Outstanding refunds $259,400 0 Total $300,780,300 $251,061,900 Actuarial surplus (unfunded liability) ($43,547,200) $24,312,900 Funding Ratio 85.5% 109.7% 5 Order, City of Saint John Pension Plan (NB Reg. #0269209), Superintendent of Pensions, December 16, 2005. 6 Addressing the Pensions Dilemma in Canada, Certified General Accountants Association of Canada, pl l 7 From Actuarial Valuation as at December 31, 2003 of the City of Saint John Pension Act, prepared January 31, 2005, Morneau Sobeco, Table 1. 1, p4 Page 4 PDF created with pdfFactory trial version www.pdffactory.com On Behalf of Management, Professional and Non -Union Staff Of the City of Saint John Re: An Essential Plan for Sustainability, Funding the Pension Plan December 215; 2006 Although various factors contributed to the plunge into deficit, the greatest contributor by far was the less than assumed investment return. Will equity markets bounce back and correct the problem, as some have suggested? Apparently that is not a generally held view: "it is unlikely that stock market returns alone will correct the situation; at least in the short term ... plan sponsors will have to make special payments in addition to their normal contributions if they wish to aggressively expunge pension deficits." 8 INFORMAL VALUATION AND UPDATED ASSUMPTIONS The actuarial status of the Pension Plan was informally re- examined as at December 31, 2005 and presented to the Pension Board of Trustees on June 7, 2006. Although not a full actuarial review, as we understand, this valuation was an update, with calculations based on a revised and more conservative set of assumptions. As a result, notwithstanding positive investment results for 2004 and 2005, the going- concern actuarial deficiency has apparently increased from $43,547,200 (funding ratio 85.5 %) to $51,198,800 (funding ratio 86.2 %). Notwithstanding the larger deficit, the marginally higher funding ratio would indicate a slight improvement in financial health. December 31, 2005 numbers were based on the following assumptions, among others: 10 ca Annual investment earnings: 6.86 %, net of all expenses ca Annual salary and YMPE increases: 3.0% ca Mortality: GAR94 @ 2000 (lower rate of mortality) 8 Addressing the Pensions Dilemma in Canada, Certified General Accountants Association of Canada, pl l 9 Preliminary Valuation Results as at December 31, 2005, The City of Saint John Pension Plan, presented by Fred Lewis (to the Pension Board of Trustees), June 7, 2006 10 Letter to Commissioner of Finance, from Morneau Sobeco, dated October 11, 2006, Appendix. Page 5 PDF created with pdfFactory trial version www.pdffactory.com Updated Informal Valuation Going- Concern Funding Position December 31, 2005 Valuation Assets $321,039,500 Liabilities Ca Actives $172,677,200 ca Pensioners $199,241,200 cza Deferreds $127,600 Ca Outstanding refunds $192,300 Total Liabilities $372,238,300 Surplus (deficit) ($51,198,800) Funding Ratio 86.2% The actuarial status of the Pension Plan was informally re- examined as at December 31, 2005 and presented to the Pension Board of Trustees on June 7, 2006. Although not a full actuarial review, as we understand, this valuation was an update, with calculations based on a revised and more conservative set of assumptions. As a result, notwithstanding positive investment results for 2004 and 2005, the going- concern actuarial deficiency has apparently increased from $43,547,200 (funding ratio 85.5 %) to $51,198,800 (funding ratio 86.2 %). Notwithstanding the larger deficit, the marginally higher funding ratio would indicate a slight improvement in financial health. December 31, 2005 numbers were based on the following assumptions, among others: 10 ca Annual investment earnings: 6.86 %, net of all expenses ca Annual salary and YMPE increases: 3.0% ca Mortality: GAR94 @ 2000 (lower rate of mortality) 8 Addressing the Pensions Dilemma in Canada, Certified General Accountants Association of Canada, pl l 9 Preliminary Valuation Results as at December 31, 2005, The City of Saint John Pension Plan, presented by Fred Lewis (to the Pension Board of Trustees), June 7, 2006 10 Letter to Commissioner of Finance, from Morneau Sobeco, dated October 11, 2006, Appendix. Page 5 PDF created with pdfFactory trial version www.pdffactory.com On Behalf of Management, Professional and Non -Union Staff Of the City of Saint John Re: An Essential Plan for Sustainability, Funding the Pension Plan December 215; 2006 Apparently, if this latest (but not filed) "valuation" had utilized the actuarial assumptions which formed the basis for the valuation as at December 31, 2003 (prepared January 31, 2005), the going- concern deficit calculation would have been minimal. Much of the recent discussion between employee /retiree representatives and the City revolved around "actuarial assumptions ". Which were appropriate? What should be used as the planned level of mortality? What should we expect from investment earnings? Another qualified actuary suggested that another set of assumptions was just as valid: ca Annual investment earnings: 7.00 %, net of all expenses ca Annual salary and YMPE increases: 3.0% ca Mortality: GAM83 (relatively higher mortality) Given the nature of actuarial assumptions and the long -range perspective of those calculations, even slight changes can have significant impact on the projected (predicted) status of the Fund over the long -term. While we understand that a range of assumptions may be considered acceptable, we question the value of the debate. Does it really contribute to resolving the obvious and underlying asset - liability deficiency of the Plan? There could also be misunderstanding circulating about assumptions. One apparently ill - informed "grapevine explanation" for not using currently accepted Canadian mortality tables went something like: "because the pollution in Saint John leads to people, i.e. ' � Source, City of Saint John, provided at November 6, 2006 meeting Page 6 PDF created with pdfFactory trial version www.pdffactory.com Going- Concern Obligations Summary by Percentage of Payroll Employee Pension Plane 2003 Valuation 2005 Valuation (Filed) (Informal) 6.86 % /GAR94 7.00% /GAM83 Annual Normal Cost 16.60 18.93 17.95 Special Funding Payments 8.60 10.23 7.51 Total 25.20 29.16 25.46 Employee Contribution 8.50 8.50 8.50 Sub -Total 16.70 20.66 16.96 Employer Required 8.10 10.43 9.45 Balance Required 8.60 10.23 7.51 ($43.5M) ($51.2M) ($36.6M) There could also be misunderstanding circulating about assumptions. One apparently ill - informed "grapevine explanation" for not using currently accepted Canadian mortality tables went something like: "because the pollution in Saint John leads to people, i.e. ' � Source, City of Saint John, provided at November 6, 2006 meeting Page 6 PDF created with pdfFactory trial version www.pdffactory.com On Behalf of Management, Professional and Non -Union Staff Of the City of Saint John Re: An Essential Plan for Sustainability, Funding the Pension Plan December 215; 2006 pensioners, not living as long as other Canadians and ... if we took this into account the going- concern deficit would only be $400, 000 ". Is this really factual? Plan members need factual and up -to -date information on their Pension Plan. The debate must not become an argument about "assumptions ". In the end, it is the Plan's asset - liability balance over the long -term that needs attention - in a manner that is sustainable. Otherwise, we will simply be toying with the symptoms and the precarious funding status of the Pension Fund will continue to plague stakeholders - taxpayers and ratepayers of the water utility, their elected Council, active Plan members and retirees. Board of Trustees and Assumptions The actuarial assumptions considered by the Board of Trustees are those that, we believe, are appropriate. The actuarial advice received by the Board of Trustees of the Pension Plan is crucial to successfully managing the asset - liability balance of the Plan. As we indicated to Council on October 16th, we believe that Plan trustees understand and have been diligent in that role. We expect the Board to continue seeking "best" advice in managing our funds; it is they in whom we have placed the trust (fiduciary duty) to properly oversee the terms of the Plan. We are especially concerned that the actuarial assumptions be prudent, founded on industry recognized standards and reflective of up -to -date realities. The Pension Plan's actuary is the office with responsibility to conduct valuations on behalf of our Pension Trustees. It is, therefore, accountable for the basis of that review. While other qualified actuaries may have somewhat divergent points of view, we believe it inappropriate, financially imprudent and short- sighted to look for assumptions that make the numbers look better, that "tone down" the problem. Although the more "optimistic" assumptions could well prove correct when all is said and done; less diligence today means increasing the risk of funding deficiencies in the future. But, what if actual experience (results) proves better than actuarial assumptions project? At the risk of appearing naively optimistic (or pessimistic), it is conceivable that the return on annual investment earnings could exceed 6.86% (or that mortality could be greater than that suggested in GAR94 @ 2000). In fact, short-term Pension Fund returns for 2004 and 2005 exceeded the 6.86% level. If investment earnings remain relatively high, perhaps with other "positive" variances, the current funding dilemma could be short- lived. Regrettably, there is no irrefutable basis for such optimism. Moral of the story: It is better for the Pension Plan to be cautious about assumptions today and regain financial health as soon as possible; than to play down actuarial standards only to increase risk of failing to meet the financing required for sustainability. We believe that restraining actuarial optimism today will, in fact, increase the likelihood of achieving a lasting, long -term solution in a timely fashion. Nobody wants to exist perpetually in this uncertain and rancorous "pension funding limbo ". Page 7 PDF created with pdfFactory trial version www.pdffactory.com On Behalf of Management, Professional and Non -Union Staff Of the City of Saint John Re: An Essential Plan for Sustainability, Funding the Pension Plan December 215; 2006 FUNDING NEEDS OF THE PLAN The "problem" that remains to be addressed is that identified in the most recent filed Actuarial Valuation 12 - as at December 31St, 2003. That valuation also forms the basis for the order given by the Superintendent of Pensions. Going- Concern On a going- concern basis, minimum special payments required to amortize the unfunded liability as a level percentage of payroll over a 15 year period are 8.6% of payroll. 13 This number appears relatively straight forward and, notwithstanding the challenges (for everyone) brought about by higher costs, it is a level of fund deficiency that the Plan should be able to overcome — with cooperation, a plan for sustainability and some level of "good" fortune. Solvency From a solvency perspective, required minimum special payments over a 15 year period would be 15.3% of payroll. Although some might argue solvency provisions irrelevant in a municipal setting, solvency status remains an important indicator of financial health (of a pension fund). As such, waiving solvency obligations should not be taken lightly. However, we understand that the burden of meeting the solvency requirement would make special payments excessively high (or benefit cuts critically severe). Application for "solvency exemption" is reasonable. However, it is not automatic or without having to meet certain conditions before approval by the Superintendent of Pensions, including among others: 14 ca An affirmative response of at least 51% of persons entitled to vote (active members and retirees) who reply supporting the "solvency exemption "; ca An actuarial valuation report with a review date within nine (9) months before the date on which the documents are submitted; and ca After the expiration of a forty -five (45) day period following the date of submission to the Superintendent of the documents set out. It has been explained to us that the Superintendent of Pensions may not, and probably would not, grant the solvency exemption retroactively (to January 1, 2004), due the fact that the most recent filed actuarial valuation has a review date considerably more than nine (9) months before documents would be submitted to the Superintendent. 12 Actuarial Valuation as at December 31, 2003 of the City of Saint John Pension Act, prepared January 31, 2005, Morneau Sobeco. " Actuarial Valuation as at December 31, 2003 of the City of Saint John Pension Act, prepared January 31, 2005, Morneau Sobeco, p11. 14 Municipal Exemption — Solvency Special Payments Page 8 PDF created with pdfFactory trial version www.pdffactory.com On Behalf of Management, Professional and Non -Union Staff Of the City of Saint John Re: An Essential Plan for Sustainability, Funding the Pension Plan December 215; 2006 As the City Manager has emphasized on several occasions, there is a need to act on the solvency exemption process. A considerable timeline will be required before a request for exemption can be even made, let alone approved by the Superintendent. "CATCH -2211: SYSTEMIC DILEMMAS Our Pension Plan is in a deficit position today for a number of reasons; the most obvious being the serious downturn in equity markets during 2001 and 2002. Following on that experience, actuarial and investment prospects for pension plan funds have become relatively less "optimistic ". There are, however, other contributing systemic problems that make finding a balanced and mutually agreeable funding formula difficult, if not even impossible to reach. These include: 1. Regulatory consequences that serve to inherently limit a sponsor's willingness to fund pension provisions beyond minimum levels; and 2. The effect of characteristic differences in the make -up of groups within a pension plan, divergences in interests and the inequity of cross - subsidization. Regulatory Considerations The City has been accused by some of not contributing its fair share to the pension fund. Those making the claim have cited the percentage differences in contribution between the Employer (currently 8.1 %) and individual employees (currently 8.5 %) as unfair. In fact, contribution differences had previously been greater. Translating those percentage differences (over many years) into a dollar value adds up to a considerable amount. But, we should ask, why is that? Why do employers contribute at a lesser rate of payroll? The City Manager tabled with Council, in March 2005, a report of the Certified General Accountants Association of Canada entitled "Addressing the Pensions Dilemma in Canada ". Key findings of that study include: 15 Funding: "From the plan sponsors' point of view, the current legislative framework does not provide them with an incentive to fund their pension plans in excess of the minimum funding requirements. From the plan members' point of view however, the current funding situation should trigger legislative or regulatory changes to better protect their interests." Public Policy: "The current legal framework for pension plans is not serving plan sponsors or plan members well." The issue is not one unique to Saint John; a perception of systemic bias towards plan members with regard to surpluses (improved plan benefits) and deficits (responsibility of 15 Addressing the Pensions Dilemma in Canada, Certified General Accountants Association of Canada, ppl3 -25 Page 9 PDF created with pdfFactory trial version www.pdffactory.com On Behalf of Management, Professional and Non -Union Staff Of the City of Saint John Re: An Essential Plan for Sustainability, Funding the Pension Plan December 215; 2006 the sponsor) could be a serious disincentive for plan sponsors of defined benefit plans. Why would plan sponsors deliberately aim to enrich surplus protection for plan members? Although meant to be protective of members' assets, the rules could also be serving to destabilize funding sustainability. We question whether such regulations are in the long -term best interest of plans and their stakeholders. They may even be undermining the very existence of defined benefit plans. The CGA study advises that funding rules be reviewed to encourage plan sponsors to fund defined benefit plans prudently and better protect members in deficit situations: to better protect plan sponsors' contributions in excess of the minimum; to allow sponsors and their members to define their own pension deals, with surplus and deficit sharing arrangements; better communication to members on funding status; more frequent actuarial valuations; greater scrutiny over benefits improvement; and risk identification and risk mitigation activities. 16 More Balance Part of our strategy going forward needs to address the manner in which any surpluses and deficits are allocated between sponsors and members. A more equitable distribution may be in order, one that is more balanced and reflects the time - weighted contributions of Plan contributors. The issue has previously been brought to Council's attention. In a Report to Common Council 17 considered on July 18, 2006, the City Manager laid out several immediate steps that should be taken to effect needed changes, reflective of the CGA advice: A) To require legislated special payments to be shared equally between Plan members and Plan sponsor; B) To require the Plan to retain an estimated surplus equal to 10% of the value of assets, before benefit improvements made; and c) To require a surplus to accrue in equal portions to the sponsor and members of the Plan. Having acknowledged the need to evaluate these questions, it will be incumbent that Plan members be educated on how their pensions are provided for and be kept fully informed on how changing circumstances could affect the funding status of their Plan, including how Fund surpluses and deficits relate to member costs and benefits. That is also an observation of the CGA report: "Features of the Pension Plan need to be better understood by members." 18 16 Addressing the Pensions Dilemma in Canada, Certified General Accountants Association of Canada, p17 -18 17 Pension Plan Funding Requirement, Report to Common Council, dated July 14, 2006. 18 Addressing the Pensions Dilemma in Canada, Certified General Accountants Association of Canada, p23 Page 10 PDF created with pdfFactory trial version www.pdffactory.com On Behalf of Management, Professional and Non -Union Staff Of the City of Saint John Re: An Essential Plan for Sustainability, Funding the Pension Plan December 215; 2006 Differences in Member Characteristics Differences in the needs and interests of various groups within the Plan membership need to be weighed and duly addressed if the Plan (going forward) is to be effective. Even within the management, professional and non -union group of staff, for example, there are significant differences in the interests of non -union employees to those of their management /professional colleagues. Yet, the interests of both sets of staff need to be respected and duly attended to. Concern for Non -Union Staff An "aside" or related matter should be mentioned at this point; the broader interests, including the terms and conditions of employment, of our non -union members need attention. They are a small grouping of employees in an unenviable position of not clearly fitting in with any other collection of staff. We will be asking the City Manager to follow -up with respect to their needs. There is a sense among many of our people that a separate or affiliate plan needs to be explored and, perhaps, pursued in order to ensure that legitimate interests are met. The appropriateness of "Disability" being incorporated into the Pension Plan has been questioned by many. Notwithstanding the measures currently being taken by the Pension Board of Trustees to manage this issue, there is a sense that some people have, in the past, taken undue advantage of those provisions and that others end up paying for that abuse. The unequal allocation of time worked (i.e. overtime) to "pensionable service" is particularly galling, especially when the "unpaid extra hours" worked by many managers and professionals exceed the "paid overtime" of other staff and has become an expected part of our workplace culture. Wouldn't it be more equitable (fairer) to level the playing field and have pensions calculated on the same basis — regular earnings? What other special provisions exist that allow one group to enhance benefits at the expense of others? Our members believe, that our group of staff is treated inequitably and, with that, end up actually cross - subsidizing others. By example, the denial of incumbents of the most demanding jobs (for individuals and their families) within the City establishment to earn a pension based on 2% per year of service has been described as "an insult". One of our younger members calls it `preposterous" that such a financially inequitable provision should have even found its way into the Plan in the first place. For 25 years or more, staff pay at a level for the same benefit as everyone else — 2% per service year — only to have it taken away after long years of service to the community. In the end, for this Plan to be acceptable and, in fact, sustainable, it must offer a schedule of benefits that reflects the contribution of service and dollars of all members. Conditions cannot arbitrarily and systemically discriminate against one sub -group or another. It is wrong to deny anyone their earned level of retirement compensation. Assets of the Plan belong to all members; they are earned assets, paid for and entitled to. The existing inequity and misallocation of our contributions on the basis of long service, level of responsibility and contribution to community is insulting, ethically offensive and reflects an inherent lack of respect for the people who lead this organization on your behalf. Page II PDF created with pdfFactory trial version www.pdffactory.com On Behalf of Management, Professional and Non -Union Staff Of the City of Saint John Re: An Essential Plan for Sustainability, Funding the Pension Plan December 215; 2006 If existing Plan arrangements are unable to effectively balance the interests of its diverse Plan members with the level of earnings and contributions made over the years, then there must be a transition to separate groups within the Plan or, even, separate plans. Such arrangements exist in other New Brunswick municipalities, as well as elsewhere across the country. EXPECTATION OF COMMUNITY AND CITIZENS Many of our members have expressed concern for the ability of taxpayers and ratepayers of the water utility to fund the "special payment" costs required to meet deficiency obligations, notwithstanding the law. It is fair to say the public probably don't generally understand the nature of a plan sponsor's actuarial obligations and, as such, what is expected of taxpayers and ratepayers for a municipal pension fund. While it is also well established in employment rulings that employees should not be expected to subsidize a municipal employer, neither does it seem reasonable to unduly tip the balance. Initially, the MPNU Group proposed a "shared solution" and continues to maintain that an appropriate balance between the interests of taxpayers /ratepayers and those of plan members must exist, with due recognition to the law. Ignoring the need for this balance, we believe, can only serve to undermine the affordability of the Pension Plan and, ultimately, threaten long -term sustainability. In most cases, our members are both — citizens, as well as plan members. PENSION: WHAT DO YOU (PERSONALLY) THINK? The MPNU Group has met on several occasions, as a group, to evaluate where we stand concerning the funding problems of our Pension Plan. As noted earlier in this letter, we established certain principles as important for a fair, equitable and sustainable solution. As the basis for such a solution, the actuarial assumptions used had to be sound and reflect current realities. We believe it inappropriate and, in fact, short- sighted to reference dated or overly optimistic assumptions. Our goal is not to make the numbers look good on paper, but to formulate a sustainable, long -term and lasting funding solution for our Pension Fund — one that is fair to all stakeholders, including taxpayers and ratepayers of the water utility. Seeking the help and guidance of individual members of the Group at this critical juncture, all were asked to advise their spokesperson on what they personally thought about the situation. Choices are necessary and a course of action needs to come together. As they all appreciate, choices involve the weighing of pros and cons, the benefits and risks, then going forward towards the objectives to be achieved. In the matter of the pension, the direction taken will affect each of them in some way. The proposal suggested by the four civic unions was outlined to MPNU members, along with that first proposed by our group. It was pointed out that we had not been privy to the Page 12 PDF created with pdfFactory trial version www.pdffactory.com On Behalf of Management, Professional and Non -Union Staff Of the City of Saint John Re: An Essential Plan for Sustainability, Funding the Pension Plan December 215; 2006 direct discussions among the unions and, not having been invited to participate, our voice was not considered in those deliberations. It was also noted that the Retirees Association supported the unions' idea. We pointed out to our members that certain aspects of the unions' approach have merit (for example, equal contributions of 9% and reviewing the situation after 3 years). However, it was also observed that the proposal fails to recognize certain of the fundamental principles that we set out as necessary for a shared solution — one that is fair, equitable and sustainable. We indicated that it remained our hope that an acceptable "shared solution" could be found. The personal thoughts of each individual were requested, hoping that a solid direction for the Group would emerge. Seventy -six (76) personal responses were received from across the City organization and the Police Force, along with a non -union group response. These did not include anything from certain officers of the corporation nor appointed representative committee members. We have heard clearly from our people. Although, there were a wide range of comments on many issues, as would be expected; there was a very strong consensus towards a clear, unequivocal direction. That direction is reflected in this presentation to Common Council. STRATEGY GOING FORWARD Principle counts! Principles form the solid foundation of accepted values upon which to base a particular course of action. Without such a basis, how could we reasonably form a coherent strategy for the resolution of funding deficiencies? The guiding principles set out earlier in this letter are proposed for an action plan going forward. Without concurrence on such principles, we are worried that the present "tug -of -war" between competing interests will never really achieve a sustainable resolution. Sustainability Again, the overriding principle is sustainability; without the Pension Plan being able to support its obligations over the long -term, every other consideration is moot. Without sustainability there is no assurance of pension benefits, there is no security for retirement and there is no adequate compensation package for the corporation to attract and keep staff. The Fund must be financially able to support its obligations relative to plan benefits over the long -term — for all current and future retirees. Adequacy As a critical element of the employee compensation package, the Pension Plan must provide a schedule of benefits adequate to meet the retirement needs of members. Otherwise, it would not be sufficient to attract or keep the skilled people required to deliver services and provide for the needs of the municipality. The wholesale stripping of benefits in reaction to the current funding problem would be totally unacceptable. Page 13 PDF created with pdfFactory trial version www.pdffactory.com On Behalf of Management, Professional and Non -Union Staff Of the City of Saint John Re: An Essential Plan for Sustainability, Funding the Pension Plan December 215; 2006 Affordabilit The cost burden placed on members (employees) and the employer /sponsor (including taxpayers and ratepayers of the water utility) must be reasonable. The Plan problems we face are not unique; a majority of defined benefit pension plans in Canada were in a deficit position as at December 31, 2003. And, while it may be unrealistic in the short- term to assume that stock market returns alone will correct the situation, neither should we jump too quickly to place burdensome payment expectations on either employees or taxpayers /ratepayers. (We would add that an equivalent cut of the financial commitment made to services is essentially the same as large increases in taxes and water rates.) Eauity Pension benefits for all members must be commensurate with the level of contribution over the member's career. The present inequities in the Pension Plan, including the definition of eligible earnings and the arbitrary limits on the right to a pension based on 2% per service year, are quite simply wrong. In the case of the latter, there is no justifiable reason for this discriminatory practice to exist, in fact: "Removing the `cap' has little, if any, effect on liabilities; the impact of removing it is essentially nil. "19 From some of the remarks and half - truths we've heard, it would appear to be founded on misunderstanding and lack of knowledge of the real facts relating to contributions and liabilities, as well as a lack of appreciation for the vital principle of "equity ". Another aspect of equity is the sponsor- member financial balance, responsibility for payments and deficits, and the sharing of surpluses. Notwithstanding that the law makes plan sponsors responsible for deficits, yet ineligible for a share of surpluses, we urge that care be taken regarding the "responsibility equilibrium ". It might be easy to support a solution that others pay for; but unwanted and adverse consequences could be the result. Security Members of the Pension Plan, employees of the City of Saint John, have invested heavily in their futures through the Pension Fund. The security of these earned assets from the perils of arbitrary, unpredictable or capricious change is vitally important to all. People need to be informed and be a part of the process that establishes the "payments" to be accrued from their labours and commitment of years. The MPNU Group of staff expect to be a contributing party to a genuine dialogue on the future and in matters of security of our pension assets. Maintaining Provincial legislation is important to us, as is having a voice in addressing issues. 19 From a very senior qualified pension actuary Page 14 PDF created with pdfFactory trial version www.pdffactory.com On Behalf of Management, Professional and Non -Union Staff Of the City of Saint John Re: An Essential Plan for Sustainability, Funding the Pension Plan December 215; 2006 Effective Management We have placed our trust in the Board of Trustees of the Pension Plan for the effective management of our pension assets. We expect them to fulfill their fiduciary duties in a manner that is diligent, fair, and equitable to all members of the Plan. The Board in place today is acting on its responsibilities (for example, with respect to disability provisions) and has selected effective investment managers for the disposition of our funds. The return on investment over the last couple of years has been encouraging. We know that trustees take their obligations most seriously. The actuarial assumptions they use must be prudent, founded on industry recognized standards and reflective of up -to -date realities. RECOMMENDED ACTION 1. Recognize the guiding principles of sustainability, adequacy, affordability, equity, security and effective management as fundamental to a long -term plan for sustainability, and request the concurrence of the various employee /union groups; 2. Immediately initiate the process for seeking "solvency exemption "; 3. Formally adopt the recommendation of the civic unions regarding equal employer and employee contributions to the Pension Plan of 9 %, beginning in 2007; 4. Commit to making special (going- concern) payments for 2007 (only) equivalent to an additional 2.5% of payroll, over and above the charges related to the payments for 2004, 2005 and 2006; 5. Formally request concurrence from all employee groups /unions that individual employees will also make special (going- concern) payments for 2007 (only) equivalent to an additional 2.5% of pay; 6. Upon concurrence of the various employee groups /unions and with their support, seek a joint meeting with the Superintendent of Pensions; 7. At that meeting, seek approval of the Superintendent of Pensions that the above noted schedule of payments represents an "interim" commitment towards addressing the going - concern funding deficiency for 2007, with an agreed -upon long term plan to be submitted to the Superintendent by September 30th, 2007; 8. Recognize the Actuarial Valuation as at December 31, 2006 of the City of Saint John Pension Act, to be ready by June 2007, as the actuarial basis for formulating the long -term plan, and commit to annual valuations thereafter; 9. Immediately initiate a formal dialogue with all employee groups /unions towards formulating a solid long -term plan for resolution of the going- concern deficiency; Page 15 PDF created with pdfFactory trial version www.pdffactory.com On Behalf of Management, Professional and Non -Union Staff Of the City of Saint John Re: An Essential Plan for Sustainability, Funding the Pension Plan December 215; 2006 10. Ask the Board of Pension Trustees to conduct a formal discussion on actuarial assumptions with the Pension Plan's actuary, in preparation for the upcoming Valuation, and to resolve any differences of opinion among its members; 11. Initiate a review of the Pension Benefits Act and the General Regulation — Pension Benefits Act towards understanding and initiating action to address issues of sponsor- member balance; those provisions which do not serve municipal plan sponsors (the City) and plan members (employees) well, including questions such as equal sharing of responsibility for deficits and access to surpluses, retaining a certain level of asset surplus as a safety factor, and anything else that Council or others might deem appropriate; 12. Commit to a full dialogue with all employee groups /unions on the matters outlined in paragraph 11 above; 13. In conjunction with the Actuarial Valuation as at December 31, 2006 of the City of Saint John Pension Act, ask the Pension Plan's actuary to advise of the effect on liabilities of removing the existing arbitrary restrictions on certain members being able to earn pension based on 2% per service year up to 35 years and be prepared to support removal of such restriction as part of the agreed -upon long term plan going forward; 14. In conjunction with the Actuarial Valuation as at December 31, 2006 of the City of Saint John Pension Act or separately, seek actuarial and legal guidance on the matter of affiliate plans to equitably serve the diverse interests of the various employee groups (with different needs and characteristics) within the Plan; 15. Make provisions to keep Plan members fully informed on activities; and 16. Act expeditiously to follow -up on the application for "solvency exemption ". CONCLUDING REMARKS These considerations and ideas are put forward in the best interest of the City of Saint John Employee Pension Plan and all stakeholders in that Plan. We look forward to making a presentation on this letter to Council. Respectfully submitted, Paul Groody On behalf of Management, Professional and Non -Union Staff Of the City of Saint John c. Management, Professional and Non -Union Staff of the City of Saint John Page 16 PDF created with pdfFactory trial version www.pdffactory.com Presentation to Saint John Common Council by Management /Professional /Non -Union Staff of the City of Saint John and the Saint John Police Force a October 2006 Equity / Fairness / A Shared Solution i ... 1 PDF created with pdfFactory trial version www.pdffactory.com My colleagues, friends and your management, professional and non -union staff have asked me to present our views on ... "Funding the Pension Plan: A Call to Action" October 2006 Equity / Fairness / A Shared Solution PDF created with pdfFactory trial version www.pdffactory.com 2 We have come together to represent our interests and will vigorously pursue those interests with you and with any other body that may be called upon to deal with this matter. A17 October 2006 Equity / Fairness / A Shared Solution PDF created with pdfFactory trial version www.pdffactory.com Are your professional advisors /support Lead your organization and its many services Look after the public purse /public resources Cultivate high standards /positive change Challenge / support / guide your employees October 2006 Equity / Fairness / A Shared Solution 4 PDF created with pdfFactory trial version www.pdffactory.com To be respected as people and professionals To be recognized for the vital contributions we make to this municipality and its citizens To always be treated equitably and fairly To be heard on matters that affect our lives and the future for our families To be a part of our city's exciting future October 2006 Equity / Fairness / A Shared Solution 5 PDF created with pdfFactory trial version www.pdffactory.com Pension Plan funding concerns are not new; the issue has been before Common Council, Plan members and the public for at least 4 years. The City Manager has highlighted the need to act. As costly and difficult, even troubling, as this issue may seem, we believe that stakeholders will be prepared to act on a solution. October 2006 Equity / Fairness / A Shared Solution 6 PDF created with pdfFactory trial version www.pdffactory.com People's life investment is at risk - $88,852,300 Solvency ... serious - $43,547,200 Going Concern ... " We can not /must not stand idle Attention to this NOW is crucial October 2006 Equity / Fairness / A Shared Solution PDF created with pdfFactory trial version www.pdffactory.com 7 Understanding of citizens Responsible media / press coverage Commence dialogue with all groups immediately! 1. of Responsible public debate October 2006 Equity / Fairness / A Shared Solution PDF created with pdfFactory trial version www.pdffactory.com Some very strong views and very different perspectives were expressed within our group. After much debate, we reached consensus: "we must be part of the solution ". We will work with Council, the City Manager, Retirees, and our Unionized Colleagues to October 2006 find an equitable and balanced solution. Equity / Fairness / A Shared Solution 9 PDF created with pdfFactory trial version www.pdffactory.com The City of Saint John is the Plan sponsor Responsibility to fund shortfall is clear Long - standing commitment of Employer *, Common Council is legally accountable These are very important realities * ** October 2006 Equity / Fairness / A Shared Solution PDF created with pdfFactory trial version www.pdffactory.com i: We believe that Plan trustees understand and have been diligent in their role We expect the Board to continue seeking "best" advice in managing our funds We thank individual Board members for their extraordinary personal commitment October 2006 Equity / Fairness / A Shared Solution 1 1 PDF created with pdfFactory trial version www.pdffactory.com '� City Manager put forward. an action plan °, Respect his obligation to advise Council A much needed "stake in the ground" We, respectfully, see a better alternative October 2006 Equity / Fairness / A Shared Solution PDF created with pdfFactory trial version www.pdffactory.com 12 Protect core benefits in an equitable plan Address problem with broad, long -term view Responsibility of the Employer not shirked A shared solution among all partners October 2006 Equity / Fairness / A Shared Solution PDF created with pdfFactory trial version www.pdffactory.com 13 Commitme October 2006 Integrity Ph,sponsibility Equity / Fairness / A Shared Solution PDF created with pdfFactory trial version www.pdffactory.com 14 "Fulfilling the expectations we create in our promises, both direct and implied." (D Integrity"Conducting oneself honestly, fairly, respectfully and ethically." 1,� Responsibility "Establishing accountability, expectations and values -based SAINT J;OHN consequences." October 2006 Equity / Fairness / A Shared Solution PDF created with pdfFactory trial version www.pdffactory.com 15 Generally paid more than others for reasons of: level of responsibility, consequence of decisions, accountability and nature of knowledge / education isRespect our contributions and the great value that we as individuals bring to this organization We are paid reasonably, but certainly not excessively, for the responsibilities we hold ate. October 2006 Equity / Fairness / A Shared Solution 16 PDF created with pdfFactory trial version www.pdffactory.com We have demonstrated, time and again, our commitment to community and to citizens. DIntegrity We expect honesty, fairness, SAINT JOHN "MROMMMi respect and an ethical workplace. October 2006 All of us need to be accountable, to each other and to our public, for a solution to Pension funding. Equity / Fairness / A Shared Solution PDF created with pdfFactory trial version www.pdffactory.com Much more than funding a financial deficit Pensions: integral part of HR management structure ... serious potential consequences Integrity of employment /retirement system Long -term investment management crucial Good people are essential to City's future October 2006 Equity / Fairness / A Shared Solution PDF created with pdfFactory trial version www.pdffactory.com October 2006 Protect core benefits: 2% /service year Governed by Provincial legislation Continue promised plan benefits Equalize percentage contributions Indexing essential to long -term viability Artificial "cap" is offensive, must qa► Equity / Fairness / A Shared Solution 19 PDF created with pdfFactory trial version www.pdffactory.com October 2006 Parties commit to a shared solution* Support solvency exemption* Equalized regular contributions: 8.5 %* equal shortfall payments: up to 12.6 %* Fair "economic" salary adjustments* Equivalent benefit: 2% /service near* Equity / Fairness / A Shared Solution 20 PDF created with pdfFactory trial version www.pdffactory.com We urge Council, the City Manager, CUPE Local 18 (Outside Workers), IAFF Local 771 (Firefighters), CUPE Local 486 (Inside Workers), CUPE Local 61 (Police Officers), and Plan Retirees to join together with us in working out the details of a shared solution. October 2006 Equity / Fairness / A Shared Solution 21 PDF created with pdfFactory trial version www.pdffactory.com 1. 2. I 4. 5. 6. 7. Dialogue with all member groups /urgent! Canvas Plan members on Solvency /next 2007 Operating Budget preparation /must Legislative amendments /shared solution Meet with Superintendent of Pensions Comply with accounting principles (GAAP) Possible alternatives * ?* ... after dialogue October 2006 Equity / Fairness / A Shared Solution 22 PDF created with pdfFactory trial version www.pdffactory.com October 2006 Equity / Fairness / A Shared Solution 47t �, 23 PDF created with pdfFactory trial version www.pdffactory.com Thank You for this opportunity/ II A1 October 2006 Equity / Fairness / A Shared Solution PDF created with pdfFactory trial version www.pdffactory.com 24 FUNDING OF THE CITY OF SAINT JOHN EMPLOYEES' PENSION PLAN Retirees' Comments PDF created with pdfFactory trial version www.pdffactory.com IQ 1 6 BY -LAW NUMBER C.P 110 -29 A LAW TO AMEND THE ZONING BY -LAW OF THE CITY OF SAINT JOHN Be it enacted by The City of Saint John in Common Council convened, as follows: The Zoning By -law of The City of Saint John enacted on the nineteenth day of December, A.D. 2005, is amended by: ARRETE No C.P. 110 -29 ARRETE MODIFIANT L'ARRETE SUR LE ZONAGE DE THE CITY OF SAINT JOHN Lots d'une reunion du conseil communal, The City of Saint John a decrete cc qui suit : L'arr €te sur le zonage de The City of Saint John, decrete le dix -neuf (19) decembre 2005, est modifie par: 1. Adding the following to the list of 1 zones in Section 30(1): "special zones SZ -21" 2. Adding the following as Section 2. 740(21): "Special Zone #21 S( Z -21) a) Uses Any land, building or structure may be used for the purpose of, and for no other purpose than, i) the following uses: - a multiple dwelling, provided that Council has approved a specific proposal pursuant to Section 39 of the Community Planning Act. b) Zone Standards Standards for development in Special Zone #21 shall not be subject to General Sections 810 to 870 but shall be limited by the proposal which is approved by Council pursuant to Section 39 of the Community Planning Act." 3. Amending Schedule "A ", the Zoning Map of The City of Saint John, by rezoning a parcel of land with an area of approximately 2770 square metres, located at 53 -75 Leinster Street, also identified as being PID Nos. 00009431 and 55059992, from `B -2" General Business to "SZ -21" Special Zone #21 classification pursuant to a resolution adopted by Common Council under Section 39 of the Community Planning Act. - all as shown on the plan attached hereto and forming part of this by -law. IN WITNESS WHEREOF The City of Saint John has caused the Corporate Common Seal of the said City to be affixed to this by -law the * day of *, A.D. 2007 and signed by: L'ajout de Pe'lement suivant a la liste de zones du paragraphe 30(1) a zones speciales SZ -21 » L'ajout du paragraphe 740(21) qui se lit comme suit : «Zone speciale n° 21 S( Z -21) a) Usage Les terrains, batiments on constructions ne peuvent etre affectes qu'aux fins : i) des usages suivants - une habitation multifamiliale, a la condition que le conseil ait approuve une proposition particuliere en vertu de Particle 39 de la Loi sur 1'urbanisme. b) Normes applicables Les normes d'amenagement dans la zone speciale n° 21 ne sont pas assujetties aux dispositions generales des articles 810 a 870, mais elles sont assujetties a la proposition approuvee par le conseil en vertu de Particle 39 de la Loi sur l'urbanisme. » 3. La modification de 1'annexe << A)>, Plan de zonage de The City of Saint John, permettant de modifier la designation d'une parcelle de terrain d'une superficie d'environ 2 770 metres carres, situee an 53- 75, rue Leinster, et portant les NID 00009431 et 55059992, de zone commerciale generale a B -2 » a zone speciale n° 21 « SZ -21 » conformement a une resolution adoptee par le conseil municipal en vertu de Particle 39 de la Loi sur Furbanisme - routes les modifications sont indiquees sur le plan ci j oint et font pantie du present arrete. EN FOI DE QUOI, The City of Saint John a fait apposer son sceau communal sur le present arrete le 20075 avec les signatures suivantes : Mayor Common Clerk/Greffier communal First Reading - December 19, 2006 Premiere lecture - 19 decembre 2006 Second Reading - December 19, 2006 Deuxieme lecture - 19 decembre 2006 Third Reading - Troisieme lecture - PLANNING AND DEVELOPMENT/ URBANISME ET DPVELOPPEMENT REZONING / REZONAGE Amending Schedule "A" of the Zoning By -Law of The City of Saint John Modifiant Annexe «A» de I'Arr &6 de zonage de The City of Saint John gt.g• 1 1 1 H � i i l D '1 , ue dip t Y T FROM / DE TO / A B -2 - General Business / SZ41 - Special Zone #21 Zone comerciale g6n6rale M Zone sp6ciale n°. 21 Pursuant to a Resolution under Section 39 of the Community Planning Act * Conform6ment A une resolution adoptbe par le conseil municipal en vertu de Particle 39 de la Loi sur 1'urbanisme Applicant: Saint John Non Profit Housing Inc. Location: 53 -75 rue Leinster Street PID(s) /NIP(s) 00009431 and /et 55059992 06N -98SW Drawn By /Cr66e Par: David Couture Date Drawn /Carte Cr66e: December 18 D6cembre, 2006 Considered by P.A.C./consid6n§ par le C.C.U.: December 12 D6cembre, 2006 Enacted by Council /Approuve par le Conseil: Filed in Registry Office /Enregistr6 le: lo V I Section 39 Conditions 53 -75 Leinster Street Pursuant to the provisions of Section 39 of the Community Planning Act, the proposed development of a parcel of land having an area of approximately 2770 square metres, located at 53 -75 Leinster Street, also identified as being PID Numbers 00009431 and 55059992, with a multiple dwelling be subject to the following conditions: a) the use of the site is limited to the proposed four - storey apartment building having a maximum of 52 dwelling units; b) the building location, height, massing and significant features of the building (e.g. window and door locations), as well as the location and layout of the proposed parking facilities, shall be generally in accordance with the submitted site plan and building elevation plans prepared by B.A. Roma Architect Limited and dated November 28, 2006; c) the exterior fagade of the proposed building must be constructed of a combination of brick, cultured stone and fibre cement siding, and architectural details must be in accordance with architectural plans approved by the Development Officer to ensure compatibility with the surrounding buildings along the adjacent portion of Leinster Street; d) parking for the apartment building shall be provided at a minimum rate of one space per dwelling unit, and further that, upon the rezoning, the land and any building or structure thereon must be developed and used in conformity with the proposal and conditions identified herein. xC4 er7 � Don't block Leinster appeal On Dec. 12, Saint John Non- Profit Housing Inc. hopes to convince Saint john's Planning Advisory Committee, and later i on Dec. 18, the mayor and coun- cil, to interfere with, and remove, the right of residents and taxpay- ers of the city of Saint John to appeal a PAC decision. The situation involves Leinster Court, a SJNPH project planned for the corner of Carmarthen and Leinster Streets. Neighbourhood `• residents, concerned with the number and degree of variances granted to the project, have ap- pealed the PAC's variances. The i huildine is very large and tall. in comparison to other buildings in the neighbourhood, and is far outside what the lot's zoning will allow. Saint John non -Profit Housing Inc. has requested PAC and council grant the develop- : ment a special zone, which has the effect of removing the Ongo- ing appeal. The right to appeal a PAC decision is part of the normal development process. It is a positive component of that, process, as it ensures the proper checks and balances are in place to confirm the reasonableness of the variances granted by PAC To remove that right, that step in the process, allows errors to go unchecked until it is too late to correctthem, appeal art The right to g P of the process is critical, and important to all in the process, including developers and those concerned with the develop- ment. The removal of such right has the potential to be disastrous for future development in the city of Saint John. It means that each and every development decision can become politi- cal, completely removing any sense of consistent and pilann its development o #curring. in developers and landowners alike questioning the protection provided by the city's planning process, and such uncertainty may result in hesitation to invest or develop in the city. For the sake of all landowners in the city, and future develop - ment and growth, the planning process must be respected and the appeal must be allowed to continue, unstymied and unfet- tered by political interference. i ARTHUR J. M$LANSON Sointlohn �. LL) 1 t S �I ;S a, ZL - �� ice). telma �I�a .t�012 4� 1 C7 ` "•' �T � ! (I �c`v( �L-C� .C�+IZ. �Cta2 Gf' — �d v P�Z��I p1�LPst 1 S' YA P V �, 6 u9q l/ r9ccY ,e, ifs ��� � 7 �e ' q 9c)Onte 9 J ;Z I a- e. 4t� f ✓ 7 ice // s J /� �' �C�u/✓/� ��vrZZo I �Z eyrsl Jzeae0�c�S,����I��,� bvC�c% 7OQy L,4 000 ci ff /�Z2�77 �e j QA7 4 A zt ee, F _�/ k,) Q�L4 �� L Lgz I 14� est S; -5 yt2 Y- E��� Lix�y� �itit &L07 s Ss �, , �, Y (V/ - r )ny �� c� VOL 6� ",bwa� --r a wt e_')', -/- &-As d e � � e �E � io lz t2� CLa�` i S 4-6 c.,oc , '7 61Z itiLC 7o l�n S� te�Itier APP V0ja,rtC, �C 44u-ri6n4 ct(l�e' { � k 140 r l2 s L C(Le I% is -; ti Cl 1,f u -ce� ; {' Les e C wE t� LtoCe pp rorr`Rtel� 5(ct lin-ferMai;oii L Al 1--e� oUr7� t 5 q-1 il■ owl '4 on a C r It 0 m o .. . F A a a _ W O Si O D =v N o z y y n O J v c P z y C L r U Vt U N Ut VI VI lA VI VI VI VI to w y =v a s a N In l/i VI V1 lA V1 Vi VI VI VI Vi lA l.� VI d � ��., r r N C N U U U U U U O U U S ROTARY ADMIRAL BEATTY COMPLEX 14 King Square South Built in 1925, the Admiral Beatty Hotel was re- opened in 1986 as the Rotary Admiral Beatty Complex, housing 112 senior citizen apartments. The building is operated under an agreement with Canada Mortgage & Housing Corporation which allows Saint John Non Profit Housing Inc. to rent some of the apartments at a rent which is geared to the tenant's income. The building's features include a Tenant Lounge on the main floor, garbage disposal and laundry facilities on each of the seven floors of apartments, a smoke detection and sprinkler system throughout the entire building. ROTARY ADMIRAL BEATTY COMPLEX RENTAL SCHEDULE - 1998 ONE BEDROOM TWO BEDROOM FLOOR # OF UNITS RENT # OF UNITS RENT 2nd 12 $473.00 3 $500.00 3rd 15 $478.00 2 $520.00 4th 15 $483.00 2 $541.00 5th 15 $483.00 2 $557.00 6th 15 $488.00 2 $557.00 7th 15 $494.00 2 $563.00 8th 8 $499.00 4 $563.00 Average Rent = $494.00 December 20. 2006 zoos T0: All Board Members of Saint John Neon -Profit Housing: �XNIB11 � 160 King St. East Saint John. N.B. EM 1H1 Following e -mails and letter of August 17. 2006 below. we again request a meeting with the The Board. This time it is asked of us b\ cllrs. Fer(Tuson. Ferris. Court. Chase. Cham: and Hooten before third reading of your requested zone change: therefore, we in ire any cllr. To sit as an obsener. Any evening. a few da} s before third reading is appropriate as no evening tits all residents. On behalf of the residents named on the appeal respectively. Jon Ma een August 17, ''006 TO: All Board Members of Saint John Non- Prufir Housing In a Telegraph Jou,:.ai aricie entitled "Leinster Court approval Draws Fire" bt Grant Kerr, he was quoting Clifford Lawrence as saying. "I hope there will be future consultations as things move along''. This quote is in keeping. with %our primar% mandate in creating affordable housing befitting the consumer and neigh:courhooL :n which thec are built. We are therefore requesting your courteous and personal reply for the foilowina: 1) To discuss solutions one on one. or by phone. 2) To meet with your Board. This has been an ongoing request in keeping with the Lawrence quote. ` We live in this neighbourhood and/or have invested our dollar here and %. do not object to the 3 group homes housing 41 impoverished and disadvantaged adults that are presently here. The architecture of these homes fit the neighbourhood. We would like to have the opportunity to provide our positive input on the Leinster Court project, as it is now proposed, to ensure it is a good fit with the character and continued enjoyment of the present neighbourhood. For your convenience I have included contact numbers as listed below. We look forward to your reply. You ' resp /ectfully, Jon tviaeQueen 6�0 -4573 Arthur Metanson 644 -8^ 7 Bettv Rourke 636 -2;63 RECEIVED DEC 210 2D% Sr:-11 ioha vrn c ,. -.... nr Q c\e'1 August 18, 2006 Mr. Gary Lenahan Property Division Supply and Services Province of New Brunswick 20 McGloin Street Fredericton, N. B. E3A 5T8 Exhibit E 160 King Street East Saint John, N. B. E2L 1H1 VIA FAX: 506- 444 -4400 Re: My phone conversation with the Hon. Minister of Supply and Services, Bev Harrison, on Friday, August 18, 2006 Dear Mr.Lenahan: Since the Provincial Government decision was made NOT to place a provincial court house on King Street East South of the Loyalist Burial Grounds, would you confirm the following: 1) That the City of Saint John HAS or HAS NOT made a formal or informal request for the empty lot for a non - profit housing project. 2) That Supply and Services would treat such a request in a positive way. 3) That your Department's position is that the City of Saint John has first say on how the empty lot or lots would be developed. Your earliest possible reply to this request would be appreciated. Yours respectfully, Jon MacQueen Property Owner 160 King St. East. 3upph'.nxt ,1p +nn I l+ ►ntrre4hrn -I bcrv'na Sa'rvicev t v New a Nou1 cau Brunswick C A N A D A Aug ist28, 2006 File #: 11 -010 Jon Macaueen 16C King Street East Saint John, NB E21. 1H1 Dear Mr. MacQr een: Re: Vacant land located an King Street east adjacent to courthouse Thank you for your facsimile dated August 18, 200E inquiring about the city's interest it the st.bject prooerty. The Province has had discussions with the city in the past concerning tie city's entitlement to acquire a portion of the property including the current courthouse. No decision has been reart•.ed in the matter to date 1 have nc know edge of the city's interest being linked to a non - profit housing project, hobvever. Sant John Non- Pralit Housing inc. was aware some time ago that we were open to discussion on the referenced properly. i trust this answers your inquiry. Sincerely, fJ lJ Gary Lenehar., Mrectcr Property k1lanagement Branch GUab Tel /relev.hone• P,0 gar mnoo Case oostale 6006 (60614634"231 Fledsmtcn °Iederla00 F34741:cppiew Nx erunvmck No iva:u•8rurtsovicK (606) 444,5M Cm4da E386H1 Csneda E335H1 Visit us at ourweb age' vnuw. apb car22711 4lsitef rows a mli* ,ite interr:ut i-% aria ::,.2 I de -f a! C E,xhibl-t F Mayor & Council Re: Dec 18`h Rezoning Application Leinster Council — Enclosed 1. Pole — August 2006 resident of impacted block only (tenants & owners) a. 0% -Building fits" b. 96% -Building does not tit' c. 92% Request moving building (Shipley letter best option now) 2. Petition on Rezoning a. 100% oppose zoning change as proposed. Respectfully vours. ,Ion MacQneen RECEIVED COMMON CLERK'S Cr;FICE G 1 5 26jOS CITY OF SAINT JOHN �X�,b► r F Petition to indicate the opinions of the citizens concerned with Leinster cou rt Cbmly fAe5 c9 iv j,4,( yIr�J -¢cQ 13 fo C4— Address Building Fits Building does j Building Moved to No not Fit I gourt Ouse Site Opinion z} I a C Pill- , J v �Nav / =r l v � - K I V .fi Exki e �t F Petition to indicate the opinions of the citizens concerned with Leinster court mro ly Address Building Fits I Building does Building Moved to No not Fit Courthouse Site Opinion � I fln 1.K treF� r It ur. A e,11" aL I A L _ i �jf Kz" jai r � � n� 1 �'G� �� / ✓I i�� �e �?L4 � I ] . Ql�7iy the" .pN 1 � "Id P�� Bch CAIbrt F PETITION TO COMMON COUNCIL FOR THE CITY OF SAINTJOHN REGARDING AN APPLICATION FOR A ZONING BY -LAW AMENDMENT IN RESPECT OF LANDS LOCATED AT 53 -75 LEINSTER STREET, SAINT JOHN I, the undersigned citizen of Saint John, New Brunswick have recently learned that, without prior notification or consultation, an Application for a Zoning By -law amendment in respect of lands located at 53 -75 Leinster Street, has been made; despite an ongoing appeal process involving previously granted variances concerning these lands. 2. As a citizen of Saint John, I request that Saint John Common Council reject any application for re- zoning of the historic property at the corner of Leinster and Carmarthen Streets, and that it enforce the existing by -laws in order to avoid the construction of any building with a volume that exceeds the existing allowances. 3. 1 support affordable housing and mixed affordable housing, however, the proposed development does not fit within the streetscape of the neighbourhood in terms of height or design and should be re- designed. Name (Print) Signature Witness (Sign and Date I 2. Yr�r`p/� f 6yCOjeeW V 6; J Si 0 41 �i6�c 3. f'ci ✓i �4 �.� �»un. J~ AA {' 4.. V011 1 6. Name (Print) Signature Witness (Sign and Date 19. 156 k; 5 St. ��.)L gw- ,�!✓c, � +pa , � 20. C U (i 17 rt�n�u� jSy .� Sf Easy � n �� N 21 `k.�rlQ �A � � �- p `1 22, Ike I P T {� I n7 23. �jU K. Sr t=cSF- 24. 25. `"J Sf C 26. j App - 27.N:I?QA pea (-tck � �?C�c�� �f �s 28. i p l cti?y t 29. i )f �� c- -� j J, I C ,' _� n'177 30y1 •i��. 4470T Name (Print) Signature Witness (Sign and Date 16 3 /C 4' 9 O k J ECL� 14. V iI�c 15 -fV� 7,� 16 Lle jj d A"n� r / 17. �� ��/f cYh SPc1 L PETITION TO COMMON COUNCIL FOR THE CITY OF SAINT JOHN REGARDING AN APPLICATION FOR A ZONING BY -LAW AMENDMENT IN RESPECT OF LANDS LOCATED AT 53 -75 LEINSTER STREET, SAINTJOHN 1. I, the undersigned citizen of Saint John, New Brunswick have recently learned that, without prior notification or consultation, an Application for a Zoning By -law amendment in respect of lands located at 53 -75 Leinster Street, has been made; despite an ongoing appeal process involving previously granted variances concerning these lands. 2. As a citizen of Saint John, I request that Saint)ohn Common Council reject any application for re- zoning of the historic property at the corner of Leinster and Carmarthen Streets, and that it enforce the existing by -laws in order to avoid the construction of any building with a volume that exceeds the existing allowances. 3. 1 support affordable housing and mixed affordable housing, however, the proposed development does, not fit within the streetscape of the neighbourhood in terms of height or design and should be re- designed. Name (Print) Signature Witness (Sign and Date 1. U l 1 a4, I i s &4Agi`j ti� a Zoa6 cvjta I 3. gym.�ir 1 4. 6. V Name (Print) Signature Witness (Sign and Date 19. /pvp Con e 20. r6 21. 22. Z lZ, K�•x�; }off f 06 23. 24. °e �I Zen �� X�(�Pi � �f C 25. C [Uut T1 • i �� ��wt^L�V� �'F 26. 27 5' �f o �cc c NO u. cke- h��lfi 'F PETITION TO COMMON COUNCIL FOR THE CITY OF SAINT JOHN REGARDING AN APPLICATION FOR A ZONING BY -LAW AMENDMENT IN RESPECT OF LANDS LOCATED AT 53 -75 LEINSTER STREET, SAINT JOHN 1. I, the undersigned citizen of Saint John, New Brunswick have recently learned that, without prior notification or consultation, an Application for a Zoning By -law amendment in respect of lands located at S3 -75 Leinster Street, has been made; despite an ongoing appeal process involving previously granted variances concerning these lands. 2. As a citizen of Saint john, I request that Saint john Common Council reject any application for re- zoning of the historic property at the corner of Leinster and Carmarthen Streets, and that it enforce the existing by -laws in order to avoid the construction of any building with a volume that exceeds the existing allowances. 3. 1 support affordable housing and mixed affordable housing, however, the proposed development does not fit within the streetscape of the neighbourhood in terms of height or design and should be re- designed. Name (Print) Signature Witness (Sign and Date �/L2� /co �'�✓�S� C�� /� ,rtci 2. 3.v LX �) 3�-�d' 4. 5. 6. - �FroJO4 t Bch; 4�r • tG wt Q6a� 4, v 4, 6 z nc e6e4 sl� k1PI sf r Ss c n w(aoc,z 8►M 144 y� �$ C�.x tu4rrfGe -� 5 C(. °'3 December 12. 2006 A vax�� 8, Qr" - z S, z Ct Attention: Randall G. Pollock and all concerned parties Re: Document dated December S. 2006. topic — Leinster Court We received this document on the a.m. of December 12"'. Our immediate response follows: 1. �b e refer you to all documents and information giN en to the PAC prior and during it's _auugust 8`t' and "`e'006 meetings. We request the 120" 0 rule on our page 4 be followed for Carmarthen Street. 3. Pa=z 3 using our data in the abo z noted document z add the following words to the ends of these paragraphs: Paragraph - -and 9.58 m (31.44 ft) higher than 60 Carmarthen Street" and Paragraph 3 — -BUT over 1-00°0 of the block face on C rnlarthen Su%fet." i Gc + z9v2. Sf-� 4. Page S. parattraph 4. ottr enclosed picture «ices more meaning to the word 5. Pace S. paragraph =. you have a petition speaking to "considered compatible'. You aiso have data that shoes the residential volumes (cubic feet) 8' Wentworth. 1 >4 -140 hinLy Street East. '8 -6-1 Carmarthen Street be yolurne can all tit inside this project from the Carmarthen Street side - ;,given to PAC at the .Ikueust '006 meetings. Jon MacQueen would be available to detail an% of the above if there is anyone interested in his doing so. 6=0 -7348 Respectful]) . our - Victor Ro _oi n Jon' 1 • en r` AW k RVVI u_ N�i �Irl &=I "I Illr l nal lw - �rt Not. Irl y, '' ,i Fl 1 1.r , i ���r/.:- l , 0=1 Mat act PC Liii�� S;l1 � :�yy�t -2_ M1�•g]_1r r�1 rrr rat r� ' CD q c � ` t.. ,11if• �- - iJ � ��� .•- •?*AIL`! �. Pt December 28, 2006 To: Mayor and Councilors of the City of Saint John I am writing concerning the motion before you for third reading at the January 2nd, 2007 City of Saint John Council Meeting. This motion concerns the application for special zoning to be given to the Lenister Court complex which is currently under aggressive construction. My experience throughout this municipal process has been wrought with misinformation, misrepresentation of facts, and disrespect and disregard directly toward concerned citizens who are and will be negatively affected by this "monster" building. Subsequently a group of concerned citizens were forced to seek legal representation, at their personal expense, to provincially appeal the municipality's decision to approve three variances (a municipality whose responsibility it is to represent these very people) — one variance being close to 250 percent larger than the boundaries of the current B2 zoning. The new zoning which is before you is there "only to stop the appeal process," says the City of Saint John's Planning Department's Randy Pollock in response to a direct question by the PAC's Mike Butler at the City of Saint John's PAC meeting of December 12, 2006. If final reading on this rezoning is approved, you are interfering with the democratic process which is in place to protect residents and ensure them a "voice" in a municipal process — a voice which has been given largely lip service to date by Saint John Non - Profit Housing. You will be setting a dangerous precedent of note which is not going unnoticed and unknown — you have the opportunity to allow due process to take place and to demonstrate a grace and dignity in the municipal process which has been evident only in a few individuals within the process and not in the process itself to date. The ends do not justify the means — please consider doing the right thing and letting democracy work. Thank you for your time and attention. , Martha Edwards �,J/�� 90 Carmarthen Street 1 ° ` December 28, 2006 To: Mayor and Saint John City Councilors For the January 2, 2007 Meeting I am writing concerning the 3`d reading to kill the current appeal process filed by the south central peninsula residents and property owners regarding Lenister Court. Pleases be advised that any and all improvements made to the Lenister Court project as a result of residential input were only achieved after we filed the appeal. In other words, without the appeal Saint John Non Profit Housing completely ignored all suggestions and requests. Before we filed the appeal, changes made were based on financial considerations which resulted in such changes as reducing the size of the one - bedroom apartments designated for the non - senior single low income earner. As a result of your approving the special zone to kill the appeal procedure on December 18, 2006 (1st and 2nd readings), Saint John Non Profit Housing refused to consider any suggestion during a meeting on December 27, 2006 even though their representatives had to admit our suggestion, made with the help of former City Engineer John Johnson, was doable. The only smoke screen they could come up with was the unlikely argument that any delay even a few weeks could cause problems with investors. The fact remains Saint John Non Profit Housing is very confident that you will approve the killing of the appeal process during the 3`d reading by creating a special zone. Should you do so, please do so knowing you are stripping the citizens of one of the poorest sections of the very city you were elected to represent, of their right to due process. I appeal to you not to be misled by thinking your approval of the 3`d reading has anything to do with approving the Lenister Court Project. You have previously approved this project. The sole and only purpose, as admitted by Saint John Non Profit Housing for the special zone requirement, is to kill the appeal process. I, as a tax - paying citizen would very much appreciate the following question being raised at the January 2 "d council meeting. In killing the established appeal process, after the appeal has been filed, by passing 3`d reading of the special zone, do we as a city have a moral obligation, in the interest of fairness, to ensure that the residence and nroperty owners of the South Central Peninsula are reimbursed for their legal costs incurred? In eliminating the appeal process in midstream by passing 3`d reading, I believe that such an obligation should be acted upon either by the city itself or that Saint John non - profit housing be required to, as a condition of this special zone which they are requesting, reimburse the citizens for their current legal cost for an appeal which will be taken away from them. — estimated appeal costs being approximately $15,000. Please do not approve the 3`d reading of the Lenister Court project if for no other reason than it discriminates and segregates against those who are the poor. What is a non - senior single person? Is this really a project to help the poorer people? Who are the poor who will be allowed to live in this building? Why are the poor only allowed the one bedroom apartments and not a two bedroom apartment? Why are all the apartments allocated for the poor on each floor at the back of the building except for one? Why have the size of the one bedroom apartments allocated only for the poor been reduced from previous proposals? At what age does a person become a senior and be forced to move out of this building? Why can't a poor married couple live in a one bedroom apartment in this building? Why must a person be forced to move out and/or not allowed to live in a one bedroom apartment in this building should they have a child? Shouldn't a truly mixed building allow both two and one bedroom apartments for poor people? Why are people classified as the poor segregated by age and marital status when determining who can live in this building? If the 3rd reading is passed you will be killing the appeal process and therefore should at the very least reimburse the citizens of one of the poorest areas of our city for what they have spent to date on the appeal process. They undertook the appeal process in good faith and to kill it before it can be heard by making a special zone only to appease Saint John non - profit housing an organization who will not consult or receive input from others especially those who are the poor is a sham. Cl W rds 90 Carmarthen Street v Johneon Engineered 501utione Limited 37.3 Maple Raw. Saint John. N6 E2M 2A4 1elephona (506) 635 -4990 Fax(50r3)072-61a5 -Mail solution ®nbnetrbra C+ ) August 29, 2005 ( /l� Via Fax 652 4072 Betty Rourke Prudential Summit Real Estate Inc. 580 Main Street, Building B, Suite iooA Saint John, NB E2K 1J5 Re. Proposed Waster Court Dear W. Rourke: n The application to the Planning Advisory Committee Is to amend the existing Section 39 conditions pertaining to this property. Sine the existing zone is a B2 general business zone which does not specifically include a multiple dwelling unit, the property should be rezoned back to RM -1 or to RM -IF. An amendment to a Section 39 condition must go back to Common Council for approval after PAC give their recommendation. The proposed building is actually five storeys not !our as stated In the letter from Mark O'Heam. The existing buildings in this block are typically two storeys with a few three storey buildings The proposed lot occupancy is very high. The lot occupancy would be at the parking level which is almost the entire lot. An RM -1 zone only permits 30% and even a B -2 zone only permits 60% lot occupancy. The visual appearance of the building should be scaled back to be more sympathetic to the existing architectural style of the area. For that to occur, the courtyard should be at the rear of the building, the front yard setback should be reduced and the appearance should be that of a series of connected buildings with smaller windows similar to the existing streetscape. The maximum height should be two to three storeys. ' anr�ineerr and management xreultant> vui:d�r.g 6 -dg beY•tiean the present end the future Betty Rourke Re: Proposed Leinster Court August 29, 2005 % Further, this development will undoubtedly result in damage to your retaining w at the rear_ The proponents should in xn*rate a new retaining wall into their design proposal. If the project does not proceed, you should request the Parking Commission to upgrade the parking lot to meat the Ckys standards. Specitiody, the lot would appear deficient with respect to 1. landscaping 2. dilapidated fence Y 3. site drainage -meads a catch -basin system d. asphalt driving surfato. If I can be of Further assistance. please W. K John hl. Johnson, P. Eng. iRnp-, -milli JvW s r� �r yry a t R It Ek�+ Page 1 of 3 Bettv Rourke From: "Brian Edwards" <brimarte @nbnet.nb.ca> To: <brourke @nb.sympatico.ca> Sant: Monday, August 21, 2006 10:22 PM Subject: Fw: Residents' Concerns - - - -- Original Message - -- From: Hooton Michelle To: Brian Edwards Sent: Monday, August 21, 2006 2:54 PM Subject: RE: Residents' Concerns Dear Mr. Edwards, The mandate of the Preservation Review Board is to administer the Saint John Preservation Area By -Law in designated areas or buildings. The By - Law is in place to guide the development of designated preservation areas so that both new buildings and exterior rehabilitation of existing buildings is carried out in a way that is in keeping with the buildings in the area that were built before 1915. Non - Profit Housing chose this site knowing they were outside of the mandate of PRB. I have met with Non - Profit with the assistance of Greg Patterson which aided in making some of the changes to the initial design. I have lobbied senoir staff and councillors to consider redesigning the building so that the local residents and the need for affordable housing could be met in a harmonious way. I do not believe there is only one design that will meet the criteria. My involvement is limited to the Council table were I did try to speak to all of the issues you have mentioned. I have a grave concern that if PAC grants this variance they will set a president for all future development around the City. Variances are an accepted fact of zoning. A variance of this magnitude seems unrealistic. My position on this project has never varied. This development is not the right size for this parcel of land and if this was a private developer planning to charge full market rates I highly doubt we would be having this conversation. It appears that the need for affordable housing is outweighing any other consideration Sincerely, Deputy Mayor Michelle Hooton From: Brian Edwards [mailto:brimarte @nbnet.nb.ca] Sent: Mon 8/21/2006 1:22 AM To: McFarlane, Norm; Hooton, Michelle; Chang, lay; Chase, Stephen; Court, Ivan; Farren, Bill; Ferguson, John; McGuire, Peter; Tait, Glen; Titus, Christopher; White, Carl Subject: Residents' Concerns To: The Mayor and Council of the City of Saint John, Frorn: Citizens for the Revitalization of the South Central Peninsula We are writing to tell you what's happening on your watch. Throughout the past 11 months, concerned residents of the neighbourhood of the proposed apartment building on Leinster Street have been sharing their concerns on the effect this building would have on our properties and our daily lives. We have attended Council and Planning Advisory Committee (PAC) meetings, repeatedly met with Non - Profit Housing and lobbied for someone to speak on our behalf and represent us within City Hall. We have contacted Deputy Mayor Michelle Hooton whose mandate it is to preserve our physical environment — she would not get involved; in the latest public PAC meeting we attended on August 8, 2006, some of us not only hired a lawyer to speak on our behalf but 9+ other residents plucked up the courage to speak publicly and voice their concerns; we have tried to work with and give alternatives to the parties concerned ( ie.an alternative lot on King Street East — in an adjacent block to the proposed site with no residences in close proximity); and in the decision - making process we have been ignored, devalued and misled. The facts are — Senior City Staff made zoning errors in regard to the original variance application to change our neighbourhood and, therefore, also made errors in the variances required; we have received incomplete and misleading correspondence from the City Planning and Development Department which shared pieces of information without giving the whole picture (ie.in a letter dated July 25, 2006, the latest variances were listed with no recap on what else was needed — neglecting to give the total number of variances required, what they were and what their effects would be on the surrounding residences — at what high percentage does a variance necessitate a change of the rules and /or become something else — ie. like an applicable 233% variance of the building footprint required which was discussed at the last PAC meeting— isn't 15% normally the maximum ?). We have asked the City for names, addresses and contact information for the city- appointed boards and the Saint John Non - Profit Housing Committee (which is also a City of Saint John committee) involved in the process and in making decisions on our behalf — this information was 10/26/2006 Page 2 of 3 refused us (we have heard that there is at least one person from a rural area outside of Hampton and two people from Rothesay on Non - Profit Housing –the spokesperson who has tended to treat the residents patronizingly and with disdain throughout this process is the resident of rural Hampton). Why are people who reside and pay taxes in other communities allowed and encouraged to bulldoze their wishes on the taxpaying citizens of Saint John? We have also attempted to meet with PAC members individually and we were told that the Chief City Planner said it was inappropriate for PAC members to meet with citizens over this issue while at the same time we know that the Saint John Non -Profit Housing Rep (from outside of Hampton) met repeatedly with the Chief Planning Officer in this timeframe. On at least one occasion during this process, Council was also told not to speak with our neighbourhood residents on our concerns (and upon receiving important information relevant to the decisions to be made by the City, Council refused to read and in the case of the Mayor, refused to open the envelope). One would think that the City representatives making decisions which affected residents' homes and lives, the residents whom they are supposed to be representing, would be open to receiving as much information as they could, at any time throughout the process, in order to make the most informed decision possible. At the August 8, 2006, PAC meeting, a motion was made to defer the PAC ruling for a month until any information on the heights of the proposed building could be presented. Neither the City Planning representatives nor the Saint John Non -Profit Housing Inc.'s representatives had the building measurements requested for the variances previously recommended even though, from day one, this has been a major concern of the area residents. The Senior City Planner told PAC member S. Horgan that he could get the information sooner than a month. PAC member S. Horgan, who made the motion to defer the PAC decision for one month, said he did not want this process "rushed ", he wanted it accurate and done right and he stuck to one month's timeframe in his motion. Subsequent to this public meeting, the Chief City Planner unilaterally went to the PAC members and asked for their approval to bring the vote on this building proposal up two weeks to the August 22, 2006, contrary to the approved public PAC motion and contrary to the publicly expressed wishes and understanding of the person who made the motion. We received notification of this overriding of the motion on August 16, 2006. Also, we have been told that PAC member S. Horgan, who made the motion to defer the PAC vote on this proposed building, is unable to attend the changed meeting date of August 22 therefore he will not be available to ensure that any part of his motion is carried out as he intended lie. Two weeks instead of one -month timeframe). Why is the approved motion of one month being ignored and shortened by two weeks — perhaps to ram this through PAC by shortening the notification and preparation time for anyone concerned with the appropriateness of the proposed site. The report and recommendation of August 18, 2006, issued by the City Planning and Development Staff concludes that this proposed building on this particular site is acceptable to them despite the obvious contravention of established standards no matter which zoning is used –they seem to be hovering confusedly between what the zoning actually is and what it isn't, to come up with something that would make it acceptable. It fits neither the B2 or the RM1F zoning. Perhaps there could be some consistency applied in measuring roof line to roof line, roof top to roof top instead of comparing apples to oranges (i.e. roof line of proposed high building compared with roof top of surrounding buildings). From our meetings with Saint John Non - Profit Housing, it is our understanding that the one - bedroom non - profit housing units would occupy approximately 50% of the units and that the two- bedroom units which would be available to the public would occupy the remaining approximately 50!:. of the units –50% of the number of apartments, not 50% of the space in the building, the non - profit units having lost space in the latest redesign. Consequently, this could result in as low as approximately 30 some percent of the occupants being non- profit. This does not appear to be common knowledge. The Citizens for the Revitalization of the South Central Peninsula Committee supports non - profit housing. We have worked to contribute positive input and ideas on where this building would fit (ie. the larger, vacant site on the adjacent block between the Sydney Street Courthouse and the Carmarthen Street Fire Station). It is our understanding as a result of contact with MLA Bev Harrison, that the province would positively accept a request for this building in this suggested new location. In a Council Meeting in late 2005, Councilor Court asked Mr. Lawrence of Saint John Non -Profit Housing if his proposed building would fit in this site and Mr. Lawrence replied, "no ". This is a much larger site than the one currently being proposed. The amount of already existing special care homes in our neighbourhood attests to our support of subsidized housing and anyone who uses this as a screen to cover up the real issue of whether or not this proposed building fits on this site is doing a disservice to everyone involved. Surely someone heard the heartfelt comments of Pat Neilson of Pagan Place who stated that the subsidized housing units in her neighbourhood were welcome and were involved members of her community. Pat also shared that these subsidized housing units looked like her home and others in her neighbourhood. "I would be upset if you wanted to put a 52 -unit apartment building in my yard -- this building does not fit on this site." Re the already existing on- street parking shortages in this area, the Planning and Development is recommending a variance which will multiply these problems with its latest proposed parking variance on the proposed building. Residents' concerns in this area have been on record and discussed on a long -term and ongoing basis with City Staff and again are being ignored and dismissed. Is this the way that you as a Council believe the taxpaying citizens of Saint John should be treated – people who live in our uptown communities and contribute to the vitality and life of our city in a positive and substantial way – people who want the best for our communities. As citizens of Saint John, our treatment throughout this process has been disrespectful, unprofessional, and insulting — all of this, at every level, is unacceptable by any standard of conduct. Your intervention is requested in these proceedings and any hesitancy on your behalf to immediately become involved and represent the concerned residents can only be interpreted as your support of what has already taken place. Sent on behalf of the Citizens for the Revitalization of the South Central Peninsula From: Brian and Martha Edwards 90 Carmarthen Street Saint John, N.B. Cc: Citizens for the Revitalization of the South Central Peninsula 10/26/2006 Leinster Court Page 7 53 -75 Leinster Street September 2, 2005 commercial parking facility, which the proponent intends to operate with the surplus of parking spaces in the underground garage. Notwithstanding, the landowner is also aware that an amendment to the existing Section 39 conditions is necessary in order to proceed with this project. Neighbourhood Compatibility and Recommended Conditions The surrounding area is designated by the Municipal Development Plan as Medium Density `\ Residential. While the Plan indicates "it is desirable to have a relatively high intensity residential concentration situated as close as possible to the uptown, such a focus should recognize and preserve the unique heritage character of the older central part of the city composed as it is of well - built, structurally sound, well - maintained buildings. In keeping with that consideration, redevelopment for residential uses in the Central Peninsula will be limited in extent and confined to those locations where it can be designed in a manner which is le ./compatible with the character, scale, density, and quality of the existing residential development " While the subject property has been redesignated to District Centre Commercial, and this portion of Leinster Street contains non - residential land uses, the compatibility of the proposed project should be considered in the context of the surrounding neighbourhood. Indeed, when the City considered the redesignation of the subject site from Medium Density Residential back in 1987, it was recognized that should alternative parking facilities be found for the justice facility project, then the subject property ought to be "aggressively pursued" for residential development. Therefore, it is prudent that any new development for the subject property be carefully considered in the context of the surrounding neighbourhood. To this end, the proposal for a high - quality multiple residential building is supported by the Municipal Plan in general. The manner of the proposed landscaping, amenity space and parking facility is also acceptable. The recommendation requires that detailed plans be submitted for the approval of the Development Officer. This will ensure that the appearance of the building and property is compatible to the area. With regards to further compatibility, however, there remains concern with the proposed building height and proximity to the adjoining buildings along King Street East. Most of the residential buildings in the surrounding area are 2 storeys in height. There are some buildings that are 2%z and a few even 3 storeys. Then there are also other much higher buildings such as the mentioned church properties along Leinster Street. The proposed building would be 4 storeys aboveground with an approximate height of 17.7 metres (58 feet). The "B -2" General Business zoning normally restricts the height of buildings to 3 storeys or 14 metres (46 feet). In order to be more compatible, it has been recommended that the height of the proposed building be restricted to a maximum of 120% of the average F-ROM FIRST STAFF 'Re, OR+ Leinster Court 53 -75 Leinster Street (c) JURISDICTION OF COMMITTEE: Page 2 September 2, 2005 Reduce the minimum parking aisle width of 7.5 metres to approximately 7.3 metres. Common Council has requested the views of the Planning Advisory Committee concerning the proposed amendment to the Section 39 conditions. Common Council will consider the Committee's recommendation at a Public Hearing on Monday, September 12, 2005. The Community Planning Act authorizes the Committee to grant reasonable variances from the requirements of the Zoning By -law. Conditions can be imposed by the Committee. STAFF RECOMMENDATION TO COMMITTEE: That Common Council rezoning of the subject Numbers 00009431 & multiple dwelling with conditions: amend the Section 39 conditions imposed on the March 28, 1988 property located at 53 -75 Leinster Street, also identified as PID 55059992, in order to also include a development involving a an underground commercial parking garage on the following (a) That the site must be developed iri accordance with a detailed site plan approved by the Development Officer, and being in accordance with other conditions, illustrating all necessary landscaping and amenity space. (b) The exterior fagade of the proposed building must be in accordance with architectural plans approved by the Development Officer to ensure compatibility with the surrounding buildings along the adjacent portion of Leinster Street. (c) The maximum height of the proposed building must not exceed 120% of the average height of the existing main buildings of the adjacent properties surrounding the subject site, including the existing buildings located on the l properties directly across from the building block on the other side of Leinster Street. (d) A minimum yard of 7.5 metres must be provided between the proposed building and the lot boundary of the abutting properties along King Street East. .d_ _a5 __, 2006 CITY OF SAINT JOHN City Hall Bldg., 81h Floor PO Box 1971 Saint John, NB E2L41_1 Attn: Mayor & Council of the City of Saint John Dear Mayor McFarlane & Councilors of the City of Saint john Re: The Proposed Leinster Court Project I live in Saint John and I am aware of the fact that the City, through Saint John Non - Profit Housing Inc. is seeking approval to construct a very large apartment complex at the corner of Leinster Street and Carmarthen Street. I also know that the proposed complex does not meet any zoning requirements set by our City, the municipal plan, or peninsula neighbourhood plan, developed by residents of the South End peninsula. I wish to voice my strong opposition to the proposed construction of Leinster Court in its current size and design. The Building is Too Large For The Neighborhood The area of King Street East, Leinster Street and Carmarthen Street is one of Saint John's most historic neighborhoods. The value such a unique area can bring to the City should be recognized by the number of tours conducted of the area each time a cruise ship enters the port. The City should do everything possible to ensure development in this neighborhood, at a minimum, comply with its own zoning requirements. Unfortunately, the proposal for the Leinster Court project represents an enormous deviation from the City's planned zoning regulations. A simple viewing of the plans for the Leinster Court project confirms that the proposed building will be massive and completely inconsistent with the current zoning requirements and the existing neighborhood itself. For that reason alone, you should not approve any request for a'special zone Why Would The Applicant Be Entitled to Special Treatment? 2 I do not understand why the developer, Saint John Non - Profit Housing Inc., should be entitled to extraordinary variances from the established City of Saint John zoning by -laws? As an observer, it is clear to me that all efforts are being made by the City of Saint John to assist the developer in sidestepping the very planning rules that the City itself has established and applies against other ordinary citizens or potential developers. Quite frankly, I find the whole matter troubling as an example of what can happen if development is pursued at any cost, without any regard to the established development guidelines. I, as a citizen of Saint John, demand more from this City. as representative to property owners in the City, must ensure that only needs to ensure, I hope you will recognize the fact that squeeze a huge, inappropriate building into this for the long term planning of this City. I requi require Saint John Non - Profit Housing Inc., a redesign the Leinster Court Project to meet the and fit with the surrounding neighborhood. I application. such extraordinary efforts to neighborhood will do nothing Est that the City of Saint John, commission of the City, to existing zoning requirements am urging you to reject this ours truly, STEWAIkT MCI< LVEY Suite 1000 Cunespondence: Telephone: 506.632.1970 Brunswick House P.O. Box 7289 fax: 506.652.1989 44 Chipman 1 -lill Postal station A saint - john @snus.com Saint John, NI3 Saint John, NI3 www.Mrss.coml Canada 172L 2A9 Canada f2L 4S6 December 29, 2006 Via Electronic Mail The Mayor and Council of the City of Saint John Common Clerk's Office P.O. Box 1971 Saint John, N.B. L2K 4K I Hobert G. Vincent, Q.C. Direct Dial: 506.632.2780 Direct Fax: 506.634.3579 rvincent @snlss.coln Re: 53 — 75 Leinster Street — Application for Rezoning made by Saint John Noll- Prolit Housing Inc. (SJNPH) Pursuant to Council's December 18, 2006 resolution, representatives of SJNPH met with counsel for the Citizens for the Revitalization of the South Central Peninsula" ( "Citizens ") on Wednesday evening, December 27, 2006 at Cornerstone Baptist Church to discuss the Leinster Court Project (the "Project ") and the feasibility of additional changes. The meeting lasted more than two hours. The Citizens caucused in an adjacent room and met subsequently with their counsel. The concept of "flipping" the building 180 degrees on the lot was fully canvassed. On December 20, 2006, prior to the above noted meeting, counsel for the Citizens was given access to all design drawings and plans for the Project at the offices of SJNPH. Also on December 20, 2006 and in preparation for the meeting with the Citizens, SJNPH met with both its construction manager and its architect to discuss the cost consequences and additional design fees that would be required to meet the Citizens' request to "flip" the building. During the course of the December 27, 2006 meeting, SJNPH explained to counsel for the Citizens that: • the anticipated costs to "flip" the building is estimated to be in the range of $400,000.00 to $500,000.00; "Hipping" the building would result in the loss of the work that has been completed to date on the building's foundations; • construction on the Project would be held up for an estimated two month period for redesign purposes and, as a result, demobilization and remobilization costs would be incurred; slnss.cunl Challotleloavn Fredericton ElnliJhc Moncton SninfJohn St. Johns Mayor and Council of the City of Saint John December 29 "i, 2006 Page 2 • two months would then be required to "catch up" to the stage of construction that the Project has reached to date; • a four month delay in construction would subject SJNPH to an anticipated significant increase in labour costs resulting from impending wage increases anticipated for spring /summer 2007; • initial approval for the Project's budget was difficult to obtain and any additional changes to the Project at this late stage would require further approval of Canada Mortgage and Housing Corporation, the lender and likely both the federal and provincial governments; and • even the Citizens' estimate of $90,000.00, obtained from Johnson Engineered Solutions Limited and presented to Council at its December 18, 2006 meeting, represents an additional cost that SJNPH cannot afford and there is no room in SJNPII's financing package to accommodate such additional costs. We have enclosed for your additional information letters written by Mr. Flood (construction manager), Mr. Roma (project architect), and by Angelo Lapore of Montrose Mortgage, SJNPH's mortgage broker, indicating the actual and potential consequences of "flipping" the building from a financial standpoint, as well as a spreadsheet prepared by SJNPH detailing the anticipated costs. With full consideration for the Citizens' concerns, it remains the position of SJNPH that the Project as presented to Council on December 18, 2006 and for which rezoning of the property at 53 -75 Leinster Street from B2 to SZ #21 is requested, is the development with which SJNPH can proceed with confidence and certainty and which represents the best use of the property. Time is definitely of the essence. As noted above and supported by the attached material, any further delay in moving this development forward may result in cost escalation beyond the means of SJNPH. We believe that the City of Saint John recognizes the need for more affordable housing in the South Central Peninsula and is in support of this Project, as evidenced by the numerous letters received by the Planning Advisory Committee and by Council in support of the Project and by the Telegraph Journal Editorial published December 21, 2006 which slated as follows: Leinster Court is a poster - perfect example of what Saint Johners are looking for in new housing: centrally located in a residential neighbourhood; an aesthetically pleasing design, built with quality materials; a mixed housing project, which will avoid ghettoizing low - income residents. With this building, and dozens like it, Saint John cau rebuild its urban core and return to the days when neighborhoods were economically mixed and healthy.... Buildings like Leinster Court aren't a threat to the historic and residential character of the city's neighborhoods, they are the very spirit of its revival.... Mayor and Council of the City of Saint John December 29 "i, 2006 Page 3 We hope the city will refine its approach to zoning non - profit housing so similar delays aren't experienced by the next housing project. And we hope Leinsler Court is just the first of many similar projects. Saint John needs them, as soon as possible. Despite good faith efforts put forward by both SJNPI -I and the Citizens, the parties have been unable to resolve their differences on this matter and we respectfully ask that Council proceed with the third reading of the application for rezoning on Tuesday, January 2, 2007 as scheduled. Yours very truly, Z AtMcKykVEY Robert G. Vincent il Counsel for S.INPH RGV /apw cc: Lawson & Creamer SMSSVA566134.1 DEC -27- 2006 10:04 From:SRINT JOHN NON PROFI 506 699 6079 UTA C n7J'. NwInder Pal Singh, PX119 . 'aneral Manager, SAW Jpliu .N.ou =Pr it $'uusuig lii •Ir..liil{ k(:tW'rtA'k: `�9iJ;ll1 .. 8aintlalut,Tdew;Clrun;;�vick t To:Fax Server P.2/2 Further yotir request we havc writac(ud v14r,cunsnt4aJrW 10 determine the =Ta cost to revise ieinster (oust, ouz i'ees arV nv i'nllnws, The dra'wiugs will aU Ltave YO 1)e yoviewed, reviadd, tedrawn in(I s(aniped. Then N.v will have 10 be reissued and repgiocd,' You. Onu:td con ir)rr s, mirrianan of a monib to have I.his work C:umplClcd for rei)Jlicing. 1. BDA Laudwupk A:chilocts Yowl revision of the site development pl.aa complete with $S,70Q t1aw grad.inG plan aiiel pl'aptin:g plan �. 1'ItU.11 ?a, Fngitteorinp Revietiv. %J d revise FonJ)tivtiWi Plan; Structural. steel, $1,000 WbO ttvss ai:td Alior.iojAand all details, J. 'Knlph Smith Fnaizaeeritn.g [.id. Ra1V(:aW i.'n.iai.ct e;tttr'aiN, (•, ties 41Wiii Panel $:4,300 (aloca3i,ou =1. lload]'ey Engineering Vcntilation clir np5, train iloar and parkuzg garage, $5,000 Phunbing changes to all tuider grottnd,and IlAder slab ,piping! Sprir9cler• elratiges 5. l)l(r A Roruh ArehilerC $21,001) ltc:vise all taeecs uury u'cl7teatux?l dt'rcvinga to accouutuxiatctl 11te cli:uxkc:x. Total A,dditiuncd A'eec + FIST $10,000,00 BIturA Roma, Architect AC Spirit `di&t mint )ol,n r6) i)fuo k&L f"K J 9a' ' if] t". �,,b) 6S7 Q5.5 : i -rwil' baicrnu'rnL:�d =n• •rn 11:U1 3U0OJ4U1OL .......o.+ ' NeeNT U.'DN .4716TA010RY COUTRICT ATHCA CAUe Ge A[YONO OVR CONTROL JOHN FLOOD GENERAL CONTRACTORS December 22, 2006 JUHN rLUUU `BUNS rtrbE ALL COMTRACIA AN0 A4A(VM4NTS CONIINOINY UPON :LRIRe A, LCCInt Nle A N ALL RV0eAT1DN3 ARG CUO!ICI 10 CHAN'01 w11NOU! NOYICL & SONS (1961) oGimit d Saint John Non Profit Housing Inc. Rotary Admiral Beatty Complex 14 King Square South Saint John N.B. E2L IES A(teution: Mr. Narinder Singh Dear Sir, Subject: Leinster Court 3Z FREDERICK STREET •.D. SOX 2210 SAINT JOHNr NEW BRUNSWICK CANADA FZL3V1 (506) S3A-Ilif Further to our recent discussions concerning the latest submission by the South End Citizen's group we have reviewed the proposal and offer the following comments The suggestion to flip the building from back to front would result in, additional items of cost as outlined. a) The project would need to stop and shut down to allow the consultant team to prepare revised drawings thus demobilization and remobilizadon costs would be incurred. b) Additional rock excavation required a 900 -1000 cubic yards. c) Demolition and removal of the foundation walls that have already been poured that will become unusable d) Loss of the work that has been completed to (late on the foundations. The footings are virtually complete except for a 16' strip at the garage door, all reinforcing steel is on site and installed, and 60% of the walls have been poured. e) Structural steel has been ordered and shop drawings have been prepared we assume this will require rework of these drawings also and there will be costs associated with this change. pClbb d4 tJ70L JUNN hLUUU SUNS PAGE 02 t) The delay in timing of the project assuming a four month delay will involve claims from the various subcontractors for the impending wage increases coming in the spring and early summer. (Settlements are in the 4 -5% range) Assuming 50% of the project cost is labour this is a significant cost on its own. g) With this delay we will also be fated with competition for skilled qualified trades people given the current work projections for spring and summer of 2007. h) Additional fees associated with the redesign of the structure. In reviewing the costs incurred to date and the estimated value of the items outlined above in our view it is not unreasonable to suggest the additional cost would he in the FOUR TO ,FIVE HUNDRED THOUSAND DOLLAR RANGE PLUS HST. This as we are sure you can appreciate is an estimate only as there are no detailed designs available to allow a detailed cost estimate and analysis to be completed. We are confident however that this is a reasonable estimate of what could be expected with the suggested change. In our view the costs tabled at the recent council meeting do not take into account the true value of the work associated with this suggestion and in fact grossly underestimate the additional costs involved. Based on our initial review of the anticipated costs flipping the structure is not a reasonable solution. & Sons(1961)Ltd Robert Vincent Fw Leinster Court 9 From: "Narinder P. Singh" <narinder @nb.aibn.com> To: < clawrence @propertyappraisal.ca> Date: 12/21/2006 12:35:08 PM Subject: Fw: Leinster Court The following is Montrose Mortgage's (Angelo Lepore) response to the costs associated with turning Leinster Court around. and cost, my comments follows; Narinder - - - -- Original Message - - - -- From: Angelo Lepore To: 'Narinder P. Singh' Sent: Thursday, December 21, 2006 12:21 PM Subject: Leinster Court Narinder thanks for your message. I have considered the ramifications attributable to a change in design and cost, my comments follows; General Any changes at this late date will require the approval by CMFIC, the lender and likely NB F &CS. There may be some processing fees required by the lender, CMHC or Montrose depending on the magnitude of the changes to amend the CMHC financing presently approved and lending commitments. AS you know the project has been approved as a 52 unit rental with 50% (26) of the units dedicated to affordable housing. The affordable housing units receive both a cost contribution of $35,000 each and rent supplement. It has taken some time to get to an approved project budget and mix of equity, capital cost contribution and mortgage amount. Suffice it to say that the total project costs are snug, as are the level of equity by SJNPFII, the mortgage amount and the Fed /Prov capital cost contributions. There is no room in the mortgage amount to accommodate increase costs so SJNHI will have to accommodate any net project cost increases that may result from design change at this late date. Specific Comments 1.. Design changes, You're in the best position to estimate soft and hard cost of turning the building around 180 degrees and reducing unit count to 51. 1 again note that any NET increases to the approved budget will result in an increase in the level of equity contribution by SJNPHI, since neither the mortgage nor the capital cost contribution can be increased for any additional cost above the currently approved project budget. 2.. The mortgage amount will invariable be reduced by the value of 1 unit ($45,000) where this unit is an affordable housing unit as will the capital cost contribution be reduced by $35,000. If the approved budget is exceeded, this reduction in mortgage and cost contribution will increase SJNPHI equity requirement in the project. Even where the net increase is nil (project budget remains the same as currently approved) SJNPHI equity contribution will increase by about $80,000 to accommodate the reduction in mortgage amount and cost contribution attributable to a reduction of the unit count by 1 affordable housing unit. RoberCVincent - Fw Leinsler Court Page 2 3.. The uncertainty to date has delayed SJNPFIl triggering its option to fix the interest rate. The lending commitment specifies Government of Canada bond yields as a basis for setting the mortgage rate. While in recent months yields have been favourable; recently we have seen an in crease of approximate 7 -10 bps. But for this issue SJNHI would have exercised its option by now, had it done so it would have achieved a 10 year mortgage rate of between 4.75% and 5% during the past 4 -6 weeks. The decision to defer due to uncertainty of the appeal may yet cost the SJNPFII a higher rate and any further delays due to changes in design, cost or where additional equity needs to be raised will only place SJNPI at further risk if bond yields increase from current levels. While current bond yields (4.04% yesterday) and hedging cost are less favourable then in recent months the current state of these variables is still capable of producing a favourable rate outcome. The most worrisome potential problem is that the mortgage financing has been approved on the basis of a 10 year term and the 10 year term interest rate must not exceed 5.40 %. We are currently close to 5% if the rate were set today. But there are no guarantees that with further delays the situation will not change adversely and without notice. If the mortgage rate when set exceeds 5.40% then the cost of buying down the rate will be borne by SJNPHI. The cost to buy down.25% of 1 % in the mortgage rate would be approximately $90,000. Let me know if you require anything further. Angelo Lepore CC: "Lisa Keenan" <keener @nbnet.nb.ca >, <rvincent @smss.com> Estimated Cost Increases Minimum Maximu m Construction a) Shut down & re- mobilization b) Additional rock excavation c) Demolition d) Rebuild foundation e) Structural steel change orders f) Wage increases g) Increases due to competition P$4001000 h) Additional management fee Subtotal $500,000 HST (net of rebate) L1000 17 500 Subtotal $414,000 $517,500 Design Fees 1. Landscaping $5,700 2. Structural $4,000 3. Electrical $3,300 4. Mechanical $5,000 5. Architectural $22,000 Subtotal $40,000 HST (net of rebate) 1 400 Subtotal $41,400 $41,400 Financing Mortgage reduction $45,000 Capital Contribution reduction 115 000 Subtotal $80,000 $80,000 TOTAL HARD AND SOFT COSTS (approximate) $535,400 $638,900 Other Issues Application fees Additional interest cost 4 month delay Potential loss of project Incline to garage, or increase height Minimum setback from Leinster Street reduces 25 foot rear yard "Flipped" building unlikely to be acceptable to authorities or prospective tenants There is no funding for a $535,000 - $639,000 cost increase ($10,000 - $12,300 per unit) REPORT TO COMMON COUNCIL M &C- 2007 -001 December 28, 2006 His Worship Mayor Norm McFarlane and Members of Common Council Your Worship and Councillors: SUBJECT: Request for Placement of a Mini Home 600 Latimore Lake Road (File) City of Saint John The Municipalities Act enables Common Council to include a provision in its Mobile Home Parks By -law to allow individual mobile homes (mini homes), on a temporary basis not to exceed one (1) year, on properties that normally would not permit such structures due to their zoning designations. While Council has debated this practice over the years, the exercising of this authority has continued. Previously approved applications have involved the healthcare of a family member, special economic hardships, or a temporary approval so that a conventional home could be constructed in the very near future. Renewals have also been granted in a number of cases allowing the mobile home to remain for many years. Back in September 2006 Council requested that written notification be provided to surrounding property owners for any future applications of this nature. Letters have been sent to all landowners within 90 metres (300 feet) of the subject property concerning this matter. ANALYSIS: A request from Dianne Arsenault (landowner's daughter) has been received seeking permission to place a second mini home on the above - mentioned property. The mini home would allow her elderly father (Laurie Arsenault — landowner) to reside near her family in order to receive supervision and care. Report to Common Council Page 2 December 28, 2006 The subject property is over 19 hectares (47 acres) in area, with a depth of 2.3 kilometres (1.4 miles), and a width of 86 metres (282 feet) except at its street frontage which narrows to 80 metres (262 feet). The property contains an existing mini home approximately 97 metres (318 feet) from the road, and a barn and horse pasture is situated 158 metres (518 feet) further back. The proposed new mini home would be situated approximately 210 metres (689 feet) from Latimore Lake Road. The approximate new mini home location is illustrated on the attached location map, which would be situated beyond the location of the mentioned pasture. The new mini home would be serviced by its own on -site septic disposal system and well. Access would be provided by the existing long private driveway. The location where the new mini home would be situated is zoned "RF" Rural. The Zoning By -law does not permit the placement of mobile homes (mini homes) in this area of the community. However, as mentioned, Common Council does have the authority to allow a mini home on this property for a temporary period. The front portion of the property where the existing mini home is located is zoned "RS -1M" One and Two Family and Mobile Home Suburban Residential and permitted by the By -law. N.B. Department of Public Health Services has no objection to this application. Overhead public utilities would be available along the private roadway. A pole extension may be necessary depending on the exact location of the mini home. In applications of this nature the Fire Department has in the past requested that the private access be maintained in an acceptable manner for the access and egress of emergency apparatus throughout the year. It should be noted that the general location proposed for the new mini home has for some time been used by the landowner as a private dumping area for various debris (i.e. car parts and garbage). As this was a concern to the neighbourhood, and after providing the landowner ample opportunity to remedy the situation, the City successfully sought a Court order to have the debris removed by the landowner back in 2000. Building and Technical Services has indicated that the debris was still present on the property as of December 21, 2006, and that the landowner was in breach of Court orders. It is presumed that the debris will need to be finally removed in order to obtain the Health approval for the necessary on -site services for the proposed new mini home. However, the possible oil and gasoline leaking from these old vehicles over the years may jeopardize this Provincial approval. Notwithstanding, and consistent with other applications involving the care of family members, Council could approve the placement of a second mini home on the subject property as proposed by the applicant on compassionate grounds. The Report to Common Council December 28, 2006 Page 3 matter of the debris, if not resolved by the landowner or his family, may need to be addressed in order to obtain Health approval, or eventually resolved through existing legal proceedings. Strategic Plan Conformitv/Existing City Policy The Goals for Saint John promote a variety of housing types in order to meet the needs of all Saint Johners. The Municipal Development Plan recognizes mobile homes (mini homes) as one form of necessary housing for the community. They, like all other forms of housing, should be promoted within the context of the municipal planning (zoning) program. Input from Other Sources N.B. Department of Public Health Services has verbally indicated no objection to this application. A formal application will be required by the applicant in order to receive approval for the necessary on -site septic disposal system. 3. Financial Imolications N/A RECOMMENDATION: If Common Council so wishes, that it approve the placement of another mini home on the subject property at 600 Latimore Lake Road as generally indicated on the location map. Respectfully submitted, Jim R. Bairl , MCIP and Development Terrence Totten, C.A. City Manager Attachments MRO /m PLANNING AND DEVELOPMENT /URBANISME ET DEVELOPPEMENT E Subject Site /site en question: Location: 600, ch. Latimore Lake Rd. Date: December /decembre 21, 2006 Scale /echelle: Not to scale /Pas 6 1'echelle IIr1 PID(s) /NIP(s): 00333385 PI m •.•J A .er���y, m" 4wy � I r . � .. ,,+,.. rti �•�., � gyp..,` ^'al w i w � '�•�1 � •N. WIN FF P � a ` . y F e �. . P, 1 .� A � M4, Dianne Arsenault 600 Latimore Lake Road Saint John NB E2N 1X3 December 18. 2006 City of Saint John PO Box 1971 Saint John NB E2L 4L1 To Planning Advisory Committee: Due to my elderly father's current health situation I am requesting to put another mini home on my property located at 600 Latimore Lake Road. He is unable to climb stairs and will require his family to care for him. I am requesting this under compassionate consideration due to the timeliness of his situation. Thanking you in advance. Yours truly, Dianne Arsenault U� Y4 R,F!`F,t.Fn fib C DEC 19 2005 O D 1� i O 1 rim 09 REPORT TO COMMON COUNCIL M & C 2007 -05 December 27, 2004 His Worship Mayor Norm McFarlane And Members of Common Council Your Worship and Members of Common Council: RE: 2007 OPERATING AND CAPITAL BUDGET - GENERAL FUND City of Saint John BACKGROUND: Three weeks ago, staff had provided members of Council with a preliminary copy of a 2007 Operating Budget. Since that time, additional information has been received and certain refinements were required to the previously supplied information. Attached is the most recent draft of both an Operating and Capital Budget. Staff would point out that these documents have been prepared based on the best information available. The Operating Budget has been compiled based on submissions from various Boards, Agencies and all civic departments. In addition, minutes of the past years Council meetings have been reviewed so as to ensure any items referred to "Budget" have been included as well to ensure that any concerns raised by Council have somehow been reflected in this draft. As for the Capital Budget, once again, staff has attempted to provide an all inclusive document, so that Council can fully appreciate the many, many requests and requirements for capital investment. The challenge for Council will be to come to a consensus as to which of these investments are community priorities in 2007 and unfortunately, which will have to be deferred to future years. His Worship Mayor Norm McFarlane And Members of Common Council December 27, 2006 Page 2 THIS DRAFT: A WORD OF CAUTION I It needs to be understood that this "draft" was prepared on the basis that Common Council needs to be aware of the various issues that are being faced as the administration endeavours to meet the service expectations of this community as brought to our attention by Common Council. As so often is the case, the community has, and rightfully so, high expectations of their local government. More police visibility, better trained fire fighters, increased by- law enforcement and better roads are often requested. At the same time, it has not been since the construction of Harbour Station that there has been any major investment in municipal building infrastructure. As a result, in 2007, Council needs to consider an investment in a new police station, a new public transit facility, as well as a host of other items. The point being is that as an administration and Council, seldom are advised that less service is acceptable. THE ADMINISTRATION NEEDS TO HEAR FROM COUNCIL. Staff has been advised by Provincial staff that the City's Operating and Capital Budgets must be submitted to the Province no later than January 19, 2007 in order that the necessary tax bills can be prepared. In order to adhere to this time line, staff is proposing to Council that they consider meeting in Open Committee on the following dates so as to: Wednesday January 3 5:30 p.m. - 8:30 p.m. Thursday January 4 5:00 p.m. - 8:30 p.m. Saturday January 6 9:00 a.m. - 2:00 p.m. Monday January 8 5:00 p.m. - 9:00 p.m. In addition, either on one of these days or at some other time, staff would ask to meet with Council in a session where the public would not be invited so as to discuss certain personnel issues which have an effect on the 2007 Operating Budget. His Worship Mayor Norm McFarlane And Members of Common Council December 27, 2006 Page 3 Following these meetings, staff should have a better appreciation of the views and aspirations of this community as articulated by members of Common Council. Staff will then prepare a Budget document complete with staff recommendations and place it t 'agenda for the egularly scheduled meeting of January 15, 2007. fitted, Terrence L. Totten, F.C.A. City Manager CITY OF SAINT JOHN GENERAL FUND 2007 OPERATING BUDGET 1 2,27,2006 TOTAL EXPENDITURES LESS. NON -TAX REVENUE UNCONDITIONAL GRANT NET BUDGET TAX DENOMINATOR TAX RATE SURPLUS (DEFICIT) 12/29/2006 THE CITY OF SAINT JOHN OPERATING BUDGET 2007 2006 BUDGET $106,621,244 7,768,400 98,882,844 18,742,621 80,140,223 $4,464,636 372 2007 % 2008 BUDGET CHANGE BUDGET CHANGE $117,372,414 8,590,700 108,781,714 19,117,473 89,664,241 10.08% $120,271,855 11.01% S,525 019 10.01 % 111,746,836 2.00% 19,499,823 92,247,013 $4,691,424,219 5.08% $4,902,538,309 1.795 1.911000 6,46% 1.882 0.1160 2.47% -0.76 2.73% 2.00% 4.50% -1.52 12/292OD6 SALE OF GOODS AND SERVICES FIRE SERVICES TRAINING HAZMAT FUNDING POINT LEPREAU CLEARANCE LETTERS 9611W2 iA;W11 1p CITY OF SAINT JOHN 2007 OPERATING BUDGET NON -TAX REVENUE .r6., BUDGET PROJECTED ACTUAL 70,000 40,000 40,000 40,000 4,000 3,500 2007 2008 70,000 70,000 40,000 40,000 4,000 4,000 LODGE PRISONERS 3,000 3,000 3,000 3,000 ACCIDENT REPORTS 11,000 11,000 11,000 11,000 TAXI LICENCES 50,000 50,000 50,000 50,000 OTHER 35,000 35,000 35,000 35,000 RECREATION AND CULTURAL SPORTSFIELDS 57,000 55,000 50,000 52,500 SUMMER PROGRAMS 3,000 3,000 3,000 0 WEST 9,000 7,000 50,000 0 SENIORS PROGRAMS 5,800 5,000 4,300 4,300 CARLETON COMMUNITY CENTER 5,000 5,000 71900 7,900 CENTRAL 91000 7,000 500 0 SOMERSET COMMUNITY CENTER 0 NORTH END COMMUNITY CENTER 18,000 6,500 6,500 EAST 25,000 18,000 0 FOREST HILLS COMMUNITY CENTER 20,000 20,000 Other(26 -49) 16,000 514,069 Other (26-50) 20,000 30,000 30,000 HURLEY ARENA 125,000 110,000 110,000 115,500 GORMAN ARENA 144,000 100,000 125,000 131,250 BELYEA ARENA 192,000 190,000 170,000 178,500 PETER MURRAY ARENA 125,000 100,000 110,000 115,500 HARBOUR BRIDGE AUTHORITY 200,000 200,000 0 0 EMERGENCY DISPATCH 569,000 569,000 580,000 400,000 ADMINISTRATIVE SERVICES HOUSING OPERATIONS 43,000 42,000 44,000 44,000 Saint John Transit 42,000 42,000 42,000 PENSION PLAN 100,000 100,000 100,000 100,000 WATER AND SEWERAGE UTILITY 1,412,000 1,419,000 1,391,000 1,391,000 OTHER WATER SALES 12,000 - 0 0 OTHER TOURISM 3,000 3,000 3,000 3,000 PLANNING DEPT SERVICES 50,000 30,000 50,000 50,000 SALE OF USED EQUIPMENT 51000 5,000 5,000 5,000 GARBAGE COLLECTION 5,000 5,000 5,000 5,000 TRANSPORTATION TENDERS 500 500 500 500 OTHER REVENUE FROM OWN SOURCES LICENSES AND PERMITS BUILDING PERMITS 500,000 825,000 700,000 700,000 PLUMBING PERMITS 42,000 80,000 65,000 65,000 Page 2 of 6 12/29!2006 CITY OF SAINT JOHN 2007 OPERATING BUDGET NON -TAX REVENUE RENTALS MARKET RENTALS 2006 420,000 .435,000 440,000 LAND AND BUILDINGS 165,000 PROJECTED ;135,000 135,000 CITY HALL BUDGET ACTUAL 2007 2008 DEMOLITION PERMITS 5,000 5,000 5,000 5,000 MOBILE HOME PERMITS 1,250 1,250 1,250 11250 GRAVEL PIT PERMITS 19,000 19,000 19,000 19,000 EXCAVATION PERMITS 250 250 250 250 BUSINESS LICENCES 500 500 500 500 REZONING APPLICATIONS 20,000 20,000 20,000 20,000 OTHER 9,000 9,000 9,000 9,000 GAS PIPELINE LICENCE 26,000 26,000 FINES AND PARKING MARKET SQUARE PARKING 733,000 673,000 733,000 733,000 PARKING METERS 724,500 624,500 724,500 724,500 METER VIOLATIONS 240,000 240,000 240,000 240,000 METER SUMMONSES 40,000 40,000 44,000 40,000 TRAFFIC BY LAW FINES 190,000 190,000 220,000 190,000 TRAFFIC BY LAW SUMMONSES 25,000 25,000 28,000 25,000 MOTOR VEHICLE FINES 15,000 15,000 50,000 15,000 COURT FINES 50,000 50,000 15,000 50,000 RENTALS MARKET RENTALS 467,000 420,000 .435,000 440,000 LAND AND BUILDINGS 165,000 135,000 ;135,000 135,000 CITY HALL 275,000 1861000 55,000 58,000 SHORT TERM INTEREST 250,000 300,000 250,000 250,000 CONDITIONAL GRANTS FROM OTHER GOVMNTS PROVINCIAL HIGHWAY MAINT 386,600 360,000 360,000 3602000 TOURISM 0 0 0 OTHER REVENUE SURPLUS 2ND PREVIOUS YEAR 0 0 0 Miscellaneous 250,000 250,000 50,000 50,000 Other (Building Permit) LNG 965,000 965,000 Pipeline easement sales 38%DO0 0 TOTAL NON TAX REVENUE 7,738,400 71677,500 8,590,700 8,525,019 Page 3 of 5 12/29/2006 CITY OF SAINT JOHN 2007 OPERATING BUDGET EXPENDITURES BUILDING & INSPECTION SERVICES FACILITY MANAGEMENT CARPENTRY SHOP CITY HALL BUILDING BUILDINGS AND INSPECTION SERVICES EMERGENCY MEASURES ORGANIZATION MUNICIPAL OPERATIONS MUNICIPAL OPERATIONS ADMIN SERVICE & PROG DEVELOPMENT ENGINEERING & GROWTH TRAFFIC ENG & SYSTEMS SNOW CONTROL STREETS SNOW CONTROL SIDEWALKS STORM DRAINAGE STREET CLEANING SANITATION STREET SERVICES IT,m.1raric11 r74:r_tiL7:l� COMMUNITY PLANNING REAL ESTATE GIs HERITAGE PLANNING ADVISORY COMM ENVIRONMENT COMMITTEE PLANNING AND DEVELOPMENT 1,197,760 1,200,316 878,422 900,554 454,479 466,970 1,645,766 1,686,910 170,630 167 205 2007 199,285 392,430 ii: 201,150 392,430 591,715 7.25% 593,580 0.32% 489,500 504,185 515,606 528,044 - Y50,000: 25D�000 758,051 787,805 1,362,065 1,425,184 730,015 596,515 4,125,237 20.32% 4,191,733 1.61 % ..... 2006 942,347 47 1,299,875 1,361,226 2007 Budget DEPARTMENT NAME BUDGET from 2006 372,309 514,069 390,875 MAYOR'S OFFICE 193,360 195,510 COUNCIL 358,330 409,680 LEGISLATIVE 5,013,629 499,231 551,690 605190 460,095 CITY MANAGER 442,000 455,300 VISION 2015 500,000 500,000 COMMUNICATIONS SUPPORT 100,000 100,000 COMMON CLERK 828,290 835,794 FINANCE 981,645 1,220,439 LEGAL 576,528 646,343 GENERAL ADMINISTRATION 212485,791 2.11% 760,515 3,757,876 3,428,463 858,088 420,839 CORPORATE SERVICES ADMIN. 223,118 150,000 MATERIALS MANAGEMENT 1,049,446 996,984 HUMAN RESOURCES 1,195,681 1,211,226 PUBLIC SAFETY COMMUNICATIONS CENTRE 1,722,927 1,774,615 INFORMATION SYSTEMS & SUPPORT 1,878,918 1,935,286 FLEET SERVICES 417,872 514,069 CORPORATE SERVICES 1,645,370 1,699,165 6,487,962 6,582,179 FIRE 17,760,535 16,7492433 BUILDING & INSPECTION SERVICES FACILITY MANAGEMENT CARPENTRY SHOP CITY HALL BUILDING BUILDINGS AND INSPECTION SERVICES EMERGENCY MEASURES ORGANIZATION MUNICIPAL OPERATIONS MUNICIPAL OPERATIONS ADMIN SERVICE & PROG DEVELOPMENT ENGINEERING & GROWTH TRAFFIC ENG & SYSTEMS SNOW CONTROL STREETS SNOW CONTROL SIDEWALKS STORM DRAINAGE STREET CLEANING SANITATION STREET SERVICES IT,m.1raric11 r74:r_tiL7:l� COMMUNITY PLANNING REAL ESTATE GIs HERITAGE PLANNING ADVISORY COMM ENVIRONMENT COMMITTEE PLANNING AND DEVELOPMENT 1,197,760 1,200,316 878,422 900,554 454,479 466,970 1,645,766 1,686,910 170,630 167 205 2007 199,285 392,430 ii: 201,150 392,430 591,715 7.25% 593,580 0.32% 489,500 504,185 515,606 528,044 - Y50,000: 25D�000 758,051 787,805 1,362,065 1,425,184 730,015 596,515 4,125,237 20.32% 4,191,733 1.61 % ..... 1,225,493 942,347 47 1,299,875 1,361,226 486,378 2,035,525 572,019 2,086,651 372,309 514,069 390,875 720892818 9.28% 17,907,158 6.91% 1,383,645 4,804,374 920,500 5,013,629 499,231 489,345 1,474,496 460,095 41277,872 243% 382,187 2,311,387 t 50.000 E+ 977,875 1,395,120 2,113,741 2,140,065 576,641 7,3532443 3.72% 18,461532 3.10% 1,423,691 945,596 512,913 1,477,991 4,360,191 1.92% 392 723 1,208,324 1,225,493 1,419 750 1,299,875 472,174 486,378 557,063 572,019 362,722 372,309 381,611 390,875 1,048,461 1,047,214 1,022,375 1,046,728 4,712,303 4,804,374 4,903,592 5,013,629 466,089 489,345 451,218 460,095 1,980,573 1,970,809 2,197,845 2,311,387 1,319,093 1,364,201 1,381,154 1,417,323 3,380,349 3,454,519 3,157,646 3,234,440 4,419,416 5,453,951 5,570,144 5,739,420 19,369,504 20,668,593 21,042 398 8.64% 212485,791 2.11% 760,515 781,605 825,862 858,088 420,839 455,328 441,900 460,531 260,825 235,315 268,987 283,125 189,290 212,717 207,431 214,813 10,700 10,900 11,500 12,000 3,200 3,300 4,400 5,000 1,645,370 1,699,165 1,760,079 6.97% 1,833p558 4.17% Page 4 of 5 12/29/2006 CITY OF SAINT JOHN 2007 OPERATING BUDGET EXPENDITURES 2006 2007 Budget DEPARTMENT NAME BUDGET from 2096 ADMINISTRATION FACILITIES ARENAS LANDSCAPE WEST DISTRICT CENTRAL DISTRICT EAST DISTRICT CITY MARKET CONTRACTED SERVICES SUBSIDIES. FACILITY USAGE RECREATION COMMUNITY GROUPS LEISURE SERVICES TOURISM POLICE COMMISSION NON DEPARTMENTAL SAINT JOHN TRANSIT OPERATING SAINT JOHN TRANSIT DEBT MARKET SO.- COMMON AREA COSTS WATER SUPPLY & HYDRANTS REGIONAL FACILITIES COMM STREET LIGHTING PROPERTY ASSESSMENT REGIONAL ECONOMIC DEVELOPMENT LIABILITY INSURANCE ARTS AND CULTURE INITIATIVES LIBRARY PARKING ADMIN. SUPPORT SAINT JOHN DEV CORP WATERFRONT DEVELOPMENT ANIMAL & PEST CONTROL LORD BEAVERBROOK S J. HORICULTURAL ASSOC. SAINT JOHN INDUSTRIAL PARKS LTD FESTIVALS/PUBLIC CELEBRATIONS SOCIAL DEVELOPMENT SUPPORT TRUE GROWTH INITIATIVES NON DEPARTMENTAL WORKFORCE ADJUSTMENT 2007 2008 730,098 750,642 804,190 13.13% 827,097 11.66% 1,382,920 1,422,394 1,076,861 4,032,597 881,711 925,196 950,569 1,367,791 8.92% 1,406,461 4.50% 1,353,505 1,391,245 1,491,292 13.23% 1,532,692 2.30% 359,907 370,129 311,025 18.35% 319,761 4.95% 404,011 415,526 489,813 11,029,127 503,760 11,525,071 463,866 477,090 378,006 2,332,846 368,622 1,200,000 741,406 761,202 748,250 480,000 768,191 Intl PREVIOUS YEAR DEFICIT 92,000 92,000 ; 920005 0 92,000= 2.50% 183,000 183,000 f18ZQW 303,0001 106,621,244 18,000 18,000 369,280 380,440 6 653 909 6,831,797 6,960,228 460% 61921,315 -056% 895,620 918,240 918p240 2.530% 959,718 4.52% 18 014,630 18,885,391 19 293,580 7.10% 19j54,653 2.39% 2,800,000 3,000,000 3,167,500 13.13% 3,536,925 11.66% 641,870 743,900 639,506 4,032,597 747,106 1,878,752 1,935,115 2,046,380 8.92% 2,138,467 4.50% 1,662,406 1,788,412 1,882,381 13.23% 1,925,676 2.30% 1,554,496 1,560,000 1,839,757 18.35% 1,930,860 4.95% 800,000 800,000 925,000 11,029,127 952,750 11,525,071 892,927 933,109 938,285 2,332,846 980,508 1,200,000 396,495 401,000 408,420 480,000 408,420 Intl PREVIOUS YEAR DEFICIT 600,000 650,000 435,000 0 445,875 2.50% 168,330 171,050 321,050 325,677 106,621,244 360,993 369,280 369,280 380,440 451,591 452,870 434,470 435,798 143,500 125, 000 150,000 150,000 100,000 100,000 165, 000 100,000 150,000 154,500 i 137,000 128,750 132,600 132,600 136,500 56,000 58,000 58,000 58,000 80,000 85,000 >,'[89.>300` 7WDIX)1 103,000 43,000 58,000 58,000 305,500 305,500 350,500 350,500 37,500 50,000 75,000 75,000 13,312,107 13,858,336 14716129 15,463,602 5.08% 11050,000 0 0 0 FUNDING OF THE GOING CONCERN PENSION LIABILITY FUNDING CHARGE 2004, 2005, & 2006 1,400,000 1,400,000 2,031,120 1,958,880 CURRENT YEAR SPECIAL PAYMENT 2,831,000 3,915,150 4,032,597 LESS 85% OF ADDITIONAL CONTRIBUTION FROM EMPLOYEES (910,503) (937,811) NET IMPACT PENSION FUNDING 41231,000 5,0357767 5,053,666 1,400,000 FISCAL CHARGES DEBT PAYMENTS 11,029,127 11,746,220 11,525,071 11,746,351 CAPITAL FROM OPERATING 516,381 2,332,846 1,200,000 1,200,000 ConIngency 480,000 482,686 480,000 500,000 Intl PREVIOUS YEAR DEFICIT 689,991 1,560,000 65,935 0 FISCAL CHARGES 12,715,499 16121,952 13,272,006 4.38% 35 13,446,1 1.31% TOTALS 106,621,244 116,342,209 117,372414 10.08% 120,271855 2470,6 Page 5 o1 6 12/29 /2006 THE CITY OF SAINT JOHN SUBSIDIES AND GRANTS 2007 BUDGET ARTS AND CULTURE INITIATIVES ARTS AND CULTURE BOARD PUBLIC ART RESERVE FUND CULTURAL AFFAIRS OFFICE TO BE DETERMINED FESTIVALSlPUBLIC CELEBRATIONS LOYALIST HERITAGE FESTIVAL FESTIVAL BY THE SEA FUNDY BAY FESTIVAL JAZZ AND BLUES FESTIVAL FESTIVAL de la BAIE FRANCAIS FESTIVAL SAINT JOHN (UPTOWN SAINT JOHN) CANADIAN COUNTRY MUSIC WEEK OTHER SOCIAL DEVELOPMENT SUPPORT UNBSJ CAPITAL CAMPAIGN SENIOR CITIZENS CENTER ( free rent ) HUMAN DEVELOPMENT COUNCIL (free rent - 8,000) P.R.U. D.E. (free rent) ABILITY ADVISORY COMMITTEE SEAFARER'S MISSION LOCH LOMOND VILLA NBCC TO BE DETERMINED 2006 2007 2008 50,000 100,000 100,000 25,000 '25,000 25,000 93,330 96,050 100,677 5,000 ..100,000 100,D00 168,330 321,050 325,677 3,000 3,000 3,000 0 0 0 5,000 5,000 5,000 15,000 15,000 15,000 5,000 5,000 5,000 5,000 5,000 5,000 60,000 0 0 10,000 25,000 25,000 103,000 58,000 58,000 200,000 200,000 200,000 31,000 31,000 31,000 48,000 48,000 48,000 22,000 22,000 22,000 3,000 3,000 3,000 1,500 1,500 1,500 20,000 20,000 10,000 10,000 15,000 15,000 305,500 350,500 350,500 Page 6 of 6 CITY OF SAINT JOHN 2007 = 2011 CAPITAL BUDGET 11/8/2006 12/29/2006 City of Saint John Proposed Capital Expenditures General Fund 2006 2007 2008 2009 2010 2011 Infrastucture Renewal: Transportation: Roads & Streets 85045,000 8,060,000 7,260,000 9,325,000 6,285,000 6,545,000 Asphalt Resurfacing Storm System Upgrades 1,300,000 1,2709000 1,770,000 1,620,000 2,390,000 2,325,000 9,345,000 9,330,000 9,030,000 10,945,000 8,675,000 8,870,000 Building /Equipment Upgrades /Energy Manal Municipal Facilities 1,000,000 4,383,000 3,709,000 1,327,000 1,460,000 1,350,000 On- street Parking Equipmment 179,600 285,200 Lilly Lake Pavillion 215,000 Lord Beaverbrook Rink 250,000 Fire Department 100,000 1,172,888 3,155,799 2,406,594 41448,580 2,646,000 Police Commission 115,000 EMO Market Square 40,000 Trade & Convention Centre 122,000 3185000 300,000 188,000 290,000 311,000 Transit Commission - Harbour Station 100,000 523,000 150,000 150,000 150,000 150,000 Aquatic Centre 100,000 130,000 181,500 263,000 450,000 165,000 Rockwood Park Golf Course 25,000 95,000 25,000 25,000 25,000 25,000 Horticultural Association 40,000 Library 50,000 51,715 53,500 55,100 2,042,000 6,968,203 7,859,999 4,414,694 6,823,580 4,647,000 Recreation Parks, Fields and Facilities 1,202,750 574,750 393,250 363,000 181,500 Recreation Implementation Committee 500,000 Rockwood Park Entrance 1,000,000 660,000 21702,750 574,750 393,250 363,000 181,500 Technology & Communications: Information Systems (Internal) 800,000 1,622,900 1,692,700 1,091,200 693,300 687,300 Mobility Systems 500,000 C: \Documents and Senings\CY1792\My Documents \Data \Capital 2007\Capital Budget Five Year Summary 2005 Page 1 of 3 12/29/2006 City of Saint John Proposed Capital Expenditures General Fund Fleet Replacement: Public Transportation City Services Waterfront Development Water Street Reconstruction Harbour Passage Police Facility Parking Facility Transit Facility Renovated Trade Centre Initiative Economic Development: Residential /Commercial Incentives Industrial Parks Growth Heritage Grants Other Environment: Landfill closure 2006 2007 2008 2009 2010 2011 1,300,000 1,622,900 1,692,700 15091,200 693,300 687,300 900,000 940,000 1,875,000 1,965,000 2,065,000 1,675,000 3,200,000 2,300,000 1,500,000 400,000 1,000,000 500,400. 45100,000 3,240,000 3,375,000 2,9655000 2,565,000 1,675,000 815,000 800,000 663,000 656,410 154787000 1,456,410 - 15750,000 4,000,000 9,000,000 6,1501000 2,000,000 6,000,000 3,000,000 7,000,000 7,000,000 3,000,000 150,000 3,000,000 5,000,000 2,000,000 1,000,000 700,000 1,000,000 1,000,000 1,000,000 1,0000000 350,000 340,000 400,000 400,000 200;000 100,000 50,000 150,000 150,000 150,000 150,000 150,000 300,000 300,000 300,000 300,000 300,000 300,000 1,700,000 1 490,000 11850,000 1,850,000 1,650,000 1,550,000 600,000 500,000 500,000 300,000 0 0 Total 22,975,000 40,460,263 49,882,449 39,109,144 22,769,880 17,610,800 C: \Documents and Settings \GY1792 \My Documents \Data \Capital 2007 \Capital Budget Five Year Summary 2005 Page 2 of 3 12/29/2006 City of Saint John Proposed Capital Expenditures General Fund Funding Sources: Provincial /Federal Government Other Agencies Gas Tax Revenue Proceeds from asset sales General Operating Fund Private Sector Funding Debenture Financing Difference - REQUIRED BORROWINGS 2006 2007 2006 2009 2010 2011 22,975,000 13,935,000 6,200,000 9200,000 6,200,000 3000,000 (26,525,263) (43,682,449) (29,909,144) (16,569,880) (14,610,800) C1Documents and Settings\3Y1792 \My Documents \Data \Capital 2007 \Capital Budget Five Year Summary 2005 Page 3 of 3 2011 No. of $25730,000 $81870,000 $11,6001000 Year projects Other Share City Share Total Cost 2007 23 $5,590,000 $10,630,000 $16,2205000 2008 34 $2,835,000 $9,5305000 $12,3657000 2009 36 $25455,000 $1112459000 $13,700,000 2010 35 $3,8401000 $816757000 $12,5155000 2011 42 $25730,000 $81870,000 $11,6001000 Totals 170 $17,4509000 $48,950,000 $66,4009000 (Millions) Appendix 7.1" Overview: 5 -Year Capital Projections Page 1 of 1 General Fund - Capital Proaram Projections Cost (Millions) N N $18 $I6 ° $14 0 A U $12 $10 $8 $6 $4 $2 $0 2007 2008 2009 2010 2011 Year ■Total Cost Appendix 7.1" Overview: 5 -Year Capital Projections Page 1 of 1 Year Category No. of Projects Other Share City Share Total Cost 2007 Environment 2 $500,000 $500,000 $1,000,000 Storm 5 $4509000 $1,270,000 $1,7209000 Transportation 15 $25740,000 $81060,000 $10,800,000 Water Street Reconstruction 1 $199009000 $800,000 $2,7001000 Totals: 23 $5,5901000 $10,630,000 $16,2209000 2008 Environment 2 $5005000 $5005000 $1,0005000 Storm 8 $0 $1,770,000 $11770,000 Transportation 24 $2,335,000 $7,260,000 $9,595,000 Totals: 34 $2,835,000 $9,5305000 $1273655000 2009 $245,000 Environment 1 $300,000 $300,000 $600,000 $9,0305000 Storm 11 $0 $1,620,000 $156209000 Transportation 24 $29155,000 $9,325,000 $11,4805000 Totals: 36 $2,4553000 $11,245,000 $13,7001000 2010 Storm 15 $0 $2,3909000 $2,390,000 Transportation 20 $3,8401000 $6,2851000 $10,125,000 'Totals: 35 $3,840,000 $8,675,000 $12,515,000 2011 Storm 18 $245,000 $2,3259000 $29570,000 Transportation 24 $2,4855000 $6,5455000 $9,0305000 Totals: 42 $237305000 $818709000 $11;600,000 Proposed Total Expenditures: 170 $17,450.000 $48,950,000 $66,400,000 Appendix "F -2" Overview: 5 -Year Capital Projections Pa e 1 of 1 , Proposed Prot=_ram Summary For -2007 Category No. of Other City Total Projects Share Share Environment Storm Transportation Water Street Reconstruction 2 5 15 1 $500,000 $4505000 $2,7409000 $11900,000 $5005000 $13270,000 $8,0601000 $8005000 $1,0003000 $1,720,000 $101800,000 $297005000 TOTALS: 23 $5,5905000 $1056309000 $16,2205000 Summary of Capital Costs (City Share) Water Street Reconstruction Environm ant 8% 4.7% Transportation 75.8% MDH: MUNICIPAL DESIGNATED HIGHWAYS PDH: PROVINCIALLY DESIGNATED HIGHWAYS RDH: REGIONALLY DESIGNATED HIGHWAYS This is a tentative program listing of proposed capital projects. w &s: WATER AND SEWER RELATED PROJECTS This list has not been approved by Common Council. C- *: PROJECTS CARRIED OVER FOR COMPLETION THE FOLLOWING YEAR PROJECTS INDICATED WITH' ARE DEPENDANT ON FUNDING FROM OTHERS Priority assignments are subject to change at any time. Environment Project Location Description Other City Share Share 30Q000 * Howes Lake Landfill Site At Howes Lake Landfill site closure - Phase IV, including 300,000 design and construction management services * Spruce Lake Landfill Site Spruce Lake Design and construction of leachate 200,000 2005000 management system for the Spruce Lake Landfill Site, including design and construction management services - Phase I TOTAL: $500,000 500 000 MDH: MUNICIPAL DESIGNATED HIGHWAYS PDH: PROVINCIALLY DESIGNATED HIGHWAYS RDH: REGIONALLY DESIGNATED HIGHWAYS This is a tentative program listing of proposed capital projects. w &s: WATER AND SEWER RELATED PROJECTS This list has not been approved b Common Council. C-°: PROJECTS CARRIED OVER FOR COMPLETION THE FOLLOWING YEAR y PROJECTS INDICATED WITH " ARE DEPENDANT ON FUNDING FROM OTHERS Priority assignments are subject to change at any time. Storm Project Location Description Other City' Share Share Bay Street Bay Street at cross culvert location Green Head Road Russell Hill Road to Mosquito Cove w&s Manawagonish Road Manchester Avenue Storm Water Management - Glen Falls Install approx. 18m of new 1800mm concrete culvert across Bay Street to supplement existing culvert and improve storm water handling capabilities in the area, including design and construction management services (Pre- approved by Common Council on August 28, 2006; M & C No. 2006 -240) Install approx. ] 251n of new 300mm and 450mm storm sewer for separation, including design and construction management services (MDH #100) - Coronation Install approx. 340m of new 300mm and Avenue to Fairville Boulevard 375mm storm sewer for separation, including Related Storm Projects design and construction management services Other Share (application for funding under proposed Not Related Municipal Designated Highways Grant $450,000 Program) Under NB Southern Railway Renew existing culvert with approx. 76m of line near Manchester Avenue new twinned culverts under railway tracks to improve storm water handling capabilities in the area, including design and construction management services Glen Road and Simpson Drive Renew existing cross culverts and guide rails to Extension cross culvert locations improve storm water handling capabilities and safety, including design and construction management services Water & Sanitary No. Of Sum Of Sum Of Related Storm Projects Projects Other Share City Share Not Related 4 $450,000 $1,060,000 W &S Related TOTALS: $0 $450,000 $1,270,000 TOTAL: 100,000 0 110,000 210,000 45000 450,000 400,000 $450,000 $1,270,000 Page 3 of 6 '. MDH: MUNICIPAL DESIGNATED HIGHWAYS PDH: PROVINCIALLY DESIGNATED HIGHWAYS RDH: REGIONALLY DESIGNATED HIGHWAYS This is a tentative program listing of proposed capital projects,. w&s: WATER AND SEWER RELATED PROJECTS This list has not been approved by Common Council. C - ": PROJECTS CARRIED OVER FOR COMPLETION THE FOLLOWING YEAR PROJECTS INDICATED WITH' ARE DEPENDANT ON FUNDING FROM OTHERS Priority assignments are subject to change at any time. Transportation Project Location Description Other City Share Share w &s Albert Street Newman Street to Victoria Street Street reconstruction (excavation, backfill, 0 75,000 curb, sidewalk, landscaping, paving), including design and construction management services Bayside Drive Champlain Drive w&s Elgin Street * Loch Lomond Road * Loch Lomond Road Loch Lomond Road w &s MacLaren Boulevard Old Black River Road Civic #450 to Little River Bridge Road reconstruction to correct superelevation of the road for safety, including design and construction management services Civic #30 to Traffic Circle Street reconstruction (storm sewer, excavation, (north end at Creighton Avenue) backfill, curb, sidewalk (west side fi'oni York Street to Civic #94), landscaping, paving), including design and construction management services Newman Street to Victoria Street (MDH) - Garnett Road to Charles Street East (MDH) - Garnett Road to Charles Street Fast Between Commerce Drive and Old Champlain Drive Taylor Avenue to Sandy Point Road At Grandview Avenue intersection Street reconstruction (excavation, backfill, curb, sidewalk, landscaping, paving), including design and construction management services Storm sewer, excavation, backfill, curb, sidewalk, landscaping, including design and construction management services Structure adjustments, shouldering, cold milling, asphalt resurfacing, including design and construction management services Design and land acquisition for slope stabilization on north side of road to improve safety and protect infrastructure, including design services __. - I - --- _. - -_ ..__ ......... -- -. ... Street reconstruction (excavation, backfill, curb, sidewalk, landscaping, paving), including design and construction management services Intersection realignment (approx. 155m of new 300mm storm sewer, road widening, curb and gutter, cold milling, landscaping, paving), including design and construction management services 0 520,000 -- 0 -- - 5801000 0 85,000 690,000 1155000 525,000 0 0 60,000 0 900,000 0 625,000 w &s Red Head Road Bayside Drive to Red Head Funding to supplement the 2006 Capital 0 1,500,000 Marsh Program for road reconstruction including slope stabilization, including design and construction management services Rothesay Road (PDH #100) - Railroad overpass Storm sewer, road widening, curb, sidewalk, 700,000 370,000 to Colony Road landscaping, including design and construction management services Rural Road Upgrades Johnston Road; Owens Road Design and land acquisition for upgrade of 0 60,000 rural roads, including design services * Simms Corner Catherwood Street to Reversing Realignment of intersection, retaining wall 6005000 33000,000 Falls Bridge rehabilitation, including construction management services •- MDH: MUNICIPAL DESIGNATED HIGHWAYS POH: PROVINCIALLY DESIGNATED HIGHWAYS RDH: REGIONALLY DESIGNATED HIGHWAYS This is -a tentative program listing of proposed capital projects: w &s: WATER AND SEWER RELATED PROJECTS This list has not been approved by Common Council. C -": PROJECTS CARRIED OVER FOR COMPLETION THE FOLLOWING YEAR PROJECTS INDICATED WITH `ARE DEPENDANT ON FUNDING FROM OTHERS Priority assignments are subject to change at any time. Transportation Project Location Description Other City Share Share w &s * Somerset Street (RDH) - Barker Street to Street reconstruction (excavation, backfill, cold 2253000 1405000 Wellesley Avenue nulling, curb, sidewalk, landscaping, paving), including design and construction management services Westmorland Road Civic #}152 between Kilbum Curb sidewalk, retaining wall, landscaping 0 30,000 Avenue and Northumberland (north side), including design and construction Avenue management services TOTAL: $2,740.000 $8.060,000 MDH: MUNICIPAL DESIGNATED HIGHWAYS PDH: PROVINCIALLY DESIGNATED HIGHWAYS RDH: REGIONALLY DESIGNATED HIGHWAYS This is a tentative program listing of proposed capital projects: wSs: WATER AND SEWER RELATED PROJECTS This list has not been approved by Common Council. C - *': PROJECTS CARRIED OVER FOR COMPLETION THE FOLLOWING YEAR PROJECTS INDICATED WITH * ARE DEPENDANT ON FUNDING FROM OTHERS Priority assignments are subject to change at any time. Water Street Reconstruction Project Location Description Other City Share Share * Water Street Between Saint Patrick Street and Street reconstruction - Phase III (waterfront 1,900,000 800,000 Broad Street development, enhanced parks, streetseapes including St. Andrew's Square, St. Patrick's Park, Veterans Tribute Park and Pugsley Park) TOTAL: $1,900,000 $800,000 ,o � / s T�/ CAPITAL PROJECTS 2007 - 2011 CITY OF SAINT JOHN FACILITY MANAGEMENT LOCATION 2007 2008 2009. 2010 2011 FACILITY MANAGEMENT $6100000 $503,000 $150,000 $190,000 $210,000 LEISURE SERVICES $1,316,000 $684,000 $777,000 $745,000 $610,000 FIRE DEPARTMENT $212,000 $82,000 $125,000 $180,000 $355,000 POLICE DEPARTMENT $0 $0 $0 $0 $0 MUNICIPAL OPERATIONS $2,190,000 $2,440,000 $245,000 $315,000 $145,000 CORPORATE SERVICES - FLEET $55,000 $0 $30,000 $30,000. $30,000 TOTALS. $4,383,000 $3,709,000 $111327,000 $1,460,000 $1,350,000 GRAND TOTAL: $12,229,000 CAPITAL PROJECTS 2007 - 2011 CITY OF SAINT JOHN FACILITY MANAGEMENT DEPARTMENT: FACILITY MANAGEMENT PG 1 of 2 Details 2007 2009 - 2009 2010 2011 CITY HALL - 001 _ 1 MISC. UPGRADES $20,000 $202000 $20,000 $20,000 $20,000 2 COUNCIL CHAMBER DESIGN CONSULTANT $15,000 3 COUNCIL CHAMBER UPGRADES $200,000 4 REPLACE EMERGENCY GENERATOR FOR 911 AND $100,000 MISC. UPGRADES $50,000 CARNEGIE BUILDING -021 1 INSULATE ATTIC AREAS $10,000 2 REPOINT STONEWORK $100,000 $40,000 $40,000 MISC. UPGRADES $20,000 $30,000 PEDWAY SYSTEMS 1 ST. PATRICK'S PEDWAY -015 NEW ROOFTOP HVAC UNITS ABOVE ESCALATORS $30,000 2 INSTALL ENERGY MANAGEMENT CONTROL SYSTE TO CONTROL ALL ROOFTOP UNITS $15,000 3 HARBOUR STATION PEDWAY ROOF REPLACEMENT $$0,000 4 CITY MARKET PEDWAY -017 REPLACE HEAT PUMP SYSTEM $16,000 MISC $20,000 $20,000 $50,000 REVERSING FALLS TOURIST BUREAU -005 1 EXTERIOR UPGRADES - PHASE 1 TO SIDING - DECKING - ROOFING $50,000 $50,000 $50,000 2 INSTALL NEW ELECTRICIAL ENTRANCE $75,000 3 HVAC UNIT FOR TOURISM AREA $so,000 4 WINDOW REPLACEMENT $60,000 5 FLOOD LIGHT REPLACEMENT $20,000 6 BUILDING CODE UPGRADE ISSUES $60,000 MISC $60,000 roTALS: $4653000 $488,000 $130,000 $470;0001 $160,000 GRAND TOTAL: $1,413,000 CAPITAL PROJECTS 2007 - 2011 CITY OF SAINT JOHN FACILITY MANAGEMENT DEPARTMENT: FACILITY MANAGEMENT PG 2 OF 2 Details 2007 2008 2009 2010 2011 ROCKWOOD PARK GOLF CLUBHOUSE - 049 1 EXTERIOR UPGRADE-SIDING, EAVESTROUGH, FASCIA ETC $30,000 2 ROOF REPLACEMENTI UPGRADE $40,000 Mlsc $15,000 $20,000 $20,000 $50,000 VARIOUS LOCATIONS 1 INSTALL SPRINKLER BACKFLOW VALVES $30,000 TOTALS: $100,000 $15,000 $20,000 $20,000 $50,000 COMMISSIONS MARKET SQUARE CORPORATION 1 MARKET SQUARE ENERGY MEASURES $20,000 2 ENERGY STUDY FOR NEW POLICE STATION $25,000 - LORD BEAVERBROOK ARENA -020 TOTALS: $457000 $0 $0 $0 $0 GRAND TOTAL: $45,000 CAPITAL PROJECTS 2007 - 2011 CITY OF SAINT JOHN FACILITY MANAGEMENT DEPARTMENT: LEISURE SERVICES PG 1 of Details 2007 2008 2009 2010 2011 ADELAIDE STREET i OFFICE BUILDING -031 HVAC UPGRADES $25,004 2 CONSTRUCT NEW GARAGE BUILDING $100,000 MISC $20,000 $15,000 $15,000 CITY MARKET . 042 1 MAIN MARKET AREA UPPER WINDOW SEALING/ UPGRADE $30,000 2 MAIN MARKET AREA VENTILATION SYSTEM UPGRADES $50,000 3 MARKET OFFICE TOWER NORTH WINDOW UPGRADE $10,000 4 EXTERIOR UPGRADES EAVESTROUGH, BRICK REPOINTING, ETC $40,000 $40,000 $80,000 $20,000 5 ENERGY MANAGEMENT CONTROL SYSTEM FOR SPACE HEATING AND VENTILATION $25,000 6 MARKET CLERK OFFICE STAIRWAY RENOVATION $10,000 7 ELECTRICAL UPGRADES $201000 MISC $60,000 $100,000 TOTALS: $200,000 1 $90,000 $160,000 $95,000 $115,000 GRAND TOTAL: $660,000 CAPITAL PROJECTS 2007 - 2011 CITY OF SAINT JOHN FACILITY MANAGEMENT DEPARTMENT: LEISURE SERVICES PG2of4 Details 2007 2008 2009 2010 2011 ARENAS 1 PE f ER G MURRAY ARE NA -026 $20,000 EXTERIOR REPAIRS 2 PETER G MURRAY ARENA -026 ARENA BOARD REPLACEMENT $130,000 3 PETER G MURRAY ARENA -026 $40,000 REPAIR FRONT ENTRANCE CONCRETE STAIRWAY 4 PETER G MURRAY ARENA -026 $10000 BRICKWORK REPOINTING AND CLEANING 5 PETER G MURRAY ARENA -026 $15,000 NATURAL GAS RADIANT HEAT FOR BLEACHERS 6 PETER G MURRAY ARENA -026 $9,000 CONVERT MULTI - PURPOSE RM TO NATURAL GAS 7 PETER G MURRAY ARENA -026 INSTALL NEW COMPRESSOR $50,000 8 HILTON BELYEA ARENA -027 $120,000 ARENA BOARD REPLACEMENT 9 HILTON BELYEA ARENA -027 $140,000 ROOF REPLACEMENT 10 HILTON BELYEA ARENA -027 $50,000 TWO NEW DEHUMIDIFIERS 11 HILTON BELYEA ARENA -027 $17,000 VENTILATION UPGRADES 12 HILTON BELYEA ARENA -027 $12,000 CONVERT HOT WATER TO NATURAL GAS 13 CHARLES GORMAN ARENA -028 $6,000 BRICKWORK REPOINTING AND TREATMENT 14 CHARLES GORMAN ARENA -028 $120,000 ARENA BOARD REPLACEMENT 15 CHARLES GORMAN ARENA -028 $140,000 ROOF REPLACEMRNT 16 CHARLES GORMAN ARENA -028 $17,000 VENTILATION SYSTEM 17 CHARLES GORMAN ARENA - 028 NEW COMPRESSOR $50,000 1B STEWART HURLEY ARENA -030 $120,000 ARENA BOARD REPLACEMENT 19 STEWART HURLEY ARENA -030 18,000 DOMESTIC HOT WATER UPGRADES MISC $175,000 TOTALS: $354,000 $348,000 $152,000 $230,000 t$l,000 GRAND TOTAL: $11259,000 CAPITAL PROJECTS 2007 - 2011 CITY OF SAINT JOHN FACILITY MANAGEMENT DEPARTMENT: LEISURE SERVICES PG 3OF4 Details 2007 2008 2009 2010 201_1 COMMUNITY CENTRES 1 CARLETON COMMUNITY CENTRE -051 REPLACE MARKET PLACE EXTERIOR STAIRS $10,000 2 CARLETON COMMUNITY CENTRE -051 BRICK REPOINTMG $60,000 3 CARLETON COMMUNITY CENTRE -051 BUILDING CODE UPGRADES $50,000 4 CARLETON COMMUNITY CENTRE -051 REPLACE ELEC. BASEBOARD HEAT WITH HOT WAT $$,OOO 5 CARLETON COMMUNITY CENTRE -051 NATURAL GAS CONVERSION $20,000 6 NORTH END COMMUNITY CENTRE -052 REPLACE HEAT PUMPS $60,000 7 NORTH END COMMUNITY CENTRE -052 UPGRADE CONTROL SYSTEMS $7,000 8 FOREST GLEN COMMUNITY CENTRE -053 INSTALL ENERGY MANAGEMENT CONTROL SYSTE $8,000 MISC $30,000 $300000 TOTALS. $17,000 $126,000 $30,000 $50,000 $50,000 I GRAND TOTAL: $273,000 CAPITAL PROJECTS 2007 - 2011 CITY OF SAINT JOHN FACILITY MANAGEMENT DEPARTMENT: LEISURE SERVICES PG 4 OF 4 Details 2007 2008 2009 2010 2011 SPORTSFfELDS 1 FOREST HILLS SPORTSFIELDS- 035 $350,000 LIGHTING & POLE RETROFIT 2 ALLISON GROUNDS -059 $100'000 NEW WASHROOMS & CHANGING ROOMS 3 ALLISON GROUNDS -059 $340,000 NEW BALLFIELD LIGHTS & ELECTRICIAL UPGRADE 4 SHAMROCK PARK -034 $150'000 LIGHTING RETROFIT 5 SHAMROCK PARK -034 $%5,000 NEW LIGHTS FOR SOCCER FIELD 6 SHAMROCK PARK -034 $20,000 CLUBHOUSE EXTERIOR UPGRADES 7 LOWELL STREET SOCCERFIELD -027 $240,000 NEW LIGHTING SYSTEM Mlsc $250,000 $250,000 PARKS 1 DOMINION PARK -037 - $15,000 REPLACE ENTRANCE GATE 2 DOMINION PARK -037 $20000 UPGRADES TO WASHROOMS/ CHANGING ROOMS 3 COMINION PARK .037 $15,000 ROOFING REPLACEMENT 4 KINGS SQUARE BANDSTAND -041 $15,000 ELECTRICIAL AND WATER SERVICES UPGRADE j 5 RKWD PARK INTERPRETATION CENTRE -057 $10,000 PAVE PARKING LOT 5 RKWD PARK INTERPRETATION CENTRE -057 $15,000 VENTILATION SYSTEM UPGRADES 7 RKWD PARK INTERPRETATION CENTRE -057 $15,000 EXTERIOR UPGRADES MISC $20,000 $201000 $zo,000 TOTALS: $745,000 $120,000 $435,000 $370,000 $270,000 GRAND TOTAL: $139403000 CAPITAL PROJECTS 2007 - 2011 CITY OF SAINT JOHN FACILITY MANAGEMENT DEPARTMENT: FIRE DEPARTMENT PG 1 OF 2 Details 2007 2008 2009 2010 2011 STA81- LEINSTER STREET -061 1 UPGRADE ENERGY MANAGEMENT CONTROL SYST $5,000 2 INTERIOR UPGRADE PROGRAM LIVING QUARTERS & ADMINISTRATION AREAS $12,000 3 PARKING LOT RENEWAL $18,000 4 CONNECT OFFICE AREA TO EMCS SYSTEM $7,000 5 INSTALL AC UNIT FOR EMERGENCY MEASURES BOARDROOM AND LIVING QUARTERS $15,000 MISC $20,000 $30,000 STA42 -LOCH LOMOND ROAD -062 1 INTERIOR UPGRADE PROGRAM LIVING QUARTERS & ADMINISTRATION AREAS $15,000 2 CONVERT DOMESTIC HOT WATER HEATERS TO NATURAL GAS $5,000 MISC $10,000 $157000 $15,000 STAN4- COURTENAY AVENUE -063 1 CONVERT BOILER AND RADIANT HEATING SYSTEMS TO NATURAL GAS $40,000 2 INTERIOR UPGRADE PROGRAM. LIVING QUARTERS $25 000 3 ELECTRICIAL UPGRADES $26,000 MISC $15,000 $15,000 STA #6-ADELAIDE STREET. 065 1 INTERIOR UPGRADE PROGRAM LIVING QUARTERS & GENERAL AREAS r $10,000 2 REPLACE ROOFTOP HVAC AND ELECTRIC HEATERS VMTH NATURAL GAS $15,000 _ 3 INSTALL HUMIDFIER SYSTEM $15,000 MISC $15,000 TOTALS: $97,000 $42,000 $64,000 $65,000 $75,000 GRAND TOTAL: $343,000 CAPITAL PROJECTS 2007 - 2011 CITY OF SAINT JOHN FACILITY MANAGEMENT DEPARTMENT: FIRE DEPARTMENT PG 2 OF 2 Details 2007 2008 2009 2010 2011 STA# 6 - KING STREET WEST - 065 1 RENOVATE HOSE DRYER TOWER AND REPLACE $25,000 WITH HOSE DRYERS (MACHINES) 2 BRICK REPOINTING AND FACADE IMPROVEMENTS $20,000 3 DRIVEWAY RENEWAL $6,000 4 REPLACE APPARATUS BAY HEATING $6,000 MISC $60,000 $250,000 STA# 7 - MANCHESTER AVENUE -066 1 INTERIOR UPGRADE PROGRAM $9,000 LIVING QUARTERS 2 PARKING LOT REDESIGN & CONSTRUCTION $65,000 3 REPLACE ROOFTOP HVAC AND ELECTRIC $15,000 HEATERS WITH NATURAL GAS 4 CONVERT DOMESTIC HOT WATER TO NATURAL $10,000 GAS 5 INSTALL HUMIDIFIER SYSTEM GAS $15,000 MISC $15,000 $15,000 STA# 8 - MILUDGE AVENUE - 067 1 INTERIOR UPGRADE PROGRAM $10,000 LIVING QUARTERS 2 FACADE / FRONT ENTRANCE IMPROVEMENTS $25,000 3 W NDOW REPLACEMENT -NORTH SIDE $10,000 4 HVAC/ AIR QUALITY IMPROVEMENTS $40,000 MISC $15,000 TOTALIJ $116,000 $40,000 $61,OD0 $115,000 $2801000 GRAND TOTAL: $611,000 CAPITAL PROJECTS 2007 - 2011 CITY OF SAINT JOHN FACILITY MANAGEMENT DEPARTMENT: MUNICIPAL OPERATIONS Details 2007 2008 2009 2010 2011 CENTRAL - ROTHESAY AVENUE 1 OPERATIONS COMPLEX -072 INSTALL CARD ACCESS SYSTEM FOR DEPOTS $40,000 2 OPERATIONS COMPLEX -072 WINDOW REPLACEMENT $20,000 3 OPERATIONS COMPLEX -072 UPGRADES TO TVAC SYSTEM $60,00.0 4 CENTRAL GARAGE -073 INSTALL VENTILATION SYSTEM $50,000 5 CENTRAL GARAGE -073 EXTEND SPRINKLER SYSTEM PROTECTION $50,000 6 CENTRAL GARAGE -073 FLUSH SPRINKLER SYSTEM $20,000 7 FORMER COAST TIRE SITE NEW BUILDING $400,000 MISC $200,000 $30,000 WEST - FAIRVILLE BLVD. i NEW FACILITY SITE SELECTION 8 DESIGN $2,000,000 $2,000,000 NORTH - BOARS HEAD ROAD 1 UPGRADE RADIANT HEATING SYSTEM $10,000 MISC $30,000 $15,000 $100,000 $100,000 EAST - McALLISTER DRIVE 1 EXTEND GARAGE TWO BAYS $180,000 MISC $15,000 $15,000 TOTALS. $2,190,000 $21440,000 $245,000 $315,000 $145,000 GRAND TOTAL: $5,3351000 CAPITAL PROJECTS 2007 - 2011 CITY OF SAINT JOHN FACILITY MANAGEMENT DEPARTMENT: CORPORATE SERVICES - FLEET Details 2007 2008 2009 2010 2011 CENTRAL - ROTHESAY AVENUE 1 HVAC SYSTEM FOR FLEET OFFICES $25,000 2 INSTALL ENERGY MANAGEMENT CONTROL SYSTEI MAIN GARAGE AREAS $30,000 MISC $30,000 $30,000 $30,000 WEST - FAIRVILLE BLVD. NORTH -BOARS HEAD ROAD EAST - MCALLISTER DRIVE TCTALS $55,000 $0 $30,000 $30,000 $30,000 GRAND TOTAL: $1457000 CAPITAL PROJECTS 2007 - 2011 CITY OF SAINT JOHN FACILITY MANAGEMENT LOCATION 2007 2006 2009 2010 2011 FACILITY MANAGEMENT $580,000 $473,000 $150,00 $1907000 $210,000 LEISURE SERVICES $1,364,000 $641,000 $777, 00 $745,000 $610,000 FIRE DEPARTMENT $247,000 $82,000 25,000 $180,000 $355,000 POLICE DEPARTMENT $0 $0 $0 $0 $0 MUNICIPAL OPERATIONS $2,200,000 $6,440, 0 $245,000 $315,000 $145,000 CORPORATESERVICES -FLEET $55,000 0 $30,000 $30,000 $30,000 TOTALS: $4,4461000 $7,6367000 $1,327,000 $1,460,000 $1,350,000 GRAND TOTAL: $16,2197000 Saint John Parking Commission Commission sur le stationnement de Saint John 11th Floor, City Hall, 11ibme Etage, 116tel de Ville P.O. Box 1971 / C.P. 1971 Saint John, N.B. /N. -B. E21411 Tel / T €I: (506) 658 -2897 Fax/ T616copieur: (506) 649 -7938 E- mail /Courriel: parking@saintjohn.ca Items to consider in the Capital Program for On- Street Parking December 21, 2006 2007 In 2007, we will look at purchasing 6 Pay and Display parking machines at a cost of $16,600 each or $99,600. These machines will be located on Princess Street, Union Street and Prince Edward Street. hr addition, the pay and display parking meters will require new card readers because the bank will be changing their credit card technology to a chip technology and these readers are expected to cost $ 3800 per unit. We have 41 machines at the present time so I am recommending we install the new technology in 21 machines in 2007 at cost of $79,800 and balance in 2008. All new machines will have the updated technology. We will also purchase 100 Parking Meters from the Toronto Parking Authority to replace some of the current meters on the street and for spares or parts in future on the street for a cost of $65.00 each or $6500. (Operating Budget) Estimated Capital Cost in 2007 = Pay and Display parking machines $99,600. + Credit Card change on Pay and Display parking Machines at cost of $79,800 = Total Cost of $ 179,600. 11. In 2008, we will look at purchasing 7 Pay and Display parking machines at a cost of $16,600 per machine or $ 116,200 for Carleton Street and Peel Street. Also we should be looking at replacing the Handheld Ticket Writers (7 -8 Handheld Units plus printers and upgrading the software if required at an estimated cost of $90,000). In addition, the pay and display parking meters will require new card readers because the bank will be changing their credit card technology to a chip technology and these readers are expected to cost $ 3800 per unit. We change the credit card readers on the last two of the machines in 2008 for at cost of $76,000. Estimated Capital Cost in 2008 = Pay and Display parking machines $116,200 plus + Handheld Ticket Writers $ 90,000 + Credit Card change on Pay and Display parking machines at cost of $79,000 = Total Cost of $285,200. 2009 2010 2011 No known Capital costs www.saintjohn.ca Saint John Fire Department Capital Funding Requirements For the Budget Years 2007 -2011 The purpose of this submission is to facilitate the proper planning of the capital funding requirements of the Saint John Fire Department in the areas of facility renewal, facility replacement; and equipment renewal. The first part of this submission pertains to facility renewal and provides 5 -year estimates for work required to make the City's seven Fire Stations workable and livable in compliance with current occupational health and safety standards. The second part of this submission provides 5 -year capital funding estimates for: the two required boat launches; replacement of Fire Station 6; and the development of a new Fire Fighter Training Centre. The third part of this submission provides 5 year capital funding estimates for the replacement of equipment required to ensure the effective and efficient operation of the Fire Department. In summary, the total estimated 5 -year capital funding requirement to ensure the City's existing seven Fire Stations operate with current occupational health and safety standards is $392,000. Over the next five years up to $12,193,860 will be required to develop the new Fire Fighter Training Centre, a new Fire Station 6 and two new rescue boat launch facilities. With the assistance of other levels of governments and community partnerships, the City's capital budget requirements for the proposed training facility could be cut in half. Finally, the estimated 5 -year capital cost to renew or replace aging firefighting equipment (not including fire apparatus) is $1,245,000. The required facility renewal and replacement projects could be funded through the City's capital allowance for Facility Management, to be jointly managed with the Fire Department. This capital budget resides with Buildings and Technical Services and is administered by the Facility Management Division. The only facility renewal capital allocation that could be managed by another department is parking lot renewal and driveway expansion projects. These initiatives should be administered by Municipal Operations as this is one of their areas of expertise. Finally, the capital funding requested for equipment renewal and replacement should be administered directly by the Fire Department. Below is a summary of the estimated 5 -year capital funding requirements for: facility renewal; facility replacement; and equipment replacement. Please keep in mind that the facility replacement estimates do not reflect potential co- funding for the firefighter training centre. Revisions will be made to future budget submissions as co- funding applications and community partnerships are formalized. Fire Department Estimated Capital Requirements - 2007 2007 1008 200 2010 to 2011 2011 Total Facility Renewal $57,000 $94,000 $121,000 $57,000 $63,000 $392,000 Facility Replacement $922,388 $21836,799 $21021,094 $4,0437580 $2,3691000 $12,192,860 Equipment Replacement $193,500 $225,000 $264,500 $348,000 $214,000 $1,245,000 Annual Totals $1,172,888 $31155,799 $21406,594 $4,448,580 $2,646,000 $13,8291860 Saint Join Fire Department 2 November 14, 2006 2007 -2011 Capital funding Requirements The vehicles, equipment, and firefighters of the Saint John Fire Department are housed in seven Fire Stations, each strategically located within the community. These Fire Stations, like any building, require regular upkeep, general maintenance, and refurbishments. While regular upkeep and general maintenance are funded out of the operating budget of the Fire Department, building renovations or "refurbishments" are usually funded from the City's capital budget. During 2006 several improvements were made to our fire service facilities; new overhead doors with electric eye stops were installed on all overhead doors; washroom facilities in Fire Station 6 were upgraded to today's standards; the original floor the in Fire Station 8 was replaced along with washroom refurbishments; and three more Fire Stations were added to the energy management system. In total, the $134,000 was spent on Fire Department related facility improvements during 2006. When not responding to emergency calls, or at training; Fire Fighters spend their time within the living quarters of the station (i.e. kitchen, exercise room, washroom, recreation room, or dormitory). Over the years improvements have been made to the various stations' living and work areas as this is a continual process. Below is a summary of the required facility renewal capital projects for the next five year period. $12,000 Parking lot renewal $26,000 Fire Station 1 Roof $20,000 Overhead door refurbishment $15,000 Renovations- Washroom $12,000 Renovations - Fire Prevention $12,000 Parking lot renewal $26,000 Sub Total $85,000 Fire Station 2 Overhead door refurbishment $ 61000 Renovations - Living Quarters $ 61000 Renovations - Watch desk $ 71000 Parking lot renewal $26,000 Sub Total $45,000 Saint John Fire Department 2007 -2011 Capital Funding Requirements November 14, 2006 Fire Station 4 Roof $ 6,000 Boiler conversion $ 8,000 Overhead door refurbishment $ 600 Renovations - Watch desk $ 7,000 Parking lot renewal (shared) $9,000 Sub Total $36,000 Fire Station 5 Overhead door refurbishment $ 5,000 Renovations - general $9,000 Sub Total $14,000 Fire Station 6 Fagade Improvements $ 6,000 Heater Replacement $ 8,000 Overhead door refurbishment $ 5,000 Renovations - Watch desk $ 4,000 Driveway renewal $6,000 Sub Total $29,000 Fire Station 7 Overhead door refurbishment $ 500 Parking lot and driveway imp. 85 000 Sub Total $9000 Fire Station 8 Roof $22,000 Overhead door refurbishment $15,000 Ventilation upgrades $20,000 Fagade Improvements $18,000 Window replacements $ 41000 Parking lot renewal 14 000 Sub Total $ 93,000 Grand Total - All Fire Stations $392,000 The above list of required fire station improvements is not exhaustive and in fact new issues will arise in later years of this program. A suggested schedule has been prepared for the aforesaid work. This schedule can be slightly modified based upon available funding. Saint Jobe Fire Department 4 November 14, 2006 2007 -2011 Capital Funding Requirements Below is the suggested schedule of facility renewal work by Fire Station. Fire Station Facility Renewal 2007 -2011 2007 2008 2009 2010 2011 Total Fire Station 1 $12,000 $12,000 $26,000 $15,000 $20,000 $85,000 Fire Prevent. Washroom Parking Lot OH Doors Roof Fire Station 2 $7,000 $26,000 $6,000 $6,000 $45,000 Watch Desk Parking Lot OH Doom Living Qtrs Fire Station 4 $8,000 $7,000 $9,000 $6,000 $6,000 $36,000 Bailer Replace. Watch Desk Parking Lot OH Doors Roof Fire Station 5 $5,000 $9,000 $14,000 OH Doors General Fire Station 6 $10,000 $8,000 $6,000 $5,000 $29,000 Fagade/Watch Desk Heater Replace. Driveway OH Doors Fire Station 7 $45,000 $40,000 $5,000 $90,000 Parking Lot Parking Lot OH Doors Fire Station 8 $2000 $22,000 $14,000 $15,000 $22,000 $93,000 Ventilation Windows /facade Parking Lot OH Doors Roof Aunnal Totals $57,000 $94,000 $12110110 $57,000 $63,000 $392,000 Saint John Fire Department 2007 -2011 Capital Funding Requirements November 14, 2006 As referenced in the introduction of this report, the Fire Fighter Training Centre situated in Milledgeville, Fire Station 6 situated in the Lower Westside, and water rescue access to the St. John River and St. John Harbour require replacement. Fire Fighter Training Centre In 2004 Common Council set aside $120,000 to engage a consultant to undertake the site selection and preliminary design work for the new Fire Fighter Training Centre. The process for selecting the consultant was not completed until late 2004. The consultant was engaged early in 2005 and the report was completed mid 2006. A potential site has been identified and preliminary construction estimates have been prepared. At this time, the preliminary estimate for site preparation, site development and building construction is $9.8 million. With funding from other levels of government and community partnership, the actual cost to the City of Saint John should be about half of the aforesaid estimate. Having said that, no funding applications have been submitted to date and no formal requests have been made to potential community support partners. These actions will happen after the business case has been drafted and municipal support for the project confirmed. Therefore, for capital budget planning purposes, the full potential cost of the project has been illustrated herein. For 2007, the Saint John Fire Department must initiate the land acquisition and prepared tender ready design drawing process to facilitate a 2008 construction start. The Fire Department is requesting $757,400 be set aside in 2007 for this purpose. The full $757,400 should be budgeted as co- funding and partnership support will not follow until the construction phase of the project. The construction of a new Fire Fighter Training Centre is the Fire Department's top facility replacement priority. It should be noted that the dollar values provided herein are just estimates generated from preliminary designs. A full business case for the construction and operations of a Fire Fighter Training Centre and related revenues will follow in the New Year. Saint John Fire Department 2007 -2011 Capital Handing Requirements November 14, 2006 Rendering of proposed Fire Fighter Training Facility with industry supplied props Below is a summary of the unreduced future capital funding needs for this project. The priority rating of this work is "high ". Saint Joint Fire Department 7 November 14, 2006 2007 -2011 Capital Funding Requirements 11: -. • 1 .. .11 . • • 1 . 1 II' •. �• .. 1 '11 Saint Joint Fire Department 7 November 14, 2006 2007 -2011 Capital Funding Requirements 2010 Building Development $3,1351000 Erosion Mitigation $71,250 Contingency $385,605 Project Management $235,125 Furnishing - Building $216,600 $4,043,580 2011 Paving $741,000 Landscaping $228,000 $969,000 TOTAL HST included $9,802,860 Fire Station 6 Fire Station 6 is over 90 years old and cannot readily accommodate most modem fire trucks and fire related equipment. The configuration and size of the building are limiting the efficiency and effectiveness of the crews working out of this fire station. At this time, an alternative location has not been identified for Fire Station 6, nor have any construction costs been estimated. A rough estimate to replace fire Station 6 would be about $2 million. This includes a very rough estimate for land assembly and site preparation. The estimated cost to engage a consultant for site selection and architectural design is $180,000. It is proposed that the cost to engage a consultant to undertake site selection, preliminary design and updated cost estimates work form part of the 2007 budget. Land acquisition and site preparation could begin in 2008, with building completion slated for 2011. • The estimated cost of the work is: $180,000 — site selection and design $500,000 — land assembly $1.4 million - construction • The lead Departments to facilitate phase one of this project are the Fire Department along with Buildings and Technical Services. Boat Launch — Woodward Avenue and St. John Harbour For many years the Saint John Fire Department utilized end of Millidge Avenue to launch its water rescue boat. recreational boating has made access to this launch near summer months; the same time frame in which the bulk Saint John Fire Department 8 2007 -2011 Capital Funding Requirements the boat launch at the The popularity of impossible during the of the Department's November 14, 2006 water rescue calls are received. A dedicated launch site is required to facilitate effective and efficient access to the St. John River. A developable site within the Millidgeville Waste Water Treatment Facility compound has been identified. The estimated cost of the work is $145,000. This includes engineering design. The above initiative does not address the lack of a launch site in the St. John Harbour. The original launch site was displaced by the Harbour Passage project and has not yet been renewed. The estimate capital cost to replace the harbour launch site is $165,000. Due to critical response time needs, this project is the Fire Department's number two facility replacement priority. The estimated cost of the both projects is $310,000. The lead Departments to facilitate the project are the Fire Department along with Facility Management and Municipal Operations. The priority rating of this work is "high ". Summary of capital funding requirements Fire Department Facility Replacement 2007 -2011 Fire Station 6 Site Selection and Design $180,000 2008 Land Assembly $500,000 2009 Construction $17400,000 2010 -11 Fire Fighter Site Selection and Design Completed 2004/05 Training Centre Land Acq. and Tender Design $757,388 2007 Site Preparation $2,656,799 2008 Prop Field Development $1,376,094 2009 Building Construction $4,043,580 2010 Paving/Landscaping $969,000 2011 Boat Launch St. John Harbour $165,000 2007 St. John River $145,000 2009 Total $12,192,860 Saint John Fire Department 2007 -2011 Capital Fanding Requirements November 14, 2006 Hoses, nozzles, pike poles, chain saws, and axes are what come to mind when one thinks of the equipment used by Fire Fighters. But there is a lot more (non- apparatus) equipment being used than what readily comes to mind. There is auto extraction tools such as the "Jaws of Life "; breathing air compressors that fill the Self Container Breathing Apparatus (SCBA) worn by Fire Fighters; and boats used in ice and water rescues, to just name a few. Where the Fire Department funds the replacement of most equipment from its annual operating budget, it cannot fund the larger items such as the "jaws for life" or a new air compressor. These items have a relatively life and come with a large price tag. Capital funding support is needed for these occasional purchases. Last year, the Saint John Fire Department submitted a two year capital funding program to replace aged equipment as well as acquire much needed new equipment. The total value of the two year proposal (in 2005 dollars) was 233,000. For 2006, the Saint John Fire Department received $100,000 for its equipment renewal program. The capital funds were spent as follows: Bunker Gear Replacement (9 sets) $20,535 Confined Space Rescue Equipment $20,415 PosiChek3 — SCBA test bench $17,695 Thermal Imaging Cameras (3 units) $41,355 For the 2007 -2011 capital budget periods, the Saint John Fire Department wants to continue its equipment renewal program as outlined below: Fire Suppression Thermal Imaging Cameras $ 85,000 Bunker Gear Replacement $3759000 SCBA Packs $125,000 Air Compressor for SCBA $ 65,000 Ground Ladders 38,00 Sub Total $688,000 Wild land Firefighting Gator (ATV), equipped $ 40,000 Nomex Coveralls — replacement $45,000 Sub Total $ 85,000 SaintJohn Fire Department 10 2007 -2011 Capital Funding Requirements November 14, 2006 Auto Extrication Jaws of Life $ 58,000 Related Tools 16 000 Sub Total $ 74,000 Hazardous Materials Response Specialized Gas Detection $ 65,000 Decontamination Shelter 15 000 Sub Total $ 80,000 Ice / Water Rescue Ice Boat and related supplies $ 15,000 High Angel and Confine Space Rescue (Technical Rescue) Ropes and Harnesses $ 8,000 Remote Air Delivery System $18,000 Sub Total $ 26,000 EMS Call Response Air (Oz) Bottles $ 12,000 Decontamination equipment 3$ 8,000 Sub Total $ 50,000 Communications Radios - General $1809000 Radios - Hazmat add -on $ 20,000 Chargers and Analyzers $ 15,000 Batteries 12,000 Sub Total $2279000 Grand Total 1445,000 Below is a summary of the estimated annual cost to facilitate the equipment replacement program. Fire Department Equipment Replacement 2007 -2011 2007 2008 2009 2010 2011 Totals Fire Suppression Thermal Imaging Cameras $20,000 $20,000 $27,000 $18,000 $85,000 Bunker Gear Replacement $75,000 $75,000 $75,000 $75,000 $75,000 $375,000 SCBA $27,500 $22,000 $27,500 $247000 $2000 $125,000 Air Compressor for SCBA $65,000 $65,000 Ground Ladders $25,000 $6,000 $7,000 $38,000 Sub Total $147,500 $123,000 $136,500 $182,000 $99,000 Wildland Fire Suppression Saint John Fire Department 11 2007 -2011 Capital FundingRequiremenls November 14, 2006 Gator (ATV), equipped $40,000 1 $40,000 Nomex Coveralls - replace. $25,000 $20,000 $45,000 Sub Total $40.000 $25.000 $2n.nnn Auto Extrication Jaws of Life Related tools Sub Total HazMat Response Gas Detection $25,000 $15,000 Decontamination Shelter $15,000 Sub Total $25.000 $30.000 Ice / Water Rescue Ice Boat $15,000 Technical Rescue Ropes and Harnesses $8,000 Remote Air Delivery System $18,000 Sub Total $26.000 EMS Call Response Air (02) Bottles $6,000 Decontamination equipment Sub Total $6.000 Communications Radios - General Radios - Hazmat add -on Chargers and Analyzers Batteries Sub Total $58,000 $10,000 $15,000 $90,000 $90A0 $20,000 $15,000 Annual Totals $193,500 '$225,000 $264,500 $348,000 $214,000 $58,000 $16,000 $65,000 $15,000 $15,000 $8,000 $18,000 $12,000 $38,000 $180,000 $20,000 $15,000 $12,000 The above schedule of equipment purchases represents the Fire Department's preferred purchase program. A few of the above noted required purchases can be arranged within the 5 year plan to balance annual funding requirements. Saint John Fire Department 12 Nouetnber 14, 2006 2007 -2011 Capital Rtnding Requirentents Below is a summary of the Fire Department's estimated annual capital funding needs for: facility renewal; facility replacement; and equipment replacement. Please keep in mind that the facility replacement estimates do not reflect potential co- funding for the Fire Fighter Training Centre. Revisions will be made to future budget submissions as co- funding applications and community partnerships are formalized. Fire Department Estimated Capital Requirements - 2007 2007 2008 2W9 2010 to 2011 2011 Total Facility Renewal $57,000 $94,000 $121,000 $57,000 $63,000 $392,000 Facility Replacement $922,388 $2,836,799 $2,021,094 $4,043,580 $2,3691000 $12,1921860 Equipment Replacement $193,500 $225,000 $264,500 $3487000 $214,000 $1,245,000 Annual Totals $1,172,888 $31155,799 $2,406,594 $4,448;580 $2,646,4100 $13,829,860 Saint John Fire Departinent 13 November 14, 2006 2007 -2011 Capital Funding Requirements SAINT JOHN POLICE FORCE 2007 Capital Expenditures CompStat Program 2007 2. Speedshift Scheduling Software Upgrade 557000 ( Upgrade to In Time Enterprise Version) $ 115,000 Yeomans,Greg From: Corscadden, Marven Sent: Monday, December 11, 2006 1:51 PM To: Yeomans,Greg Subject: Capital Budget Submission for 2007 Importance: High Attachments: 2007 - Dec 4, 2006- Capital Budget Requests.xls Good Afternoon Greg, The Force is going through a Business Plan exercise that will identify a number of key initiatives that will have Capital Budget Implications. The final version of the Business Plan will likely not be available until May /June 2007, so we are not in a position to prepare our 5 -year Capital Budget program. However, in addition to the new facility, we have two priority items identified for 2007 that we want to submit for the 2007 Capital Expenditure program. The attached worksheet contains both items. • The CompStat program is an analytical tool required for crime analysis and crime mapping that is a must for us in 2007. • The Speedshift Upgrade will allow us to utilize this powerful resource scheduling tool for operations as a front -end loading mechanism to our HTE payroll system. There is an interface that provides one stop shopping when exception reporting is recorded by our managers and supervisors. The other piece of the upgrade is a new Skills Inventory module that allows us to record and track training for all employees which is critical with respect to re- certification and other key dates. If you have any questions or require any additional information, I do have the proposals to support these high priority items. Marven 1 M07 - Dec 4, 2006 - Capital Bu... Saint John Trade and Convention Centre Capital Budget 2007-2011 Prepared October 27,2006 2007 Items Description Quantity Unit Price Total Kitchen Soup Kettle 2 100LRS N Gas 1 $30,500 Burgundy banquet chairs 400 $150.00 $60,000 5 -Foot by 6 -Foot, ovals Tables 5 $656.00 $35280 4- Foot Tables 5 $460.00 $27300 18 Inch Tables —10 Mighty Lights 10 $6,560 6 — Foot Tables —10 Mighty Lights 10 $550 $5,500 8 — Foot Tables — 10 Mighty Li hts 10 $560 $5,600 Podiums 3 $500 $1,500 Office Furniture $21,400 Office Reconstruction $125500 Dance Floor— 10' X 10' $10,800 Cocktail Tables 8 $489 $33900 Lift Truck $8,500 Delphi Banquet booking computer system $10,600 Rational Oven $817000 Chafing dishes and plates Small wares $10,500 Small kitchen items $1000 Plate mates 6 $12,500 Bun racks 8 $3,200 Bur mixer 1 $13500 Auto slice 1 $6,500 Turbo Auto oven 1 $9,500 Grand Total $317,640 2008 Items Description Quantity Unit Price Total Dishwasher and water booster $95,000 Great Hall Divider wall $95,000 New convection oven Front Doors into trade center $505000 New ceilings, Spencer's 123 Fire doors Foyer, hall $149800 Tray stands 50 $4,250 New easels 10 $1,600 Oval tables 12 $7,872 6 x 6 tables round 10 $5,500 18 inch tables —12 Mighty Lights 12 $510 $63120 8 -foot tables — 5 Mighty Lights 5 $560 $2,800 Cocktail tables 4 $489 $1,956 Small kitchen items Table covers $15,000 Grand Total Small kitchen items $299,898 2009 Items Description Quantity Unit Price Total Great Hall ceiling $95,000 Ceiling and lights in board room $85500 Front Doors into trade center $85000 Fire doors Foyer, hall $4,500 Fire doors loading dock $2,500 Fire doors kitchen $8,500 Sound system reat hall $25,000 Extra front lobby furniture $8,000 Lounge chairs 30 $241.85 $7,255 Lounge style couch $1650.00 3 $1,650 $4,950 New pipe and drape $4,200 Table covers $3,600 Small kitchen items $81000 Grand Total $188,000 2010 Items Description Quantity Unit Price Total Heat carts 3 $41,000 Fire hatches TCC great hall $2000 Carpet Great Hall $26.95 Y $185,000 6 x 6 rounds 10 $57500 4 foot tables 5 $2,300 18 inch tables - 10 mighty lights 10 $5,100 6 foot tables - 20 mighty li hts 20 $11000 8 foot tables - 20 mighty lights 20 $11,200 Cocktail tables 4 $1,956 Platform risers 4 x 8 x 1_foot -hi h 25 $77500 Lou n e chairs 10 $2,410 Burgundy banquet chairs 100 $15,000 Grand Total $289,966 2011 Items Description Quantity Unit Price Total Great Hall, Meeting Rooms * New Wallpaper & Paint $225,000 * New Wine Walk -in $21,000 Small Kitchen Items $15,000 TCC Kitchen Replace Plumbing $5000 * Main traps under floors _ Grand Total $3115000 Total 5 Years $317,640 $299,898 $188,000 $289,966 $311,000 GRAND TOTAL — $174063504 99 Station Street Saint john New Bnmswick Canada E21, 4X4 Tel(506)632 -6103 Fax (506) 632 -6121 ]:mail mailQhadxnicstation.nb.ri wwv✓.}cuhoursLation.�b.ca Wednesday, September 27, 2006 Greg Yeomans COMMISSIONER OF FINANCE City of Saint John P.O. Box 1971 — 9th Flr. Saint John, NB E21- 41-1 Dear Greg: RE: 2007 - OPERATING BUDGET AND CAPITAL RE UESTS Please find attached the 2007 - Operating Budget and Capital Requests for Harbour Station. Greg, we have also forwarded copies of the 2007 Operating Budget to the Regional Facilities Commission. Please do not hesitate to contact me if you have any questions. Yours sincerely, RBOUR STATION II� ichael Caddell General Manager ATTACHMENT: (2007) OPERATING BUDGET AND CAPITAL REQUESTS MC /jb The Entertainment Centre ofAtlantic Canada 99 Station Street Saint John New Brunswick Canada E2L 4X4 Tel (506) 632 -6103 Fax (506) 632 -6121 Email mall @harbourn non.nb.m , .hmbou rion.nb." 46PM Harbour Station December 4, 2006 Greg Yeomans Commissioner of Finance City of Saint John P.O. Box 1971— 9a' Fir, Saint John, NB E21L 4L1 Dear Greg: 506 632 6121 No. 0215 P. 1 Thanks for meeting with me last week to discuss Harbour Station's Operating and Capital budgets in greater detail. Due to the following projects, 1. Phone System 2. Fall Arrest System 3. Photocopier 4, Sound System S. Computer /Software $25,000 $40,000 $25,000 $ 7,500 $ 8,500 Our Capital Fund will be In the red by approximately $100,000 for 2006. Enclosed is a pro forma /payback on the Aliant project for your discussions with the Regional Facilities Commission. Greg, also as discussed, based on the estimates for Harbour Station Capital Expenditures we anticipate needing $150,000 per year for the next five years. Please note, the foregoing are estimates only and are based on anticipated life -spans of stationery equipment within the facility. Thanks for your ongoing support of the facility, MC:IM Enc, Caddell Manager The Entertainment Centre of Atlantic Canada V �/ 2007 Capital Budget - Harbour Station 1. Company Truck - $25,000. In 1993 we purchased a used Ford —F150 which needs to be replaced. POS System (Point of Sale Cn n) 0,000 We are still using the original Tangent POS system that was purchased in 1993; and is running off a 386 computer. Our IT Company has kept it up and running but parts are now non - existent. With the addition of (13) Executive Boxes a replacement system is well over due. 3. Clarin Chairs (approx. 300) - $22,000 These chairs will replace row 11 (on the concourse). 4. Ice Covering - $108,000: The homosote board (ice decking) that we presently use, was partially inherited from the LBR and due to the age it creates a health hazard and is constantly curling. 5. Scoreboard Software Upgrade - $58,000. Again, presently running off a 386 computer and have great difficulty operating the board over the last two years. A new scoreboard with video would cost approximately $850,000. 6. Sound System - $200,000 Discussions are ongoing with RDC with the Provincial government to assist in funding for a new sound system. We have requested $120,000 from the Province and the Saint John Sea Dogs have agreed to fund $50,000 towards this project. Total Capital Budget Request - $5234000. The facility opened in 1993 and 2006 was the first year that the building requested capital funds. The first twelve years of operation any capital projects were funded by our ticket surcharge. The City of Saint John in 2006 purchased a new Zambom and Stage for approximately $240,000. Submitted by: Michael Caddell, General Manager Dec. 5. 2006 3:46PM Harbour Station 506 632 6 12 1 No. 0215 P. 2 Year 2 Year 3 Year 4 Year 5 ITIAL INVESTMENT Mitel SX200•ICP, config, instaLL, training $ 22,693 Network Access Service Charges $ 1,850 itai Initial Investment $ 24,543 DST SAVINGS urrent Charges to be Eliminated Centrex Charges (access lines, sets, etc,) $ 285984 S 28,984 S 28,984 S 28,984 $ 28,984 Estimated MACD Monthly Charges $ 1,200 $ 17200 $ 1,200 $ 11200 $ 11200 Average Monthly Voice Mail Usage Charges $ 1,288 $ 1,288 $ 1,288 $ 1,288 $ 10288 ass New Recurring Charges Maintenance $ 31428 $ 3,428 $ 37428 $ 31428 Network Access Recurring $ 13,051 $ 13,051 $ 13,051 $ 137051 $ 13,051 *At Annual Savings $ 18,422 $ 14,994 $ 14,994 $ 140994 $ 14,994 rtal Savings Over 5 Years $ 78,398 Canada Games Your Aquatic Centre V" CAPITAL EXPENDITURES Provisional Statement: These capital expenditures are based on the operation and management of the Canada Games Aquatic Centre being conducted as it currently exists. The Commission wishes to inform the Greater Saint John Regional Facilities Commission that they are not requesting capital funding for the YM/YWCA. The Connnission also realizes that the funding of capital requested from the City of Saint John will be based on the establishment of a contract which will produce a capital definition between the Aquatic Centre Commission, the YM /YWCA and the City of Saint John. 2007 RATIONALE COST FUNDING SOURCE Replace Soffits _ As recommended in ADI report $5 000 City Re-point Brick As recommended in ADI report $10,000 City Re lace Bulkhead PVC As recommended in AD] re off— $60,000 City Replace 2 Fischer Valves As recommended in ADI report $10,000_ City Replace Air Refrigerated Dryer for As recommended in ADI report $5,500 City HVAC Replace Sand Filters As recommended in Am report- $15,000 City FRX Defibrillator Safet e ui ment. $7,000 city Competitive Timing Systems Provides up -to -date equipment in $7,500 City timing of competitive events. Replace Carpets Carpets worn, no longer aesthetically $10,000 City appropriate. Total City of Saint John Capital Expenditures 2007 $130,000 Fitness Centre Equipment: Continued investment in quality $455000 GSJRFC 3 Treadmilts cardiovascular and weight training 3 Cybex Training Machines equipment is essential in today's competitive market. Major Pool Toy To proved variety and maintain $6,000 GSJRFC customer satisfaction. Diving Bubbler Training tool used in learning to dive $107000 GSJRFC _ programs, Heating Ventilation & Air Completion of loan payments $15,000 GSJRFC Conditioning Payments Total Regional Facilities Ca ital Expenditures 2007 $76,000 2007 TOTAL $206,000 II' Caulk All Windows & Doors Replace 2 Exhaust Fans Replace Heating Coils in HVP Units Retrofit of Fire Alarm System_ Visual Strobe Signal Alarm Multi- Purpose Room Flooring I Clean HVAC Ductwork COST FUNDING SOURCE As recommended in ADI report $127000 City As recommended in ADI report $10,000 city As recommended in ADI report $392000 City As recommended in ADI report $30,000 City As recommended in ADI report $123500 City Original flooring has severe gouges and requires replacement in order to maintain fitness programming. $40,000 City To maintain air quality. $175000 City Clean unit substation panels and motor $ 6,000 City control centers. s Elevator Controls Ass ecified in ADI report. .g Exterior Upgrades Asspecified in ADI report. $ 5 Total City of Saint John- Capital Expenditures 2008CTota12008 $11 2009 RATIONALE COST FUNDING SOURCE Metal Roof Installed As recommended in ADI re ort $180,000 Cif__ Re lace Car Interior (Elevator) As recommended in ADI report $21,000 City Re lace Elevator Controls As recommended in ADI report $14,000 Cit Replace Public Announcement As recommended in ADI report $40,000 City S stem Paint Exposed Ceiling Ass ecified in ADI report. $ 8,000 City To urt John Capital Expenditures 2_009 $263,000 Fitness Centre Equipment Continued investment in quality $25,000 GSJRFC cardiovascular and weight training equipment is essential in today's competitive market. Major Pool Toy To provide variety and maintain $87000 GSJRFC customer satisfaction. Total 2009 TOTAL: ( $29 10 Saint John Free Public Library Summary 2007 LIBRARY OPERATING BUDGET PROPOSAL 1. Fixed Assets $ 11,927.98 2. Operating Expenses 182,518.90 3. Rentals 174,833.66 Total: $ 3695280.54 4. Capital submission — Renovations $ 51,71.5.00 2008 LIBRARY OPERATING BUDGET PROPOSAL 1. Fixed Assets 2, Operating Expenses 3. Rentals Total: 4. Capital submission Please note - West B will be required with $ 123766.02 187,995.00 179,679.33 $ 3807440.35 - Renovations $ 53,499.17 anch lease expires on March 31, 2008. New lease negotiations the potential for an increase in rental costs. 2009 LIBRARY OPERATING BUDGET PROPOSAL 1. Fixed Assets $ 153680.90 2. Operating Expenses 193,634.87 3, Rentals 182 539.42 Total: $ 391,855.19 4. Capital submission — Renovations $ 55,102.33 Saint John Free Public Library 2007 OPERATING BUDGET PROPOSAL 1. Fixed Assets 2. Operating Expenses 3. Rentals Total: $11,927.98 182,518.90 174,833.66 $369,280.54 4. Capital Submission - Renovations 51.715.00 Leisure Services 5 Year Capital Plan Total 5 year projected program $2,1781000.00 as of October 6, 2006 �J �O N Q O Z N M E Z O� UN J W J W N �p Z O 00 UN _L6 J W UZ z' 0 U Z O 2 7 0 U 8.2 t Referring to a submitted report, Jason Mac Association and Constable Jim Fleming of with an overview of the vision of the Saint outlining how it will help the True Growth Iz investment in Saint John. Commenting wi explained that the sport is challenging and Fleming stressed the need for a proper, sa municipalities in New Brunswick and Nova reviewed the projected construction costs; presentation requesting Council to pass a the 2007 Capital budget as conditional fun Fundy Skatepark Association raising the b Discussion followed with Mr. MacLean re out that Council is not permitted to make law. Councillor Chase suggested that G could be funded from the potential reven and the project be completed during the Discussion continued with Councillors $265,000. in the 2007 Capital budget. On motion of Councillor Seconded by Councillor Procedural By -law, the rules of the by -la Respecting the Procedures of the Comr suspended for the issue concerning the Question being taken, the On motion of Councillor Seconded by Councillor Skatepark Association for an allocation Budget as conditional funding of the Sk Association raising the balance through deliberations. Responding to a question raised by Cc potential revenue from building permits make this commitment at the present ti Ferguson proposing an amendment to Councillor Ferguson proposed an amei Councillor Farren that the 2007 Capital and this funding be dependant on the through other sources. Mayor McFarlane expressed concern Manager first to verify if the funding is Lean, Chair of the Fundy Skatepark the Saint John Police Force provided Council John Skatepark, through a video presentation trategy attract and retain people, ideas and h regard to the benefits to kids, Mr. MacLean promotes healthy active lifestyles. Constable fe location. Referring to what other Scotia have been doing, Mr. MacLean and sources of funding. He concluded the notion in support of allocating $265,000. in ling of the Skatepark, dependant on the (lance through other sources. ionding to questions. Councillor Titus pointed motion at this time, as per the Procedural By- ncil commit $465,000. for the project which from building permits for the LNG project, mmer of 2006. in support of the proposed allocation of )LVED that as per Article 3,5 of the entitled "By -law Number M -5 a By -law n Council of The City of Saint John" be ;atepark. was carried. VIED that the request of the Fundy 65,000. be referred to the 2007 Capital rk, dependant on the Fundy Skatepar sources, be referred to budget illor Chase earlier, with regard to using the this project, Mr. Totten advised he could not Discussion followed with Councillor motion. to the motion, which was seconded by include the $265,000. for the Skatepark, a epar ssocia ion raising the balance this issue was not being reviewed by the City Question being taken, the amendment to the motion was carried, with Mayor McFarlane and Councillor Titus voting "nay ". Question being taken, the main motion was as amended carried, with Councillor Titus voting "nay ". J Q z f 0 0 U J � W p o ZN Z OZ U� U W Z J D� 0 c UCo ZN 0 co co X Z mU� �J �O N Q O Z N M E Z O� UN J W J W N �p Z O 00 UN _L6 J W UZ z' 0 U Z O 2 7 0 U 8.2 t Referring to a submitted report, Jason Mac Association and Constable Jim Fleming of with an overview of the vision of the Saint outlining how it will help the True Growth Iz investment in Saint John. Commenting wi explained that the sport is challenging and Fleming stressed the need for a proper, sa municipalities in New Brunswick and Nova reviewed the projected construction costs; presentation requesting Council to pass a the 2007 Capital budget as conditional fun Fundy Skatepark Association raising the b Discussion followed with Mr. MacLean re out that Council is not permitted to make law. Councillor Chase suggested that G could be funded from the potential reven and the project be completed during the Discussion continued with Councillors $265,000. in the 2007 Capital budget. On motion of Councillor Seconded by Councillor Procedural By -law, the rules of the by -la Respecting the Procedures of the Comr suspended for the issue concerning the Question being taken, the On motion of Councillor Seconded by Councillor Skatepark Association for an allocation Budget as conditional funding of the Sk Association raising the balance through deliberations. Responding to a question raised by Cc potential revenue from building permits make this commitment at the present ti Ferguson proposing an amendment to Councillor Ferguson proposed an amei Councillor Farren that the 2007 Capital and this funding be dependant on the through other sources. Mayor McFarlane expressed concern Manager first to verify if the funding is Lean, Chair of the Fundy Skatepark the Saint John Police Force provided Council John Skatepark, through a video presentation trategy attract and retain people, ideas and h regard to the benefits to kids, Mr. MacLean promotes healthy active lifestyles. Constable fe location. Referring to what other Scotia have been doing, Mr. MacLean and sources of funding. He concluded the notion in support of allocating $265,000. in ling of the Skatepark, dependant on the (lance through other sources. ionding to questions. Councillor Titus pointed motion at this time, as per the Procedural By- ncil commit $465,000. for the project which from building permits for the LNG project, mmer of 2006. in support of the proposed allocation of )LVED that as per Article 3,5 of the entitled "By -law Number M -5 a By -law n Council of The City of Saint John" be ;atepark. was carried. VIED that the request of the Fundy 65,000. be referred to the 2007 Capital rk, dependant on the Fundy Skatepar sources, be referred to budget illor Chase earlier, with regard to using the this project, Mr. Totten advised he could not Discussion followed with Councillor motion. to the motion, which was seconded by include the $265,000. for the Skatepark, a epar ssocia ion raising the balance this issue was not being reviewed by the City Question being taken, the amendment to the motion was carried, with Mayor McFarlane and Councillor Titus voting "nay ". Question being taken, the main motion was as amended carried, with Councillor Titus voting "nay ". Information Systems and Support Capital Budget - 2007- 2011 Information Technology Version 2.0 October 13,2006 Component 2007 2008 2009 2010 2011 TOTALS 1.0 Network 371,600 183,900 132,200 20,0001 31,000 974,000 2.0 AS400 60,000 220,000 20,000 95,000 20,000 300,000 3.0 Desktops/Laptops 293,800 606,300 496,500 255,800 293,800 1,396,600 4.0 Applications 82,500 25,000 25,000 5,000 5,000 132,500 5.0 Data Administration 215,000 140,000 20,000 20,000 20,000 375,000 6.0 General 115,000 70,000 100,000 50,000 70,000 285,000 7.0 Printers 35,000 47,500 47,500 47,500 47,500 130,000 8.0 Wireless Communications 450,000 400,000 250,000 200,000 200,000 1,100,000 -11.Q _ 454065800 Totals ;9.. „:;. City of Saint John Confidential 10/30/2006 Page 1 Information Systems and Support Capital Budget .2007- 2011 Information Technology Version 2.0 October 13,2006 City of Saint John Confidential 10/13/2006 Page 1 Component 2007 2008 2009 2010 2011 TOTALS Comments 1.0 Network 371600 183,9001 132,200 20,000 31,000 974,000 2.0 AS400 60,000 220,000 20,000 95,000 20,000 300.000 3.0 DesktopslLa to s 293,800 606,300 496,500 255,800 293,800 1,396,600 4.0 Applications 82,500 25,000 25,000 5,000 5,000 132500 5.0 Data Administration 215,000 140,D00 20,000 20,000 20,000 375,000 6.0 General 115,000 70,000 100,000 50,000 7D,000 285,000 TA Printers 35,000 47,500 47,500 47,500 47,500 130,000 8.0 Wireless Communications 450,000 400,000 250,000 200,000 200,OOD 1,100,000 Totals 4,dOfi,800 City of Saint John Confidential 10/13/2006 Page 1 Information strum, and support Capital Slued Projections - 2007 to mil Newmark Prepared by RIIITOdd 1 Oil X2006 Page 1 Details 2006 2007 2008 2009 1 2010 2011 Tout means 1.0 -Siemens CSJS01- Fie, Print W INS, NOS server 20000 zo,WC Complete GSJ305- Intranet at Server 6,000 6,000 Purchased In 2004. million In Owe_ CSJ506 -HTE and DMS bred 6.000 1f WC CCm Iele, Replece ln2efl CSJ507- OWmk 0006 Awess (OWA) T, 000 7, OW Replace In 2006 OSJSOe -GIS Server I51Hq 15.000 5m) JS WC Re Iaw Sarver In mrB CSmm -EPO Si- 6,000 6.000 18, WO Re leas Server, 2009 CSJS10 -Alive Cimolor llntranel 10.000 1D, OOO Pumhaeed N 20C9. W BI It Oe ldNO br AD PrO eC1. Re Iace In 2011 CSd911 -Nie llrle LNe 6"000 loom Pumhaaed m 2009. Re IoW In 2007. CSJ5121ntrei 6arvsr- General (Uleir loom Purchasodln 2008. Re lace in LOW. CSJ613- NedWe Tag 1.010 Ni 112004. Replece In 2(08_ CSJS16 SOL Seder CHRIS, etc) 20.000 m 26,000 PUrchefx1 Demmher 2004. Reflect, late 2006 OSJ017 -6ES Server 0,000 initiation Janua ZWS Olell OommOn Clerk- Eledro Docunanl Mena emeat (NEW 20,000 20,m) rate Janua 2005 Cf3jOR dfO,,,rdNProect 20000 20.0001 nsidledlnurna 2005 AD20 5000 Re lea ADp1 5000 Re [are c5J021- WeminR Server a Installed m feet 2005 PF51 -Flee Print In Ven01 iCreate) 15,000 Replace In mile Pdm - Peda- Penormance Impart and InIr sQL Carver 15000 10,000 25,000 Replace Server, form PF54 -Mass e aSWiRh 0Installed In 0e om, PFI55 -Will M PFS2C.NaNdw -0unInSae (NEW) 18.000 0 16NO Invented In Sept 2006 GAD Chma, going to Navldne in 2004 originally line for 2W6 PFS?7- intmphaoe HP Pm0ant 5orver) 2,000 07,000 PF329- SOL Server Tor AO PIOeOt 1ZmU 20,000 92000 Funds for SOL 2005 end Clusterin PFS99- Police Inva,tieelion _00 20,000 New servo TOrinveetla"' eumobes POdrdj 1-L0 a elmeraerver O Insists, In Milliner 2005 6JF0001- Devon Server- Flre 0 Lwel Server Used b e eor a Sucpenan Temllnal6arver Fre ees) 30000 Not JOIN E -meilopen niter lnew) 15000 15000 [Securry Monitoring Si 15090 10,000 26000 Nee, Server 112006 Allawerm lUru @des 10,000 IOom 10.000 10,000 40000 WIpmtece hardwere In food 0 0 u loY . 160,000 5400o 137,000 Title 5,000 is vUU 443,000 20 SwitcM1esrRODUrzlFirewalla Prepared by RIIITOdd 1 Oil X2006 Page 1 Information systems and support Capital Budget Projections - 2D0) to 2011 Neromer Prema NbyBull 10/112005 Page coal 2006 100) 2009 2008 2010 2011 Tofa/ Swl $WI¢dher, M1¢a general 0 Location .goomp - Oescription CH12 -1 -Cisco 2950 2,000 2000 , POE for the closets CH14 -1 " Clyde 295G 1,000 1,OW POE farina dwast, CHI 1 -2 -Cisco 2950 3,000 3 000 POE for the 0lase6 OH10 -2 Cisco 2950 3,No - 3, 000 POE for the reduce G119 -fi -GSw 0050 Fl== 60 ON POE VOIP altio"01 backbone CH9- 2- Clad,R)(515e Flrewells 14000 15 ON POE for the closets CH9- I -Cisco 29502000 2,000 2,000 POE for the dot CHB -2 -(Fief t 950 3,000 9,000 POEfortne dreads CHI -2 -Cisco eted 3 000 3000 E 22 forth,,weld CH6- 3- CI9w295C 2,000 3060 SOW OE Pfor the closets CH5- 2 -Clam 295C 30001 1 3,000 POE for the cbWts Cho 2 -Cisco PIX5Sc NEW 2D can in NO New,, 2f104. Fund- 2- Cede 2950 1,000 2,000 edge POCNrthedosee Es1- m1el510T C Complete FS1 PWIAMOT 100o IJMp compete 782 -Imel 3 Port 1 Or 00 S"tch 1000 1000 Re1eo901n 20oo. FS4/PSE (es' 2950 2,000 2 No POE Ess - Claw 2956 installed 1 r ago 6 F56- mtel 6 Pon 1on 00 yor 1,WO 40Ncomplete F 5)IPSW 'C ISC O2950 OROacwo In 2005 FGe -Did to Med eW wlln nh,r ire,am[ver 2,000 —' 20N ROlace0 in 2000. PS6 Trading -Om 10 Meg nob vin fiber IrelmwNar 2, WC 2 O Repl¢oetl a 2000. RA 7 Cisco SAO- 1,000 ),000 6,qq neutrino 2002.- Add SWltcn In 2Cfb Works West -I- Intel 510 T 10(100 Sweet 1000 1 N Reduced In 2000 . Chy Transit - f - Intel 510 T 101100 SNfch 1,000 1, 000 Replaced In 2000. WorksEast -1 - Intel 510 T 1W1005W0oh 1,000 1 oW Re ltrode 2000. Works star -I - Intel e510 SNlcn 1000 1, ON Replaced in 20X. AccessPar" - I - IOta1510T 10100 S"Sh 1 o0o 1CW R¢ious, 2000. PON.1 -Cisco 2950 0 Re (aced In 2003 CH9- 2 -(8sw 2950 ROarequired 2,000 2oW Total Switche Plrewall 18.000 109.000 2.000 3t X0 0 0 1 00 RoNers SIb Flwr -CISCO 2500 (3) 0 9or floor and Fire Station 1 -CAC tllapetcn (ae0undencyl (OepenOS on NGACR d fEenovaligta PSCC) Prema NbyBull 10/112005 Page Informal sy5rems and suspect Capital Budget Projections 2001 to 2011 Nebi Petered by 3dITo0a 1 W132006 Page Dil 3006 241 208 2009 2010 3011 Total Total Routers 0 0 0 0 a $111,timal Switch", 18,000 106.000 2,0001 21 o0o a 0 141.000 3.0 Data Links Kernel Ave eider North Fire Station AdelaiOe Shee[ Fallen Sari Station 4 Pollen Wall SallcnT Fire Station 2 FIre5W1ion5 Fire Sailon6 0 FimSalian re Training Ware mean soon Eea Works V. easVOly Turner Illd gedlle Wartewely Tmaimenl Plant @rprGeilan Center Noll End OOmmunii Center Some er Comi Center Hasse CrcPk Treatment Plant Menn Creek Treatment Plant Communit Podding East Forest His Parkland Reo. Fail Clan CommunfN Center Lancaster Wastev.rman Treannenl Pant Spi Lake Water Treatment Plant Communut, Policing Well Cards, Cornin", Canter _ Rotnese Avenue- CeNGUartl 9bear Latimer LSka muax mlormaJon death MaM1m3 u Od m By Hatchery CII Mall aFloor lFse Wnefl nal re ualc Cenhe Petered by 3dITo0a 1 W132006 Page mm.m.unn Symms and snppnrt Capital Burger PmjecPOne- 200710 2011 Network Prepm,kiby B➢ITOdd 101132006 Page Dedmis 3W6 2007 2008 ]W9 2010 3011 Total I Comments WirelessLink -Orems 0 NoNnOarex ermhure recu0a0 c,,I,ng,ncy 5000 500[0 5000 5,D00 S,WO 5,000 30,000 ata Links 5,000 5 ocal 5.0001 5 000 mowo 4.0 General VerOas Backups 40.W0 ] MlOrallon rva Scannin JW WeOoer(Verse ter hrol0i66 D 15.00 ace Cl Io 2007P Add Poke In 2006 Monitoring Twla 25, WD n Installed and lm IDmareR 2006 rades 15, WD 5,00 5,00 5,00 5,000 n UPS for each Of the mein racks Rack for P011ue$Orvar room wel Rack lot Cil Barver wm late 9,13tofal General 48000 68000 6.000 5,D00 5000 5000 110,000 10 %of NeIWM Imestamn1 243,000 266P0001 149,000 102,bal 15,000 26,000 750,000 Consultants 24,3 25.6001 14,9D0 10,200 5000 5,0001 75,00010 %Df locl NeP,,, 5.0 New Projects Clurlering 30,000 50.0 80,000 AO wmpl &aln 2006,m aside for Ousledn VPNbblAon 6,000 10.00 16,00001landess VPN Solution to replace RAS, Rehm, and an Other term Blgnon 3yncmnlzallon- PIIDt Prdect S,OCO 10.00 15,000 Password ryncm (Drells Lame rrt _ `00 Total -New Prolec[5 41,000 90.0[0 .000 20,000 0 71,000 306,300 1.600 183,900 92,200 20.000 ]1000 996,000 Prepm,kiby B➢ITOdd 101132006 Page Information Systems and Support Capital Budget Projections -2006 to 2011 AS400 Assumptions Asset replaced every 5 years. Details I Comments 2006 2007 2008 2009 2010 2011 Total AS400 Model 820 5th Floor 100,000 Replaced in 2002. Replace in 2007. 0 Replaced in 2006 AS400 Model 810 9th Floor I HPIMPW 100,000 Replaced in 2003. Replace in 2008. ,_. _g' 20,0001 20,000 20,000 20.000 20,000 100,000 Backup Devices - LTO Drives (for AS400 ) 0 Included in asset replacement coal above. Functions purchased: Auditing and Security Operating Systems 0 Included in asset replacement cost above. Pentasafe on AS400 Model 820 5th Floor 20,000 200000 See maintenance cost in operating budget Pentasafe on AS400 Model 810 9th Floor 20,000 20,000 See maintenance cost in operating budget TOTAL 0 60,000 220,000 20,000 95,000 20,000 300,000 Information Systems and Support Capital Budget Projections -2007 to 2011 Desktops and Laptops Assumptions To be replaced each year Total # of computers in 2006 528 109 61 243 173 20 61 Total #of Deskto stn 2006 403 93 47 203 139 0 47 Total #of La to sin 2006 125 16 6 40 28 0 5 Tou hbooks- Water /Police 9 6 20 9 If to be replace each yoron average* 132 "assuming 3 year replacement program Desktop replacement cost 1500 Laptop replacement cost 3400 City of Saint John Confidential 10/13/2009 Page 1 Information Systems and Support Capital Budget Projections -200] to 2011 Applications Information Systems and Support Capital Budget Projections - 2007 to 2011 Information Management etails Butl et Comments 2004 2005 200fi 2001 2008 2009 2010 20111 Tolot rmation Management 50,000 0 10,000 10000 10,000 10000 10.000 30,000 MseNer Storage Management Stora eArea Network SAN nsultant 10,000 10,000 60000 10,000 10,000 10000 10000 90000 er and Implementation 50,000 240,000 Data Management and Busi ness Intelligence 8 Nord Anal Im s 25,000 0 CGI an a ed for needs analysis Sblutlons ecomendatlons I of Implementation consultants 25,000 25 0001i I I I I 50,000 Implementation tools) - Phase 1 (Financials 25,000 26,000 Implementation (tools) - Phase 2(Other HTF) 10Q000 25,000 125,000 TOTAL 85,000 10,000 115,000 1 215,000 140,0001 20,000 20,0001 2uuuuv1 56D,OD0 City of Saint John Confidential 10/13/2006 Page 1 Information Systems and Support Capital Budget Projections -2007 to 2011 General City of Saint John Confidential 10113/2006 Page 1 Information Systems and Support Capital Budget Projections - 2007 to 2011 Printers Assumptions Budget A e0rage cost perprinfer _ 2500 Replacement ll /e cycle (years) 3 Details Budget 2004 2005 2006 2007 2008 2009 2010 2011 Total 0 Allowance for Replacement 50,000 # printers on 3 year replacement) 34 7 10 15 15 15 15 111 City Hall Printers 85,000 17,500 25,000 37,500 37,500 37,500 37,500 202,500 Fire Stations / Public Safety Works New Printers Sub -Total New Printers (Remote locations ) (7) 17.500 Allowance for New Printers 2 per ear) 5,000 5,000 5,000 5,000 5,000 5,000 5,000 25,000 Allowance for upgrades, re airs 5,000 51000 5,000 5,000 5,000 5,000 5,000 25,000 TOTAL 50,000 112,500 27,500 35,000 47,5001 47,5001 47,5001 47,500 365,000 City of Saint John Confidential 10/1312006 Page 1 Information Systems and Support Capital Budget Projections -2007 to 2011 Wireless Communications r ) %-- _ - - - -- wireiess Communications Projects 1 11 ", ...•1 @0^.�1 1 111 1 111 11 1 ®1 'll 11 _— 1111 1 1 • '-�iT y�i]�4� 1®1111 .•1111 11111 City of Saint John Confidential 10/13/2006 Page 1 2007 City Of Saint John Vehicle Purchase List 2000 Ford Taurus 01180 357 GA B &TS 9 Sedan:Compact $23,000 2002 Ford Taurus 01354 363 GA _ B &TS 8 _ Sedan:Intermediate $25,000 1997 Kubota Tractor 00119 271 HE Leis Sery 10 Tractor:Farm $501000 2001 Dodge Ram 1/2 Ton, 2WD 01185 244 LT Leis Sery 7 Truck:2wd Half -Ton $30,000 2001 Dodge Ram 1/2 Ton, 2WD 01186 245 LT Leis Sery 7 Truck 2wd Half -Ton $30,000 2001 Ford Focus 01280 312 GA Corp Sery 4 Sedan:Compact S/W $23,000 1996 Intl. Dump 00324 656 HT Mun.Ops 32 Truck:Single Axle Plow & Dump $160,000 1990 Intl Dump 1982 JD Grader 00212 00193 615 677 HT HE Mun.Ops Mun.Ops 31 31 Truck:Single Axle Plow & Dump Grader:w /Plow & Wing $160,000 $225,000 1988 Mack/John Sweeper 00194 733 HE Mun.Ops 31 Sweeper $200,000 1982 SMI Snowblower 00649 751 HE _ MunOps 31 Snowblower $116,000 1990 Intl. Dump 00207 618 HT Mun.Ops 30 Truck:Single Axle Plow & Dump $160,000 1991 Ford F3501 ton (Bert) 00147 544 LT Mun.Ops 29 Tmck:4WDHalf -Ton $33,000 1989 Freightliner Dump 00252 626 HT Mun.Ops 29 Load er:w /Plow & Wing $200,000 1995 Ford F350 00140 589 LT Mun.Ops 27 Truck:4W D One -Ton w/Plow $60,000 1994 Intl. Cab /Chase W Dump 1991 John Deere Grader 00325 00191 652 675 HT HE MunOps MunOps 40 27 Truck:Single Axle Plow &Dump Grader; w/Plow &Wing $160,000 $225,000 1999 GMC 3/4 Ton Pick Up 00285 410 LT MunOps W &SS 14 Truck:Half -Ton $25,000 1998 GMC Savana Cargo Van 00230 411 LT MunOps W &SS 14 Van:Cargo $30,000 1999 GMC Cab /Chass 4X4 00577 440 LT MunOps W &SS 14 TrucicOne- -'Con $60,000 2001 Ford Taurus 01287 009 GA SJFD 5 Sedan:Compact $19,000 2001 Ford Taurus 01288 008 GA SJFD 4 Sedan:Intermediate $22,000 2001 Dodge Ram 1/2 Ton 4WD 01301 P -01 LT Pkg Corn TruckAWD Half -Ton $25,000 $2,0611000 1999 Chev Lumina - - 00067 - 130 GA SJPF Unmarked Sedan OEM $23,000 2000 Dodge Neon _ 01005 146 - GA SJPF Unmarked Sedan $23,000 2000 Ford Taurus __. _. 01165 _ 148 GA _ SJPF J Unmarked Sedan $23,000 2000 Ford Taurus 01166 153 GA SJPF Urunarked Sedan $23,000 2000 Ford Taurus 01163 1.90 GA _ SJPF Unmarked Sedan $23,000 2000 Ford Taurus 01164 191 GA _ SJPF Unmarked Sedan $23,000 2001 Chevrolet Impala 01322 112 GAM __ _ SJPF - Ford CVPI $35,000 on CVPI 07296 176 GAM SJPF - Ford CVPI - $35,000 00 2000 Dodge Neon 01003 144 GA _ SJPF _ Unmarked Sedan $23,000 $231,000 a �Ya oa-o City of Saint John � M Vehicle Equipment Rates C:\Docurnents and Settings \GY'1792 \Local Settings \Temporary Internet Files \OLK29 \2007 Fleet RateA4W /2006 t)' PN4 'ii RK: 9 @P. 4 � ?' yn" WyvT.b 6Y (d Y PSG•' F�$ '�x!'^'SAi, y a� � S� iJ '�l/�f A�• �T �� '� y... n'�Sn}.i g#�i j,G � � �.+r r..P {,`++. Bldg, & Tech�� ® ® ®® Executive Offices ® ® ©� Municipal Operations Sj Fire Dept. Apparatus ® ®��® Sj Police Force ;Y+ 7y„y ,lyr 5 IIAnnual Totals <..z jai '}e w a5Ma I..S n .v VA7 411E mm C:\Docurnents and Settings \GY'1792 \Local Settings \Temporary Internet Files \OLK29 \2007 Fleet RateA4W /2006 rage i or i Yeomans,Greg From: Russell, Bob Sent: Tuesday, December 12, 2006 6:06 PM To: Yeomans,Greg Cc: Logan, Dave; LeBlanc, Dan; Abbas, Djoura Subject: S.J. Fire Dept. - 2007 Monthly Vehicle Fees for Fire Apparatus Greg; David Logan asked me to re- confirm with you the monthly 2007 Fleet vehicle fees, as we provided earlier, for the S.J. Fire Dept. apparatus to be $74,173 per month. In this regard has this amount been allocated to their 2007 budget allocation? Cheers, Bob Robert M. Russell, B.B.A. Manager, Fleet Administration City of Saint John (b) (506) 658 -2832 (c) (506) 647 -8329 (f) (506) 648 -4656 (e) bob.russell @saiohn.ca 12/28/2006 SAINT JOHN WATERFRONT DEVELOPMENT CORPORATION The Saint John Development Corporation 2007 Budget Request for the City of Saint John Final Version 1.1 • 30 NOV 2006 SAINT JOHN WATERFRONT DEVELOPMENT CORPORATION Contents Section 1. Operations Budget .................................................. ..............................2 1.1 The Saint John Development Corporation ............ ..............................2 1.2 Market Square Parking Garage ............................ ..............................3 Section 2. Capital Budget Request ......................................... ..............................4 2.1 Waterfront Development ....................................... ..............................4 2.2 Note 1 — Water Street and Bay of Fundy Cruise Welcome Center ....4 2.3 Note 2 — Harbour Passage Reversing Falls Bridge Pier ....................5 2.4 Note 3 — Design Fees ........................................... ..............................5 2.5 Note 4 — Leveraged Funding ................................ ..............................5 Section 3. Long Term Forecast ............................................... ..............................7 3.1 Year Capital Requirements for Waterfront Projects . ..............................7 3.2 Saint John Coast Guard Base .................................. ..............................8 SAINT JOHN WATERFRONT DEVELOPMENT CORPORATION Section 1. Operations Budget 1.1 The Saint John Development Corporation 30- Nov -06 Saint John Development Corporation 2007 Operatiing Budget Final 2005 2006 2006 2006 2007 Actual Budget Forcast Variance Budget Revenues: Waterfront DevelopmenVPartnership 160,000 160,000 160,000 - 160,000 City Grant 115,000 143,500 143,500 - 150,000 Rental Income 55,000 55,000 55,000 - 559000 Administration Fees 18,478 20,700 21,800 1,100 23,000 Investment Income 15,075 12,000 15,000 3,000 15,000 Grants, ACOA Funding 10,063 10,000 20,445 10,445 52000 373,616 401,200 415,745 14,545 408,000 Operating Expenses: Waterfront Development 193,680 223,530 193,636 29,894 236,980 Salary & Benefits 47,450 48,500 48,000 500 489900 Audit Services 61356 6,500 6$00 - 7,000 Bank Fees - - 1,200 (1,200) 11200 Other Services/Training 944 3,000 31000 - 31000 Business Affairs /Travel 2,442 2,000 3,000 (1,000) 2,500 Postage & Courier 386 600 500 100 500 Telephone 1,300 1,400 1,300 100 11400 Office Supplies 1,160 11000 1,000 - 1,000 Office Equipment 1,900 4,000 4,000 - 3,500 Miscellaneous 11532 11500 1,500 - 1,500 257,149 292,030 263,636 28,394 307,480 Operating Income 116,467 109,170 152,109 42,939 100,520 Other Expenses: Legal Services 15,469 10,000 18,000 (8,000) 20,000 Insurance 46,372 50,000 46,225 3,775 48,000 Cathodic Protect. Electric 1,312 11700 1,500 200 1,500 Cathodic Protect. Inspection 1,849 3,000 2,500 500 16,000 S.S.P. Wall Maintenance - 75,000 - 75,000 88,000 Residential Park 71110 4,000 3,000 1,000 41000 Boardwalk /Floating Wharf 14,312 15,000 14,500 500 66,000 Snow Removal 11170 2,000 850 1,150 21000 Barbours Store 788 2,000 1,385 615 2,000 88,382 1622700 87,960 74,740 247,500 Surplus(Deficit) 28,085 (53,530) _64,149 117,679 _. 146,980 Note 1: The 2006 Forecast is comprised of 10 months of actual results and 2 months of forecast results. Note 2: The 2007 Budget Defecit forecast of $146,980 is comprised of a $25,000 SJDC contribution i to Waterfront Development which will be expensed from SJDC investments. plus $75,000 of unused funds from 2006 for site containment allocated for the 2007 work. Also, $46,980 of unused Waterfront Funding carried over. SAINT JOHN WATERFRONT DEVELOPMENT CORPORATION 1 -2 Market Square Parking Garage 30- Nov -06 The Market Square Parking Garage 2007 Operatiing Budget Final 2005 2006 2006 2006 2007 Actual Budget Forcast Variance Budget Revenues' Hourly Parking 466,933 575,000 555,000 (20,000) 5909000 Monthly Parking 278,595 275,000 305,000 30,000 3157000 Hotel Parking 113,841 115,000 163,000 48,000 1852000 Event Parking 25,215 30,000 31,000 1,000 35,000 Hotel Sub Lease Rent 40,000 40,000 40,000 - 407000 924,584 1,035,000 1,094,000 59,000 12165,000 Expenses Salaries/Wages 172,198 172,677 174,500 (1,823) 179,700 Administration Fees - SJDC 18,492 20,700 21,880 (1,180) 232300 Management Fees 17,217 17,213 17,213 - 15,545 Audit Services 2,565 2,900 3,290 (390) 3,400 Snow Removal 55 200 500 (300) 500 Postage & Courier 824 11,000 900 100 11000 Telephone 21241 1,400 1,400 - 1,400 Equipment Rental 2,919 1,200 1,200 - 13200 Office Supplies 1,071 1,000 900 100 15000 Accounting 1,800 1,800 1,800 - 1,800 Bank Charges 1,800 1,800 1,800 - 1,800 Data Processing 1,500 11500 1,500 - 1,500 Uniforms 195 200 - 200 200 Tickets 1,022 2,500 3,300 (800) 3,000 Shop Supplies 1,617 1,000 1,500 (500) 11500 Insurance 6,225 6,245 61420 (175) 61420 Damage Claims Deductible - 500 - 500 500 Cleaning 734 21500 2,000 500 23000 Signage - 1,500 1,000 500 500 E Miscellaneous /Advertising 33 1,000 105 895 12000 HST 2,774 3,165 3,063 102 3,262 Total Variable Expenses 235,280 242,000 244,271 2,271 250,527 Total Contribution Margin 689,304 _ 793,000 849,729 56,729 914,473 Maintenance - Equipment 1,378 2,000 1,800 200 23000 Maintenance -CO System 3,080 3,000 3,000 - 3,000 Maintenance -Doors 825 1,500 1,500 - 1,500 Maintenance - Electric - 1,000 - 1,000 1,000 Maintenance -Other 5,434 5,000 3,000 2,000 4,500 Maintenance- Sweeper 1,645 1,500 25000 (500) 11500 Lighting Improvements 2,828 3,000 3,250 (250) 21000 Painting /Paving 1,875 3,000 2,140 860 2,500 17,065 20,000 16,690 3,310 18,000 Surplus(Deficit) 672,239 77 D 833,039 60,039 896,473 Note 1: The 2006 Forecast is comprised of 10 months of actual results i and 2 months of forecast results. SAINT JOHN WATERFRONT DEVELOPMENT CORPORATION Section 2. Capital Budget Request 2.1 Waterfront Development Saint John Waterfront Development Corporation 2007 Capital Budget Request Project #1 - Water Street & Bay of Fundy Cruise Welcome Center (Note 1) Construction 785,910 Design Fees 157,500 Subtotal 943,410 Project #2 - Harbour Passage Reversing Falls Bridge Pier (Note 2) Construction 350,000 Subtotal 350,000 Design Fees (Note 3) Design - Falls View Park 2007 75,000 Design - Partridge Island 88,000 Subtotal laz nnn Waterfront Development Budget Request (Municipal) 1,456,410 Leveraged Funding Proposed (Note 4) Leveraged Funding - Provincial 750,000 Leveraged Funding - Federal 43500,000 Leveraged Funding - Saint John Port Authority 5 000 000 Total Leveraged Funding in 95n nnn 2.2 Note 1 —Water Street and Bay of Fundy Cruise Welcome Center In 2006, the Saint John Waterfront Development Partnership completed the initial concept drawings and cost estimates for the Bay of Fundy Cruise Welcome Center. In total, this project value is estimated at $21 million dollars and funding applications for supporting this project have been implemented. (See Note 4). A request for $785,910 was submitted to council for capital improvements tentatively scheduled 2007 during a special presentation in September 2006. SAINT JOHN WATERFRONT DEVELOPMENT CORPORATION This project will be executed in three separate projects; (1) The sidewalk and Harbour Passage tendered in November 2006 with construction expected in spring 2007. This portion is to be completed with funds from the 2006 capital budget. (2) The remaining landscaping and parks development are proposed to be constructed from funds from ACOA ($1.5 million), The Province of New Brunswick ($400k), and the City of Saint John ($785,910). Additional design fees will have to be secured for $157,500 to prepare the construction drawings and tender package. This request has not yet been submitted. 2.3 Note 2 —Harbour Passage Reversing Falls Bridge Pier In 2006, The City of Saint John tendered two contracts for construction of Harbour Passage Chesley Drive and the Reversing Falls Bridge Pier. Under these two projects, the Province of New Brunswick had agreed to commit $600,000 towards the completion. The results from the Reversing Falls Bridge Pier tender were significantly over the original cost estimates and consequently the contract was not awarded. The Chesley Drive portion was awarded and the Province had agreed to contribute $250,000 towards this portion with a carry forward of the remaining $350,000 to 2007. It is believed this project, with adjustments can be re- tendered for a total cost estimate of $700,000. It has been determined, through the earlier tender process in 2006, that this project meets the strategic objectives for continuing the Harbour Passage. It is recommended the City of Saint John consider this project for the 2007 fiscal year in order to take advantage of the leveraged funding offered by the Province. The total proposed cost of this project would be $700,000 with 50% being provided for by the City and 50% by the Province. 2.4 Note 3 — Design Fees Ongoing requirement for design fees in preparation for 2008 projects. Ongoing discussions will be required with the municipality and the Saint John Waterfront Board of Directors for the selection of the specific projects. At this time preliminary discussions include Falls View Park and Partridge Island. Discussions with ACOA are commencing for support from the Business Development Fund for 50% of the costs of design. 2.5 Note 4— Leveraged Funding The following funding proposal was presented to council on September 7, 2006. SAINT JOHN WATERFRONT DEVELOPMENT CORPORATION Bay of Fundy Cruise Welcome Center Preliminary Cost Estimates Estimate 2005 2006 2007 2008.2009 Terminal Building 14,159,875 5,476,653 8,683,222 Water Street Reconstruction! Sidewalk 3,200,000 30200,000 Sidewalk I Harbour Passage 739,854 739,854 Pugsley Park& Security Fencing 1,264,419 1,264,419 Park Entrance - South (Three Sisters) 829,477 829,477 Park Enhance- North (King Street Entrance) 572,014 572,014 Total 20,765,639 8,6769653 739,854 296652910 8,683,222 Proposed Sources of Funding Municipality 4,725,764 3,200,000 739,854 785,910 Saint John Port Authority 11,159,875 5,476,653 5,683,222 Regional Development Corporation 380,000 380,000 C ACOA 4,500,000 1,500,000 3,000,000 Totals 20765,639 856762653 7392854 20665,910 I!( 81683,222 Saint John Waterfront Development Corporation To date, the Saint John Waterfront Development Partnership has been successful in raising $3,215,613 from sources outside of the municipality towards waterfront capital projects. Additionally, $420,000 has been raised from sources outside the municipality for waterfront development operations. SAINT JOHN WATERFRONT DEVELOPMENT CORPORATION Section 3. Long Term Forecast The following sections 3.1 and 3.2 have not been approved by the Board of Directors and are merely created for long term forecasting and rough estimating. 3.1 Year Capital Requirements for Waterfront Projects The Saint John Inner Harbour Land Use Plan and Implementation Strategy was endorsed by Council in 2003 provides the strategic guidance to the Waterfront Development Corporation. This plan sets the vision for 2015 and includes 28 project recommendations throughout 8 precincts with the objective of acting as a catalyst for growth in the city's central core. The plan outlines approximately $20 million worth of investment in public spaces required to stimulate over $200 million in new private sector developments. The Saint John Waterfront Development Corporation have estimated, with leveraged funding the municipal contributions of $8 - $9 million over the remaining 10 years would be required to achieve this vision: The following schedule has been prepared for the next five years: Saint John Inner Harbour Estimated Investments (millions $) Waterfront Development Projects 1,400 1,515 1,400 1,200 1,000 900 950 8,065 SAINT JOHN WATERFRONT DEVELOPMENT CORPORATION 3.2 Saint John Coast Guard Base In 2005, at the request of Saint John Common Council, the Saint John Development Corporation completed a call for proposals for the redevelopment of the Saint John Coast Guard Base. After a formal competition, the Hardman Group Ltd. were awarded development rights for this site based on a vision for the site. Primarily a private sector development, the vision set out four phases to be completed over a 10 year span and valued at $75 million. The premise behind the proposal requires the municipality (or their agent) to act as the purchaser of land. The land will then in turn be sold (or leased) to the Hardman Group for each phase of the development. A hypothetical scenario of the cash flows for the project is enclosed here: Coast Guard Redevelopment Project Hypothetical Cash Flows (millions $) 2007 2008 2009 2010 2011 2012 1 I' + Total Coast Guard Site Legal Fees I Professional Fees I Design 730 Coast Guard Site (Public Spaces) 1,50D 1,000 1,000 3,500. Coast Guard Site (Seawal)) 3,OOD 3,000 " Coast Guard Site (Land Acquisition) 3,000 3,000 Coast Guard Parldnq (Municipal) 730 7,500 - 1,000 - 1,000 - - 9,500 Hypothetical Proceeds from Sale of Lands Phase 1 1,500 1,500 Phase It 1,500 1,500 Phase III 1,500 1,500 Phase IV 1,500 1,500 - 1,500 - 1,500 - 1,500 - 1,500 6,000 hard Saint John Transit Commission 5 -Year Capital Budget Requirements 2007 to 2011 A) Normal Capital Expenditures to support fleet replacement and ongoing items 2007 2008 2009 2010 2011 Buses $ 800 (2) $ 1,680 (4) $ 1,765 (4) $ 1,850 (4) $ 1,455 (3) Para Transit $ 90 (1) $ 95 (1) $ 100 (1) $ 105 (1) $ 110 (1) Other $ 50 $ 100 $ 100 $ 110 $ 110 Total (000's) $ 940 $ 1,875 $ 1,965 $ 2,065 $ 1,675 B) Additional Capital Expenditures supported by Federal Public Transit Funds 2007 2008 2009 2010 2011 Suburban Service $ 4,800 and "U" Pass New Facility $ 17,000 Less Potential Federal Transit Funding (4,800) (3,200) (3,200) (3,200) 0 Total (000's) $ 17,000 (3,200) (3,200) (3,200) 0 C) 1) New Facility does not consider sale of current property 2) Potential Funding from Federal Transit Funding is best possible situation 3) Potential Funding from Federal Transit Funding does not consider potential future opportunities beyond 2010 4) Capital requirements do not consider service expansion requirements beyond what suburban service and "U" Pass. 5ain John Industrial Parks- 5 year Capital Plan Project 2007 2008 2009 2010 2011 Paddy's Hill Rebuild $150,000 White Rocks Road $150,000 $1502000 $200,000 200,000 $1009000 Barge Facility $250,000 Griffin Drive (McAllister) $200,000 Lorneville (Planning) $40,000 Total $340,000 $4003000 $4009000 $2009000 $1005000 Saint John Transit Commission 5 -Year Capital Budget Requirements 2007 to 2011 A) Normal Capital Expenditures to support fleet replacement and ongoing items 2011 2007 2008 2009 $ 800 (2) $ 1,680 (4) $ 1,765 (4) 2010 $ 1,850 (4) $ 1,455 (3) Buses Para Transit $ 90 (1) $ 95 (1) $ 100 (1) $ 105 (1) $ 110 (1) Other $ 50 $ 100 $ 100 $ 110 $ 110 Total (000's) $ 940 $ 1,875 $ 1,965 $ 2,065 $ 1,675 B) rted by Federal Public Transit Funds Additional Capital Expenditures supported 2011 0 O 2010 Suburban Service $ 4,800 and "U" Pass New Facility $ 17,000 Less Potential Federal Transit Funding (4,800) (3,200) (3,200) (3,200) 0 Total (000's) $ 17,000 (3,200) (3,200) (3,200) 0 C) 1) New Facility does not consider sale of current property 2) Potential Funding from Federal Transit Funding is best possible situation future opportunities beyond 2010 3) Potential Funding from Federal Transit Funding does not consider potential requirements beyond what suburban service and "U" Pass. 4) Capital requirements do not consider service expansion