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2012-11-26_Agenda Packet--Dossier de l'ordre du jour
r. City of Saint John Common Council Meeting AGENDA Monday, November 26, 2012 6:00 pm Council Chamber Si vous avez besoin des services en francais pour une reunion de Conseil Communal, veuillez contacter le bureau de la greffiere communale au 658 -2862. Pages 1. Call to Order 2. Approval of Minutes 3. Approval of Agenda 4. Disclosures of Conflict of Interest 5. Consent Agenda 6. Members Comments 7. Proclamation 7.1 World AIDS Day - December 1, 2012 1 - 1 8. Delegations / Presentations 8.1 Pension Update 9. Public Hearings 10. Consideration of By -laws 11. Submissions by Council Members 1 1 . 1 Creating Better Departmental Efficiencies (Councillor Farren) 2 - 2 Powered By: ['� ��]E- 1 2 1 1 . 2 Update on Watershed Management (select wood cutting) (Councillor Farren) 3 - 3 12. Business Matters - Municipal Officers 12.1 City Manager: 2013 Water & Sewer Utility Capital Budget (Tabled on 4-46 November 19, 2012) 12.2 City Manager: Proposed 2013 Operating Budget - Water and Sewerage Utility 47-86 Fund (Tabled on November 19, 2012) 13. Committee Reports 14. Consideration of Issues Separated from Consent Agenda 15. General Correspondence 16. Supplemental Agenda 16.1 Regional Growth Strategy (Deputy Rinehart) 87-108 16.2 Economic Development Service 16.2.1 Enterprise Saint John Presentation 109-116 16.2.2 Discover Saint John Presentation 117-134 16.2.3 Saint John Development Corporation Presentation 135-171 16.2.4 Saint John Industrial Parks Presentation 172-197 16.3 City Manager: Harbour Clean -Up Program Update 198-201 16.4 City Manager: Glen Falls Flooding Maintenance Plan 202-203 16.5 City Manager: Market Place West - Phase 1 Revitalization Recommendation 204-206 for Award of Contract 16.6 City Manager: City of Saint John Arenas - Results of Energy Management 207-210 Program 16.7 Fire Protection By -Law - Unsecured Refuse on Property (1 st & 2nd reading) 211 -219 16.8 Loch Lomond Water Protection Association Letter - Protecting Our Lakes 220-220 16.9 Minutes of October 23, 2012 221 -221 16.10 Minutes of October 29, 2012 222-230 2 16.11 Minutes of November 5, 2012 231 -234 16.12 Commissioner of Finance: Terms of the November 2012 Debenture Issue 235-236 16.13 S. Chase letter Re: Water and Sewage rates 237-240 16.14 Actionable Resolutions - Reflecting up to the November 19, 2012 Council 241 -268 Meeting 16.15 City Manager: Saint John Irving Oil Christmas Arena Fees 269-270 16.16 City Manager: Land for Public Purposes Trust Fund Application - Porter 271 -292 Memorial Playground Project (Seawood School) 17. Committee of the Whole 18. Adjournment 3 City of Saint John Common Council Meeting Monday, November 26, 2012 Committee of the Whole 1. Call to Order Si vous avez besoin des services en frangais pour une r6union de Conseil Communal, veuillez contacter le bureau de la greffi6re communale au 658 -2862. Each of the following items, either in whole or in part, is able to be discussed in private pursuant to the provisions of section 10 of the Municipalities Act and Council / Committee will make a decision(s) in that respect in Open Session: 4:30 p.m. 8t" Floor Boardroom City Hall 1.1 Minutes 10.2(4) 1.2 Security Matter 10.2(4)(b,h) 1.3 Employment Matter 10.2(4)0) 4 The City of Saint John S6ance du conseil communal Le lundi 26 novembre 2012 18 h Salle du conseil Comit6 pl6nier 1.Ouverture de la s6ance Si vous avez besoin des services en frangais pour une reunion de Conseil Communal, veuillez contacter le bureau de la greffiere communale au 658 -2862. Chacun des points suivants, en totalite ou en partie, peut faire l'objet d'une discussion en priv6 en vertu des dispositions prevues a Particle 10 de la Loi sur les municipalites. Le conseil /comit6 prendra une ou des decisions a cet egard au cours de la seance publique 16 h 30 — Salle de conf6rence, 8e 6tage, hotel de ville 1.1 Proc6s- verbal — paragraphe 10.2(4) 1.2 Question relative a la s6curite — alin6as 10.2(4)b, h) 1.3 Question relative a 1'emploi — alin6a 10.2(4)j) S6ance ordinaire 1. Ouverture de la s6ance, suivie de la priere 2. Approbation du proces- verbal 3. Adoption de Yordre du jour 4. Divulgations de conflits d'int6rets 5. Questions soumises a 11approbation du conseil 6. Commentaires pr6sent6s par les membres 7. Proclamation 7.1 Journ6e mondiale du sida le 1 er d6cembre 2012 8. D616gations et pr6sentations 8.1 Le point sur le regime de retraite 9. Audiences publiques 10. Etude des arretes municipaux 11. Interventions des membres du conseil 11.1 Accroi'lre 1'efficacite des services (conseiller Farren) 11.2 Mise a jour relative a la gestion des bassins versants (choix relatif au bois qui sera coupe) ( conseiller Farren) 12. Affaires municipales evoquees par les fonctionnaires municipaux 12.1 Directeur general : Budget d'immobilisations des services d'eau et d'egouts de 2013 (point reporte lors de la seance du 19 novembre 2012) 12.2 Directeur general : Budget d'exploitation propose pour 2013 — Fonds du reseau d'aqueduc et d'egouts (point reporte lors de la seance du 19 novembre 2012) 13. Rapports deposes par les comites 14. ktude des sujets ecartes des questions soumises a I'approbation du conseil 15. Correspondance generale 16. Ordre du jour supplementaire 16.1 Strategie de croissance regionale (mairesse suppleante Rinehart) 16.2 Service du developpement economique 16.2.1 Presentation d'Entreprise Saint John 16.2.2 Presentation de Decouvrez Saint John 16.2.3 Presentation de la Saint John Development Corporation 16.2.4 Presentation de Saint John Industrial Parks 16.3 Directeur general : Mise a jour relative au Programme de nettoyage du port de Saint John 16.4 Directeur general : Plan de gestion des inondations de Glen Falls 16.5 Directeur general : Place Market Ouest – Recommandation pour 1'attribution du contrat dans le cadre de la phase 1 de la revitalisation 16.6 Directeur general : Arenas de The City of Saint John – Resultats du programme de gestion de 1'energie 16.7 Avocat municipal : Arrete sur la protection contre les incendies – Entreposage de residus non securitaires sur les proprietes (premiere et deuxieme lectures) 16.8 Lettre de la Loch Lomond Water Protection Association (association de protection du bassin hydrographique de Loch Lomond) – Protegeons nos lacs 16.9 Proces- verbal de la seance du conseil tenue le 23 octobre 2012 16.10 Proces- verbal de la seance du conseil tenue le 29 octobre 2012 16.11 Proces- verbal de la seance du conseil tenue le 5 novembre 2012 16.12 Commissaire aux finances : Modalites relatives a 1'emission d'obligations de novembre 2012 16.13 Lettre de S. Chase relative aux taxes d'eau et d'egouts 16.14 Resolutions pouvant faire 1'objet de mesures de suivi – jusqu'a la reunion du conseil du 19 novembre 2012 16.15 Directeur general : Frais relatifs a l'utilisation de l'arena pour la fete de Noel d'Irving Oil de Saint John 16.16 Directeur general : Demandes en vertu du fonds en fiducie relatif aux terrains d'utilite publique – Projet de terrain de jeu commemoratif Porter (ecole Seawood) 17. Comite plenier 18. Levee de la seance The City of Saint John Mayor Mel Norton Mayor's Office Bureau du maire PROCLAMATION WHEREAS: on World AIDS Day, we reaffirm our commitment to fighting and preventing HIV /AIDS in Canada and around the world. We also remember those who have lost their lives to this terrible disease and those who continue to suffer; and WHEREAS: HIV /AIDS is a global challenge. The pandemic of HIV /AIDS can be defeated. In Saint John, we stand united with the international community in combating this virus. We also recognize the essential role that community - based organizations play in providing support and compassion to those living with the disease. By working together, we can give hope and comfort; and NOW THEREFORE: I, Mayor Mel Norton, of Saint John do hereby proclaim December 1St, 2012 as World AIDS Day. On this day and throughout the year, the red ribbon helps raise awareness of the importance of fighting HIV /AIDS. I urge others to join me in activities to remember those who have lost their lives to AIDS and to provide support and comfort to those living with this disease. In witness whereof I have set my hand and affixed the official seal of the Mayor of the City of Saint /_r — 1 SAINT JOHN P.O. Box 1971 Saint John, NB Canada E2L 4L1 vwvw.saintjohn.ca November 20, 2012 His Worship Mel Norton and Members of Common Council Your Worship and Councillors: Subiect: Creating Better Departmental Efficiencies About a month ago I bumped into a lawyer that has recently moved back to Saint John from out west. Among other topics discussed, he mentioned how he was done timing files he was working on, which started me thinking of benchmarking. Not 5 minutes later, I bumped into a local lawyer who I questioned this matter of timing files. Apparently it is common practice among law firms. Your Worship, our community needs to achieve greater efficiencies and cost savings at every level and where ever possible. One opportunity for our City may be with the City Solicitor's office. While the City Solicitor's office provides a valuable service, being a Councillor for a number of years it has been very difficult for me to know if it would be more cost effective to have a private legal firm carryout legal work for the City instead of having our own Legal Dept. I say this because I have never been able to use any type of benchmark to compare the City Solicitor's office with. I therefore move, that the office of the City Solicitor to begin next week implementing a time keeping system which will provide the following measurables: file worked on, time spent on each file measured by 6 minute increments and a description of the work done in the period of time on each file. I further move that the City Manager review all departments to see if a similar type of benchmark can be used in the near future. Respectfully Submitted, (Received via email) Bill Farren, City Councillor —Ward 1 City of Saint John SAINT JOHN P.O. Box 1971 Saint John, NB Canada E2L 41_1 I www.saintjohn.ca I C.P. 1971 Saint John, N. -B. Canada E2L 4L1 2 November 20, 2012 His Worship Mel Norton and Members of Common Council Your Worship and Councillors: Subiect: Update on Watershed Management (select wood cutting) Your Worship, we are in the process of getting our 2013 budget prepared and last spring I made a motion that may see our City realize some money savings and at the same time protect our watershed areas. I therefore move that the City Manager bring Council up to date on this file at the earliest time possible. Respectfully Submitted, (Received via email) Bill Farren, City Councillor —Ward 1 City of Saint John SAINT JOHN P.O. Box 1971 Saint John, NB Canada E2L 41_1 I www.saintjohn.ca I C.P. 1971 Saint John, N. -B. Canada E2L 4L1 3 I� REPORT TO COMMON COUNCIL M &C2012 -284 November 20, 2012 His Worship Mayor Mel Norton & Members of Common Council Your Worship and Members of Council: SUBJECT: 2013 Water & Sewer Utility Capital Budget BACKGROUND !`rt The City of saint John Find attached the proposed 2013 Water & Sewer Utility Capital Budget. This report was considered by Council at its meeting of 19 November and subsequently tabled to allow Council time to consider the implications of the proposed Capital Budget on the proposed 2013 Utility Operating Budget. RECOMMENDATIONS Following Council's adoption of the 2013 Operating Budget, it would be appropriate for Council to adopt the following resolutions: 1) That Common Council Approve the 2013 Capital Budget for the Utility Fund in the amount of $20,665,000 (gross) with contributions from other sources of $4,835,000 yielding a Capital Budget in the amount of $15,830,000 (net) as set in Appendix A 2) That the City of Saint John and Saint John Water make no expenditures from the envelope identified for safe, clean drinking water, or from the envelope identified for watershed protection, without express approval of Council. Respectfully Submitted Wm. Edwards, P. Eng. Commissioner Saint John Water 4 J. atrick Woods, CGA ity Manager REPORT TO COMMON COUNCIL M &C2012 -260 October 1, 2012 His Worship Mayor Mel Norton and Members of Common Council Your Worship and Members of Council: SUBJECT: 2013 Water & Sewer Utility Capital Budget INTRODUCTION In November 2004, Common Council established 3 fundamental goals /objectives for the Water and Sewer Utility. These were 100% treatment of collected wastewater effluents; • Full treatment/filtration of drinking water; + Adequate annual investment in existing infrastructure renewal. Subsequent Councils have demonstrated their commitment to these goals through continued aggressive expenditures in these pursuits. This is evidenced through the Harbour Clean - Up program (nearing completion), the Safe Clean Drinking Water program (now beginning) and the substantial investments in existing infrastructure. The attached proposed 2013 Utility Capital Budget is consistent with the established goals, is fiscally responsible, and if approved, will move the Utility closer to achieving Council's stated priorities. The Utility Capital Budget is unlike other Capital budgets in that it is financed exclusively by the water and sewer rates charged to the customers (users of the system). This budget is not directly linked to the property tax rate, unconditional grant, assessment base or other fiscal pressures and uncertainties. Nevertheless, the Council is acutely aware of the need to establish affordable rates for its Utility customers. This proposed Capital Budget respects that overriding concern. The Components Treatment of Wastewater Effluent As Council is aware, the Harbour Clean -Up project is nearing completion. Presently, there remains only one significant project: Sewerage Lift Station No 31. This project is expected to be tendered by the end of 2012 and completed in 2013. The funds for this project ($2.3 Million) were :Y� M&C2012 -260 Page 2 October 1, 2012 included in the 2012 Capital Budget and will be carried forward to 2013. This construction completes the overall project. Final project costs are anticipated to be $99,400,000, including the City's eligible HST rebate as reported to Council on September 28, 2009 (M & C 2009 -318). Of that amount, $39,200,000 will be funded directly by the Utility, an amount of $28,400,000 ($26,600,000 CSIF Agreement + $1,800,000 approximate interest) from the Province and $31,800,000 ($26,600,000 CSIF Agreement + $5,200,000 GTF) from the Federal government. There are a number of carry- forward projects, (projects which have begun in 2012 and will be completed in 2013) related to Harbour Clean -up carrying a total cost of approximately $11,300,000. Full Treatment of Drinking Water Safe, Clean Drinking Water Safe, Clean Drinking Water is this community's most significant infrastructure initiative. Common Council has clearly expressed the importance of this project to the community and has identified it as one of Council's top priorities. This multi -year project requires huge financial commitments from the ratepayers of the Utility. It is essential that the City explore all alternatives for construction of the facilities required, determine the most cost effective service delivery model, and secure funding from the senior levels of government. The City currently has an application to P3 Canada for funding participation in the project. All aspects of a potential P3 project are being considered; those being design, build, finance, operate and maintain. The initial examination of a P3 model, the business case analysis (value for money), has just begun. This will guide the City's decision making with respect to aspects of service delivery. This will also be a determinant in P3 Canada's decision to financially partner with the City. The provincial government has also expressed strong support for the Safe Clean Drinking Water project; although the level of financial support has not been determined. The approved 2012 Utility Capital Budget includes approximately $5 Million for the project; most of that amount not allocated to specific projects. Approximately $100,000 will be expended on the initial business case analysis and an additional approximate $95,000 on ground water feasibility usage. The proposed 2013 Utility Capital Budget includes $8,065,000 for the project. Of that amount $3,065,000 is identified for the replacement of an existing watermain across the Reversing Falls Bridge. At this time, it is unknown as to whether or not this project will proceed in 2013. Work on the Harbour Bridge, structural capacity of the Reversing Falls Bridge, results of the groundwater availability analysis all must be determined before this project can proceed. ter &Sewer Utility Budget 2013 Wa M &C2012 -260 Page 3 October 1, 2012 The remaining $5,000,000 recommended in the 2013 Capital Budget, is intended to advance the P3 investigative process, secure property, exploratory investigation of groundwater supply, etc. Much more significant expenditures are identified in subsequent years' Capital Budgets as we begin construction of facilities. Infrastructure Renewal Sanitary Like all municipal water and sewer utilities, there is a perpetual need for reinvestment in existing infrastructures. Infrastructure, by its very nature, is installed incrementally over the years and consequently must be incrementally upgraded, replaced and repaired. Notwithstanding the patently obvious need for Harbour Clean Up and Safe, Clean Drinldng Water, significant funding must be made available annually to safeguard the functionality of the existing systems, and protect the environment. Council has acknowledged this basic need each year by providing funding for infrastructure renewal. The proposed 2013 Capital Budget proposes construction totaling $5,330,000 to maintain this sanitary infrastructure. Investments will be made in all geographic sectors in accordance with the greatest need and the most cost effective choices. A listing of these specific projects is included in the appendix to this report. In addition to the new projects recommended for 2013, there are a number of carry over projects which were previously approved in the 2012 Capital Budget. These projects are currently underway and will be completed in 2013. The carry over projects for sanitary renewal will be an investment of approximately $4,100,000. All combined, total investment insanitary sewer infrastructure renewal will total about $9.4 Million in 2013, including the cant' over projects. Water The 2013 proposed Capital Budget also continues to invest in water system renewal projects. A total investment of $3.7 Million combined with $900,000 in other funding will result in approximately $4.6 Million in new work in 2013. The $900,000 will be provided from the gas tax fund for the cleaning and lining of existing cast iron watermains. The cleaning and lining program improves pressure, water quality and fire flows; avoiding a much more costly complete piping replacement. The carryover projects, in water infrastructure renewal amount to approximately $3,000,000. A complete listing of water system infrastructure renewal projects is included in the attached appendix. ■'�Aln_'ls.�+�Gl�ri�1 . = 1.- �i�..�.r.���.Y�r �r�+t_ 2013 Water & Sewer Utility Budget M&C2012 -260 Page 5 October 1, 2012 RECOMMENDATIONS 1) That Common Council Approve the 2013 Capital Budget for the Utility Fund in the amount of $20,665,000 (gross) with contributions from other sources of $4,835,000 yielding a Capital Budget in the amount of $15,830,000 (net) as set in Appendix A 2) That the City of Saint John and Saint John Water make no expenditures from the envelope identified for safe, clean drinking water, or from the envelope identified for watershed protection, without express approval of Council. Respectfully Submitted Wm. Edwards, P. Eng. Commissioner Saint John Water atrick Woods, CGA City Manager his ^�� SaLr�l'�.:�L�r` .�•.r+ � J_�rl�[s =l 2013 Water & Sewer Utility Budget MI Pro gsM Pra ram S'ammary F07 - 01 Category No. of Other Utility Projects Share Share Total Infrastructure Renewal - Sanitary 12 $1,800,000 $3,530,000 $5,330,000 Infrastructure Renewal - Water 10 $900,000 $3,745,000 $4,645,000 Safe, Clean Drinking Water 2 $2,100,000 $8,065,000 $10,165,000 Wastewater Treatment 3 $35,000 $290,000 $325,000 Watershed Protection 1 50 $200,000 $200,000 ��li� ,II�F• .�f� TOTALS: 28 $4,835,000 $15,830,000 $20,665,000 Summary of Capital .Costs _(Utility Share) Wasteftbrabo diRrokction 1.8% t•'�%� infrastructure Renewal- Sanitary 22.3% Safe, Clean Drinking Water $0.9% Infrastructure Renewal - Waft r 23.7% .1 MDH: MUNICIPAL DESIGNATED HIGHWAYS PDH: PROVINCIALLY DESIGNATED HIGHWAYS RDH: REGIONALLY DESIGNATED HIGHWAYS This -IS fl tshlatiVR PrOgra)n I1Sdng e� proposed 4=prtal projects. w&s: WATER AND SEWER RELATED PROJECTS This fist has not been aupreved by Common Counali. C--.- PROJECTS CARRIED OVER FOR COMPLETION THE FOLLOWING YEAR Priority assignments are subject to change at any time. •: PROJECTS DEPENDANT ON FUNDING FROM OTHERS lnfrta tr,uS; Lure Rg"ewal - Sanitga Project Location Description Other Utility Share Share 01 * Beach Millidge Avenue Construct new sanitary sealers and services as 1,800,000 1,200,000 CrescenUMeadowbank reccommended in the Beach Sanitary System CrescentlMeadowbank Drainage Basin Stud, including design and construction management services. Project to be partially funded under G.T.F. 02 Atlantic Avenue Russell Street to St. Catherine Renewal of approx. 45m of 150mm sanitary 0 40,000 Street sewer in conjunction with the One -mile inter obangelRussell Street renewal, including design and construction management services. 03 Loch Lomond Road Russell Street to Westmorland Renewal of existing sections of sanitary sewer 0 275,000 Road; Atlantic Avenue in conjunction with road realignment as part of the One Mile Interchange project; includes construction management services. Will seek to tender as part of D.O.T. contract 04 Duke Street West Watson Street to Ludlow Street Renewal of approx, 140m ofsaintary sewer, 0 250,000 including design and construction management services. 05 Douglas Avenue Civic #228 to Bentley Street Renew approx. 125m of 300mm T.C. with new 0 730,000 250mm sanitary sewer and install lift station to eliminate existing outfall, including design and construction management services 06 Wastewater Pumping Milford Randolph Greendale Renewal of sewage lift station Y, including 0 325,000 system design and construction management services. 07 Dever Road Dever Road area near ballfields Renewal of 45m of existing 200mm sanitary 0 75,000 sewer and design of over flow stnrclure off Dever Road, including construction management servioes. 09 Milford Sanitary System Kingsville Road Renewal of various lengths of deteriorated 0 300,000 sanitary sewer as mccommended in the Milford Drainage Basin Study, including design and construction management services. 12 Wastewater Pumping Milford Randolph Greendale Design services for renewal of fbmemain x- 0 100,000 system station to y- station and easement and land acquisition. 13 University Avenue Nf illidge Avenue to Royal Design services for cured in place structural 0 100,000 Parkway liming ofapprox. 1300m ofexisting sanitary sewer. .1 MDH: WNICIPAL DESIGNATED HIGHWAYS POW PROVINCIALLY DESIGNATED HIGHWAYS iilsx is .� ten;at:we 9 g p t►o p p RDH: REGIONALLY DESIGNATED HIGHWAYS pre ratrt hatitt of io . sed ca ha} to ects. wU: WATER AND SEWER RELATED PROJECTS This slst has not been OPPrOved by Gammon Cuuncil. C-": PROJECTS CARRIED OVER FOR COMPLETION THE FOLLOWING YEAR Printity assl2nmLras are subject to c.hanga at anytime, PROJECTS DEPENDANT ON FUNDING FROM OTHERS Infrastructure Renewal - Sanitary Project Location Description Other Utility Share Share 14 Union Street Waterloo Street to Wellington Design services for cured in place structural 0 100,000 Row lining of approx. 650m of existing 375mm sanitary sewer. 15 Chesley Drive Between Ocean Steel and Preliminary design for outfall redirection and 0 35,000 Themes renewal of opprox. 380 of existing sanitary sewer. Page 3of8 .' MDH. MUNICIPAL DESIGNATED HIGHWAYS PDH: PROVINCIALLY DESIGNATED HIGHWAYS RDH; REGIONALLY DESIGNATED HIGHWAYS This is a terrtatNe program lisflng of propnsed capital projects. w&v- WATER AND SEWER RELATED PROJECTS , hib list has not been approved by Cor+rmt•rt Cormcil. C•"': PROJECTS CARRIED OVER FOR COMPLETION THE FOLLOWING YEAR Priority assignments are subject to change At any time. PROJECTS DEPENDANT ON FUNDING FROM OTHERS Infrastru tune- Renmal - Water Project Location Description Other Utility Share Share 01 Locb Lomond Road Russell Street to Westmorland Renewal of existing watermains including the 0 1,125,000 Road; Atlantic Avenue installation of two sections of 600mm transmission mein for future use in conjuntion with read realignment as part of the One Mile Interchange project; includes construction management services. Will seek to tender as part of D.O.T. contract 02 • Watermain Cleaning and Various locations Cleaning and lining of existing unlined C.I. 900,000 0 Lining Phase 8 & 9 watermains to improve pressure, water quality, and fire flows. Project to be funded under G.T.F. 03 Water Meter Renewals Various Renew approximately 1200 existing water 0 800,000 meters that require replacement, including installation of automated reading system. 04 Fairville Boulevard Catherwood Street to Civic # Renew approx. 720m of 300mm C.I. 0 715,000 885 (Sobeys) watemmin, including design and construction management services, 05 Cottage Hill Zone Champlain Heights pump Replacement of the portion of the existing 0 165,000 station to Cottage Hill tank 30Dmm watermain that presently traverses the Silver Falls reservoir, including design and construction management services. 06 St. James Street West Watson Street to Lancaster Street Renewal of approx. 175m of existing 200mm 0 200,000 diameter watermain, including design and construction management services 07 Rodney Street Watson Street to Civic # 256 Design services for renewal of approx, 120m of 0 140,0(10 existing 150mm diameter watermain, 120m of existing 225mm sanitary sewer for separation and installation of new storm sewer. 08 Musquash Pump Station Musquash Facility evaluation and preliminary design for 250,000 upgrade'reconstruction including appropriate pump sizing, electrical upgrades, reduction in flooding, electrical substation upgrades etc. 09 North End - Forest Street to Reversing Falls Rehabilitation of the 900mm "Central Spine" 0 250,000 Transmission Bridge Phase 2 pipeline chambers and associated equipment to improve the delivery security 10 Water Pumping Station Golden Grove Road Facility evaluation and design for upgrades, 0 100,000 ffV MUH: MUNICIPAL Ut51UNA I tU HFjH WAY5 PDH: PROVINCIALLY DESIGNATED HIGHWAYS RDH: REGIONALLY DESIGNATED HIGHWAYS This is a tentative pronrnrn fitftirsg a1 proposed capital prtajecfx. w&s: WATER AND SEWER RELATED PROJECTS This list has not been approved by Common Council. G: PROJECTS PROJECTS CARRIED ON R FOR G�OMTION THE FOLLOWING YEAR priority assignmontb are subject aio change at any time. Safe. Clean Dr inkime Water Project Location Description Other Utility Share Share ... .m= ` Reversing Foils Bridge Reversing Falls Bridge Renew existing 475mm watermain with two 2,100,000 3,065,000 new 500mm watermains including design and construction managementservices. Project funded under G.T.F. as a contingency plan should the project funding not be mailable under the SCDW program. Safe, Clean Drinking TBD Safe, Clean Drinking Water Program en. elope 0 5,000,000 Water Program for 2013. Details of program for 2013 to be established and approved by Common Council. R MDH: MUNICIPAL DESIGNATED HIGHWAYS PDH: PROVINCIALLY DESIGNATED HIGHWAYS This t tpntat +ve i7 L► _ RDH: REGIONALLY DESIGNATED HIGHWAYS peu. mm listin cat r0 oS ed 61 rtal projects. wft WATER AND SEWER RELATED PROJECTS This list has not been stppro%sd by Common Council. C": PROJECTS CARRIED OVER FOR COMPLETION THE FOLLOWING YEAR Printity;ast- ieriments arc sutsject to change at anytime. PROJECTS DEPENDANT ON FUNDING FROM OTHERS - Wastcxkrater Trea.tmenf 1i Project Location Description Other Utility Share Share nr Wastewater Treatment Lancaster Wastewater Treatment Access road realignment, including design and 0 200,000 Facilities Facility construction management services. 10 Sustainable Energy Millidgeville Wastewater Installation of VFD and control system foT the 30.000 80,000 Management Treatment Facility bio -cell and blower pumps. Other share from Efficiency NB I I Sustainable Energy Market Place Pumping Station 'Irmallation of pump upgrades. Other share 5,000 10.000 Management from Efficiency NB 1i MDH: MUNICIPAL DESIGNATED HIGHWAYS PDH: PROVINCIALLY DESIGNATED HIGHWAYS RDH: REGIONALLY DESIGNATED HIGHWAYS 7-W& IS it teRl:e "Ve P ±eQran: listinro of proposed oapitz ". pr*,7 +% -. W3a: WATER AND SEWER RELATED PROJECTS ?his fist has not b"n approved by Common Counch. C- ": PROJECTS CARRIED OVER FOR COMPLETION THE FOLLOWING YEAR priority assignmcnis are suf�jer f to thanpc at any tirtAC. PROJECTS DEPENDANT ON FUNDING FROM OTHERS Project 11 Watersheds Watershed Protection Location Description Loch Lomond Watershed Land acquisition for watershed protection (as required) Other Utility Share Share IQTAL: 22 200,000 $200.000 Page 7 of 8 MDH: MUNICIPAL DESiUNA I EU HIUMVVAY5 POH: PROVINCIALLY DESIGNATED HIGHWAYS ROW REGIONALLY DESIGNATED HIGHWAYS This in n tentative pragrftFvl listing at propaud capital projects. wRs: WATER AND SEWER RELATED PROJECTS This list has not boon appNoved by Commun Council. PROD PROJECTS DEPENDANT ON FUNDING R M OTHERS FOLLOWING YEAR priority assignments arEt RUt}gp t i0 Ci»nge at AIRy time, .r.rr Project Location Description Other Utility Share Share A 0 i: )posed Pi -egr. am Snmmar 3• f _oz - 2014 Category No. of Other Utility Total Projects Share Share Infrastructure Renewal - Sanitary 1 i $1,380,000 $4,140,000 $5,520,000 Infrastructure Renewal - Water 11 $1,500,000 $4,345,000 $5,845,000 Safe, Clean Drinking Water 1 $0 $10,000,000 $10,000,000 Watershed Protection 4 $0 $600,000 $600,000 ���e+era�� -tom w�rw•�wr�. -rte. :'.. �� s.�r.+wr�a+�.r�w � TOTALS: 27 $2,880,000 $19,085,000 $21,965,000 Summary of Capital Costs (Utility Snare � I Watershed Protection 3.1% Infrastructure Renewal . ±.� Sanitary \ 21.795 Safe, Clean Drinking Water 52.496 Infrastructure Ibnewal- YMer 22.8% i IL MUM MUNIU VAL UM PUrvA ICU "KR MVVAT.1 PDH: PROVINCtALLY DESIGNATED HIGHWAYS ROH: REGIONALLY DESIGNATED HIGHWAYS This is, a tentative program 454ing ut ProPot:ed cipitai projects. w&s: WATER AND SEWER RELATED PROJECTS This list has not been approved by Gammon Council. c,--- PROJECTS CARRIED OVER FOR PROJECTS DEFENDANT ON FUNDING FROM OTHERS FOLLOWING YEAR Priority assignments are subject to change at any time. 7 -,-Fi- .st rttcl--wire Renewal - Sanitary Project Location Description Other Utility Share Share • Beach Kennebecasis Drive, Construct new sanitary sewers and services as 900,000 0 Crescent,'Meadowbank Meadowbank Avenue reecommendcd in the Beach Sanitary System Crescent/Meadowhank Drainage Basin Study, including design and construction management services. Project to be funded under G.T.F. Chesley DTivc Between Ocean Steel and Outfall redirection and renew approx. 380 of 0 360,000 Thornes existing sanitary sewer, including construction management services Combined Sewer South / Central A strategy prioritizing the separation of 0 300,000 Separation Reduction combined sanitary and storm sewers for the Strategy - South ; Central Southend and providing an estimate for budget purposes. One ofthedeliverables would be maps showing all existing sewers (storm, sanitary and combined) with proposed new severs for separation including a Sanitary Sewer model. Douglas Avenue Clarendon Street to Civic # 170 Renew 335m of 450mm sanitary sewer, 0 500,000 including design and construction management services Hillcrest Drive Manawagonish Road to Fenton Renew approx, 560m of200mrn and 300mm 0 435,000 Drivc T.C. sanitary sewer, including design and construction management services. Milford Sanitary System Greenhead Road Renewal of various lengths of deteriorated 480,000 0 sanitary sewer as reccommended in the Milford Drainage Basin Study, including design and construction management services. Project to be funded under G.T.F. Rodney Street Watson Street to Civic # 256 Renewal of approx. 120m of existing 225mm 0 130,000 dituneter sanitary sewer, including construction management services Union Street Waterloo Street to Wellington Cured in place structural lining of approx. 0 850,000 Row 650m of existing 375mm sanitary sewer, including construction management services. University Avenue Millidge Avenue to Royal Cured in place structural lining of opprox. 0 850,000 Parkway - Phase 1 650m of existing sanitary sewer, including construction management services, Wastewater Pumping Milford Randolph Greendale Renewal of foreemain x- station to y- station, 0 515,000 system including construction management services. MDH: MUNICIPAL DESIGNATED HIGHWAYS PDH: PROVINCIALLY DESIGNATED HIGHWAYS RDH: REGIONALLY DESIGNATED HIGHWAYS This is a tf:ntkiVC program listing of prop4o sed CapitAI projectb was: WATER AND SEWER RELATED PROJECTS This list 1125 Molt tst*n approved by Common Cau►icil. C-": PROJECTS CARRIED OVER FOR COWLETION THE FOLLOWING YEAR priority as ignrnents are sut iota to change at an tlrna PROJECTS DEPENDANT ON FUNDING FROM OTHERS y Infrastructure Renewal - _Sanitary Project Location Description Other Utility�� Share Share Wastewater Pumping NliUM Randolph Greendale Design services for overall review of lift 0 200,000 system stations in the Milford Dominion Park area and renewal of lift stations IV and "B" Panes of 7 3� MDH: MUNICIPAL DESIGNATED HIGHWAYS PDH: PROVINCIALLY DESIGNATED HIGHWAYS RDH: REGIONALLY DESIGNATED HIGHWAYS This is a 1101`43tt'~re prOgrartr lisaling of proposed capital pioivcts. wds: WATER AND SEWER RELATED PROJECTS This list has; not been approved by Gorrtrtmort Council. C--: PROJECTS CARRIED OVER FOR COMPLETION THE FOLLOWING YEAR t?rtority BSdignaTr> !`!5 o ro subjejt to change O# any tine. PROJECTS DEPENDANT ON FUNDING FROM OTHERS Iiiftas ructure Renewal -Outer Project Location Description Other Utility Share Share Beaver Court Fairville Boulevard to Renewal of approx. 330m of existing 300mm 0 380,000 Throughway diameter watermain, including design and construction management services Chesley Drive Ocean Steel to Douglas avenue Renewal of approx. 175m of existing 300mm 0 240,000 diameter watermain, including design and construction management services Douglas Avenue Clarendon Street to Civic #170 Renew 335 m of 300 mm watermain, including 0 800,000 construction management services. Green Head Road Milford Road to Civic # 745 Renewal of approx. 1000m of existing 200mm 1,200,000 Phase l and 300mm diameter watermain, including design and construction management services Harding Street Main Street to Catherwood Renewal of approx. 345m of existing 150mm 0 400,000 Street diameter watermain, including design and construction management services Hillerest Drive Manswagonisb Road to Penton Renew approx. 520m of 200mm C.I. 0 510,000 Drive watermain, including design and construction management services. North End - Forest Street to Reversing falls Rehabilitation of the 900mm "Central Spine" 0 250,000 Transmission Bridge Phase 3 pipeline chambers and associated equipment to improve the delivery security Ready Street Main Street to Catherwood Renewal of approx. 300m of existing 150mtn 0 350,000 Street diameter watermain, including design and construction management services Rodney Street Watson Street to Civic # 256 Renewal of approx. 120m of existing 150mm 0 140,000 diameter watermain, including construction management services Water Resen•oir Mixing Cottage Hill Tank, Lakewood Evaluation and design of mixing systems for 0 75,000 System Heights Tank, Lancaster Tank the reservoirs and Spruce Lake Tank Watermain Cleaning and Various locations Cleaning and lining of existing unlined C.I. 1,500,000 0 Lining Phase 10 watermains to improve pressure, water quality, and fire flows. Project to be funded under G.T.F. TOTAL: $1.500.000 $4.345.000 Page o of 7 MDH: MUNICIPAL DESJUNA7tiD HtI34MAYS POW PROVINCIALLY DESIGNATED HIGHWAYS ROH: REGIONALLY DESIGNATED HIGHWAYS This is a tentative proUtwr listing of proposed cup.&ti protects, w &s: WATER AND SEWER RELATED PROJECTS This list has not boon aszproved by Cammon Council. C -": PROJECTS CARRIED OVER FOR COMPLETION THE FOLLOWING YEAR Priority vrsignments are wubjeet to change. at any tirrre. PROJECTS DEPENDANT ON FUNDING FROM OTHERS Safe,.Cfean.Dritiking Water Project Location Description Other Utility Share Share Safe, Clean Drinking T$D Water Program Safe, Clean Drinking Water Program envelope 0 10,000,000 for 2014. Details of program for 2014 to be established and approved by Common Council. 79 ZQTAL: 'w S1t2.000.00 0 Page 5 of 7 MUM: NWrvIWrAL L MZ10TVF11 tU rt1WMVVATJ POH: PROVINCIALLY DESIGNATED HIGHWAYS ROH: REGIONALLY DESIGNATED HIGHWAYS This; is T tentative progi am list ng of proposal capital prujocts. W&s: WATER AND SEWER RELATED PROJECTS Thfr list has Act taOM aPProveti by GOrntnon Council. 0-**: OJECTS DEPENDANT ON FUNODIINGFROM OTHERS FLOWING YEAR Priority assig11pVnts are subject to change- aIt nny time amrshed Protection mss.. Project Location Description Other Utility Share Share Watersheds Loch Lomond Watershed Land acquisition for watershed protection (as 0 200,000 required) Watersheds Loch Lomond Watershed Design for structure rehabilitation, including ii 100,000 design services Watersheds Spruce Lake Watershed Structure evaluation and dam condition report, 0 100,000 including design services. Watersheds VarIPU9 locations Construction of facilities to protect Watersheds 0 200,000 from runoff from highway hazards, including design and construction management services MIAL. $1 $600,000 :1 MINI: MUNIUWAL UtaIC.NA I CU 1110 1WAYA" POH: PROVINCIALLY DESIGNATED HIGHWAYS RDH: REGIONALLY DESIGNATED HIGHWAYS This cS a terllaovc Pram. listing of pimosed capital projects. w&s: WATER AND SEWER RELATED PROJECTS This list has not b00n approved by Common Council. C PROJECTS PROJECTS CARRIED OVER FOR COMPLETION MOTHERS FOLLOWING YEAR Priority assignments are subject to cnange at any time. W a ter sly m -d Protection Project Location Description Ota@e ShUtility e Paac 7 of 7 91 Category a• of Other Utility y Projects Share Share Total Infrastructure Renewal - Sanitary 11 $400,000 $2,581,000 $2,981,000 Infrastructure Renewal - Water 13 $1,500,000 $4,406,000 $5,906,000 Safe, Clean Drinking Water 1 $0 $30,000,000 $30,000,000 Watershed Protection 2 SO $400,000 $400,000 TCTALS: 27 $1,900,000 $37,387,000 $39,287,000 Summary of Capital Costs WON Share) Infrastructure Renewal - Watershed Protection Sanitary 1.1% 6.0% Infrastructure Renewal - Water 11.8% Safe, Clean Drinking Water 80.7% tai M 06 dlllM6V_ K, Page 1 of 8 NUK MUNICIPAL DESIGPIATEO HIGHWAYS PDH: PROVINCIALLY DESIGNATED HIGHWAYS RDH: REGIONALLY DESIGNATED HIGHWAYS rhlS 15 C tCnidl►ae program Eiutittg 011' proposed capital projotxrr. wU: WATER AND SEWER RELATED PROJECTS This 15st has not been approved by Common Council. ECTS PROJECT DEC CARRIED OWN UNDING FROM OTHERS THE FOLLOWING YEAR Ptiority assignments aro tsubject to change at anytime, W Er astr_uctur e Renewal Sanit a i Project Location Description Other Utility Share Share Autumn Street Wright Street to Glenburn Court Renew approx. 120m of existing 200mm, 0 170,000 (including Glenburn Court to 300mm, and 375mm T.C. with new 20pmn- dead end) and install approx. 50m of new 200mm sanitary sewer, including design and construction management services City Road Area Behind City Road Bakery and Renewal of existing sanitary sewer, including 0 365,000 under Colonial Inn design and construction management services. Edward Avenue Lancaster Avenue to end Renew approx. 220m of 150mm and 200mm 0 170,000 T.C. with new 200mm sanitary sewer, including design and construction management services Jack Street Sandy Point Road to end Renew approx. 175m of 200mm T.C. sanitary 0 126,000 sewer, including design and construction management services. lack's Field Gooderich Street to Wright Renew approx. 175m of 300mm T.C. and line 0 385,000 Street, including lames Fan approx. 85m of 300mm and 375mm sanitary Court to Autumn Street sewer; easement acquisition, including design and construction management services King Street West Market Place to Watson Street Renew approx. 260m of 300mm T.C. with new 0 210,000 200mm sanitary sewer, including design and construction management services ` Milford Sanitary System Hawtrey Street, Gilfard Road, Renewal of various lengths of deteriorated 400,000 0 Starburst Lane and Balmoral sanitary sewer as reccommended in the Milford Drive Drainage Basin Study, including design and construction management services. Project to be funded under G.T.F. St. John Strcct Market Place eastward to Renew 170 m of 300 mm and 500 mm T.C. 0 150,000 Railroad Tracks with 300 mm and 375 mm sanitary sewer, including design and construction management smiceS University Avenue Millidge Avenue to Royal Cured in piace structural lining of approx. 0 850,000 Parkway - Phase 2 650m of existing sanitary sewer, including construction management services. Victoria Street West Queen Street West to St John Renew 75 m of 300 mm sanitary sewer, 0 60,000 Street including design and construction management services V isart Street Adelaide Street to Natalie Street Renew approx. 110m of 225 mm T.C. (1925) 0 95,000 with new 200 mm sanitary sewer, including design and construction management services 25 83 MDH: MUNICIPAL DESIGNATED HIGHWAYS PDH: PROVINCIALLY DESIGNATED HIGHWAYS RDH: REGIONALLY DESIGNATED HIGHWAYS T {iS iS a tentative program listing of proposed rn rta{ projects. was: WATER AND SEWER RELATED PROJECTS This list haK not firer} approved by Commun Couri(A C--: PROJECTS CARRIED OVER FOR COMPLETION THE FOLLOWING YEAR Priority assignments are SUbj&Cl to change at any time. ': PROJECTS DEPENDANT ON FUNDING FROM OTHERS Inff a stru ctu- e Rer c wa.l. - Sani.ta.r- Project Location Description Other Utility Share Share IQIrAL: S400,000 $2,681,000 Page 3 of 8 m MDH: MUNICIPAL DESIGNATED HIGHWAYS PDH: PROVINCIALLY DESIGNATED HIGHWAYS RDH: REGIONALLY DESIGNATED HIGHWAYS This is 1 iritatVO pre g ram i 14tiR 6 01 p r p OS LId ca A ite l projects, w&s: WATER AND SEWER RELATED PROJECTS This Sint has not bean approved by Common Council. C -": PROJECTS CARRIED OVER FOR COMPLETION THE FOLLOWING YEAR priority aQFiynrnunts are sut jvct to change ;+1 any time. PROJECTS DEPENDANT ON FUNDING FROM OTHERS Infi-astructure Renewal - \V:. --r Project Location Description Other Utility Share Share (9 -A) Transmission - Forrest Street to Reversing Falls Inspection and rehabilitation of the 900mm 0 250,000 North End Bridge "Central Spine" pipeline chambers and associated equipment to improve the delivery security Autumn Street Wright Street to Gtenburn Court Renew approx. 170m ofexisling 150mm CJ. 0 170,000 (including Glenburn Court to with new 200mm watermain, including design dead end) and construction management services Edward Avenue Lancaster Avenue to end; end of Renew approx. 185m of 150mm C.I. with new 0 210,000 Edward A,�enueto end of Earle 200mm watermain; install approx. 75m of new Avenue 200mm watermain to loop end of Edward Avenue to end of Earle Avenue, easement acquisition, including design and construction management services Green Head Road M Iford Road to Cixrc # 745 Renewal of approx. 1000m of existing 200mm 0 1,200,000 Phase 11 and 300mm diameter watermain, including design and construction management services Hayes Avcnuc Civic # 511 Bay Street to civic # Renewal of approx, 940m of existing 150mm 0 1,180,000 555 Gault Road and 300mm diameter watermain, including design and construction management services Jack Street Sandy Point Road to end Renew approx. 175m of 50mm copper with 0 126,000 new 200mm watermain King Street West Market Place to Watson Street Renew approx, 320m of 150mm with new 0 250,000 250mm watermain, including design and construction management services. Pokiok Road McLellan Street to Dead End Renew approx. 90m of 50mm brass watermain, 0 65,000 including design and construction management services Riverview Drive Civic # 69 to Civic # 360 Renewal of approx. 530nr of existing 150mm 0 615,000 diameter watermain, including design and construction management senices St John Street Market Place eastward to Renew 200 m of 200 mm watermain (1914), 0 155,000 Railroad Tracks including design and construction management services Victoria Street West Queen Street West to St, John Renew 75 m of 200 mm watetmain (1904), 0 60,000 Street including design and construction management sen•ices Visart Street Adelaide Street to Natalie Street Renew approx. 150M of 200 mm C.I. (1957) 0 125,000 watermain, including design and construction management services i� r MDH: MUNICIPAL DESIGNATED HIGHWAYS RDH: REGIONALLY DESIGNATED HI WAYS Thos is n tentath+e program listing at proposed cspital ro ects. ROH: REGIONALLY DESIGNATED HIGHWAYS iI � f3 p P � j was: WATER AND SEWER RELATED PROJECTS This list has not germ approved hp Common Council. C--: PROJECTS CARRIED OVER FOR COMPLETION THE FOLLOWING YEAR Pdo6ty ass4piments are subjer,t to Chan9c at ar!y timo. PROJECTS DEPENDANT ON FUNDING FROM OTHERS In i-astr iwure Renewal - Water Project Location Description Other Utility Share Share "Watermain Cleaning and Various locations Cleaning and lining of existing unlined C.I. 1,500,000 0 Lining Phase I1 watennainS to improve pressure, water quality, and fire flows. Project to be funded under G_T.F. A ;. MTAL: $1,500,000 S4.406.000 Page 5 of 8 MOW MUNICIPAL DESIGNATED HIGHWAYS PDH: PROVINCIALLY DESIGNATED HIGHWAYS This is n tenfntivo fo f ^rn tls n of r0 �srd Gilrtit�t projects. RDH: REGIONALLY DESIGNATED HIGHWAYS p g t. t1 p p• w &s: WATER AND SEWER RELATED PROJECTS This list hats not beer approved by Common Council. C- ": PROJECTS CARRIED OVER FOR COMPLET]DN THE FOLLOWING YEAR Prior;ty assignments are subject to change M any limo. ": PROJECTS DEPENDANT ON FUNDING FROM OTHERS Safe, Qean Drinking) Water Project Location Safe, Clean Drinking TBD Wafer Program Description Safe, Oean Drinking Water Program envelope for 2415. Details of program for 2015 to be established and approved by Common Council. M TOTAL Other Utility Share Share 0 30,000,000 IQ S30.000.00 Q I Page's of 6 MDH: MUNICIPAL DESIGNATED HIGHWAYS POW PROVINMALLY DESIGNATED HIGHWAYS This is � tentative program listing Of proposed capital r0 ITCIS. RDH: REGIONALLY DESIGNATED HIGHWAYS P$ $ P P P J W&s: WATER AND SEWER RELATED PROJECTS This list has not been approveil by Common Council. C --: PROJECTS CARRIED OVER FOR COMPLETION THE FOLLOWING YEAR Priority assignirnents afe subjW_ t.4 change at arty tirttc. `: PROJECTS DEPENDANT ON FUNDING FROM OTHERS Watershed Protection Project Location Description Other UtlIity Share Share — ....rte Watersheds Loch totnond Watershed Land acquisition for watershed protection (as 0 200,000 required) Watersheds Various locations Construction of facilities to protect watersheds 0 200,000 from runoff from highway hazards, including design and construction management services • i 1 I,] M From* -ed Pro4ram Summar -1-o -'2016 No. of Other Utility Category Projects Share Share Total Infrastructure Renewal - Sanitary 17 $5,200,000 $2,435,000 $7,635,000 Infrastructure Renewal - Water 17 $1,500,000 $2,675,000 $4,175,000 Safe, Clean Drinking Water 1 $0 $10,000,000 $10,000,000 Watershed Protection 2 $0 $400,000 $400,000 TOTALS: 37 $6,700,000 $15,510,000 $22,210,000 Summary of Capital Casts (Utility Share) Watershed Protection 2.6% Infrastructure Renewal - Sanitary 15.7% Safe, Clean Drinking Water 64.5% 31 89 Infrastructure Renewal - Water 17.2% _ Page t of 8 MDH: MUNICIPAL DESIGNATED HIGHWAYS POH : PROVINCIALLY DESIGNATED HIGHWAY$ RDH: REGIONALLY DESIGNATED HIGHWAYS Ctygt3ff:ntitlSNC PrYfrli s nq of r ot&d capital r0 *ct';, w8s: WATER AND SEWER RELATED PROJECTS ThK list has not boon aPPruvnd by Common Council. C= ': PROJECTS CARRIED OVER FOR COMPLETION THE FOLLOWING YEAR i"rionty Dssi9rlmvnts are subject to change at any timc. •: PROJECTS DEPENDANT ON FUNDING FROM OTHERS Infrastructure Rene3yal - Sanitary Project Location Description Other Utility Share Share " Beach Meadowbank Avenue Construct new sanitary sewers and services as 3,000,000 0 CrescentLMeadowbank reccommended in the Beach Sanitary System Crescent Meadowbank Drainage Basin Study, including design and construction management services. Project to be partially funded under G.T. F "Beach Millidge Avenue, Kennebecasis Construct new sanitary sewers and services as 2,200,000 0 GTcscent'Meadowbank Drive and Manners Sutton Road reccommended in the Beach Sanitary System Crescent/Meadowbank Drainage Basin Study, including design and construction management services. Project to be funded under G.T.F. Celebration Street Stanley Street to end Renew 100 m of 300 mm sanitary sewer, 0 95,000 including design and construction management services Currie Avenue Balfour Street to Visart Street Renew 320 in of 300 nun sanitary sewer, 0 265,000 including design and construction management services Dominion Court Tower Street to St. George Street Renew 160 m of 200 mm cone, sanitary sewer, 0 175,000 including design and construction management services Durham Street Bryden Stmt to Newman Street Renew 75 m of 300 mm sanitary sewer, 0 70,000 including design and construction management services Elgin Street Victoria Street to Main Street Renew approx. 95m of 375mm (1899) with 0 100,000 new 250mm sanitary sewer, including design and construction management services Magazine Street Metcalf Street to Webster Street Renew approx. 130m of deteriorated 200mm 0 110.000 sanitary sewer, including design and construction management services Milford Road Civic #101 to end of road Renew approx. 115m of 200mm and 180M of 0 220,000 300mm sanitary sewer, easement acquisition, including design and construction management services Pokiok Road Spar Cove Road to Belleview Renew approx. 45m of 300mm T.C, sanitary 0 45,000 Avenue sewer, including design and construction management services Prince William Street Princess Street to Duke Street Renew approx. 130m of existing 225mm and 0 110,000 300mm T.C. and cone. sanitary seKser, including design and construction management services 0 MDH: MUNICIPAL DESIGNATED HIGHWAYS PDH: PROVINCIALLY DESIGNATED HIGHWAYS RDH: REGONALLY DESIGNATED HIGHWAYS Yti: is a WrtatlVB prograrn listing of r p "od capital p rci ©Cts. w&s: WATER AND SEWER RELATED PROJECTS This list has not bter9 approved by Cr nrmon Council. C•-: PROJECTS CARRIED OVER FOR COMPLETION THE FOLLOWING YEAR priority assignments area subject to change at any kinle. PROJECTS DEPENDANT ON FUNDING FROM OTHERS In.' str tic cure Renewal - Sgnitary Project Location Description Other Utility Share Share Princess Street Charlotte Street to Sydney Street Renew approx. I l Om of 300mm T.C. (1870) 0 95,000 sanitary sewer, including design and construction management senices Sand Cove Road Young Street to Windsor Street Renew 230 m of 225 ruin T_C. with 250 mm 0 195,000 sanitary sewer, including design and construction management services Summer Street Winter Street to End Renew approx, 195m of225mm T.C. sanitary 0 120,000 Sewer, including design and construction management servioes. Tower Street Market Place To City Linc Renew approx. 535 in of 500 mm and 750 mm 0 485,000 brick sanitary scorer, including design and construction management services Waterloo Street Haymarket Square to Castle Renew approx. 330m of 300mm and 375mm 0 320,000 Street T.C.sanitary sewer (1869), including design and construction management services Winona Avenue Gooderich Street to end Renew approx. 31 in of 225mm cone. (1958) 0 30,000 with new 204mm sanitary sewer, including design and construction management services I• MOH: MUNICIPAL DESIGNATED HIGHWAYS PDH: PROVINCIALLY DESIGNATED HIGHWAYS ROH: REGIONALLY DESIGNATED HIGHWAYS ThGt is a tentstc & 1rr"ram fisting Of PrOpOSOd Capital projects. wa& WATER AND SEWER RELATED PROJECTS l his 11st has not h on :approved by Camrrton Council. G=': PROJECTS CARRIED OVER FOR COMPLETION THE FOLLOWING YEAR Priority assiVnArents am sulsjert 10 change X11 any ti1lK,. `: PROJECTS DEPENDANT ON FUNDING FROM OTHERS In.frastructufe Renewal - Water Project Location Description Other Utility Share Share W� Belmont Street Courtenay Avenue to Mount Design services for construction of 400mm dia. 0 120,000 Pleasant Avenue East (or smaller) wataTnain to strengthen service feed from Loch Lomond Road to Courtenay Bay Causeway area including sanitary sewer and pavement renewal, and new storm seller. Celebration Street Stanley Street to end Renew 100 m of 300 mm watermain, including 0 95,000 design and construction management services Currie Avenue Balfour Street to Visart Street Renew 290 m of 150 nun with 200 mm 0 220,000 watermain, including design and construction management services Dominion Court Tower Street to St. George Street Renew 180 m of 200 nun C.I, watermain, 0 185,000 including design and construction management services Durham Street Bryden Street to Newman Street Renew 75 m of 200 mm watermain, including 0 70,000 design and construction management serview Elgin Street Victoria Street to Main Street Renew approx. 155m of 200mm and 300mm C1 165,000 C.I. watermain, including design and construction management services Magazine Street Metcalf Street to Webster Street Renew approx. 130m of 200mm C.I. (1959) 0 110,000 watermain, including design and construction management services Milford Road Civic #101 to end of road Renew approx. 250m of 150mm CA. and PNT 0 275,000 with new 200mm watermain, including design and construction management services Poldok Road Spar Cove Road to Belletiiew Renew approx. I I 5 of 200mm C.1. 0 105,000 Avenue watermain, including design and construction management services Prince William Street Princess Street to Duke Street Renew approx. 174m of existing 300mm C.I. 0 135,000 watermain, including design and construction management services Princess Street Charlotte Street to Sydney Street Renew approx. 130m of 250mm C.I. (1912) 0 115,000 watermain, including design and construction management services Sand Cove Road Young Street to Windsor Street Renew 125 m o£300 mm watermain, including 0 100,000 design and construction management services Summer Street Winter Street to End Renew approx. 185m of I SOmm C.1, 0 135,000 watermain, including design and construction management services. 91 MOH: MUNIUPAL DFWUNAI ELI HIGHWAYS PDH: PROVINCIALLY DESIGNATED HIGHWAYS RDH: REGIONALLY DESIGNATED HIGHWAYS This hs a fens:ative program listing of proposed capital projecis. w&s. WATER AND SEWER RELATED PROJECTS This 11,4 has not been approved by Common Council. C-": PROJECTS CARRIED OVER FOR COMPLETION THE FOLLOWING YEAR Priority ass ignm&nts are subject to change at any time_ ': PROJECTS DEPENDANT ON FUNDING FROM OTHERS infrastructure genetl Water Project Location Description Other Utility Share Share Tower Street Market Place to City Line Renew approx. 615 m of 150 mm with 200 mm 0 480,000 watermain, including design and construction management services Waterloo Street Haymarket Square to Castle Renew approx. 330m of 300mm C.I. watermain 0 335,000 Street (1856), including design and constriction management services Watermain Cleaning and Various locations Cleaning and lining of existing unlined C.1. 11500,000 0 Lining Awe 12 watennains to improve pressure, water quality, and fire flows. Project to be funded under G.T.F. Winona Avenue Goodcrich Street to end Renew approx. 55m of25mm copper (1958) 0 30,000 with new 50mm water service, including design and construction management services C Page S of 8 Y MDH: MUNICIPAL DESIGNATED HIGHWAYS PDH: PROVINCIALLY DESIGNATED HIGHWAYS ROW REGIONALLY DESIGNATED HIGHWAYS 1 his Is a tentaiiv@ prograrn hsting of proposed c%iplta3 prDjectr.. W&S: WATER AND SEWER RELATED PROJECTS This list has not boon opprooved by Common Council. C- ~: PROJECTS CARRIED OVER FOR COMPLETION THE FOLLOWING YEAR Ptlority assiBnments are Sut jot t to changt; at an "; PROJECTS DEPENDANT ON FUNDING FROM OTHERS Y tl �i.fe, C'leati Drinking Water Project Location Description Other Utility Share Share Safe, Clean Drinking TBD Water Program Safe, Clean Drinking water Program envelope for 2016. Details of program for 2016 to be established and approved by Common Council, U 0 10,000,000 #Q $10,000.00 4 IL c Page 6of8 Mon: MUfVJUVAL UtblUNA I U) t1;bHVVAT, POW PROVINCIALLY DESIGNATED HIGHWAYS RDH: REGIONALLY DESIGNATED HIGHWAYS This is a tentative pnvg, 5om listing of proposes caphal projects, wds: WATER AND SEWER RELATED PROJECTS Thh; fist has not been alPprovcd oy Common Council., C-11: PROJECTS TS CARRIED ON R FOR G�OM OTHERS FOLLOWING YEAR Priority assignments are subject to change at any time. W aterst, Prctcction Project Location Description Other Utility Share Share Watersheds Loch Lomond Watershed Land acquisition for Watershed protection (as 0 200,000 required) Watersheds Various locations Construction of facilities to protect watersheds 200,000 from runoff from highway hazards, including design and construction management services TOTAL: S-0 5400.000 M MOH: MUNICIPAL DESIGNATED HIGHWAYS POH: PROVINCIALLY DESIGNATED HIGHWAYS 1 hir; is J tC1�tJtivC r r #� p p RDH: REGIONALLY DESIGNATED HIGHWAYS P a9 am tisting ni fo Csett capital roiCCts4 w&s: WATER AND SEWER RELATED PROJECTS This At has not been approved by Common Council C-": PROJECTS CARRIED OVER FOR COMPLETION THE FOLLOWING YEAR Priority :kisignr,*Hs are subject to change at any time. PROJECTS DEPENDANT ON FUNDING FROM OTHERS Project Location Description Other Share Shai e Page 8 of 8 ■f'J P, or used Pi ograin Sum mLxy Fclr -Ali 1 Category No. of Other Utility rY Projects Share Share Total Infrastructure Renewal - Sanitary 12 $0 $2,605,000 $2,605,000 Infrastructure Renewal - Water 14 $1,500,000 $3,070,000 $4,570,000 Safe, Clean Drinking Water 1 $0 $10,000,000 $10,000,000 Watershed Protection 1 $0 $200,000 $200,000 ���snnsr�r��..r•f.�a.�— w TOTALS; 28 $1,500,000 $15,875,000 $17,375,000 Summar of Capital Cosh Ut111 Share Sate, Clean Wnkli Water 63.0% Watershed Protection 9.39E Infrastructure Renewal - Sanitary 1B.4% Infrastructure Renewal - Water 98.3% Page 1 of 8 F MDH: MUNICIPAL DESIGNATED HIGHWAYS POH: PROVINCIALLY DESIGNATED HIGHWAYS ROH: REGIONALLY DESIGNATED HIGHWAYS this is a tentative prograrr, listing of prop(�s:ed capita( pioJects w&s: WATER AND SEWER RELATED PROJECTS This list has not been approvfd bV Conirnon CtNmcit. G": PROJECTS CARRIED OVER FOR COMPLETION THE FOLLOWING YEAR Priority assignment.': are stlb vCt fo change at any tistte ': PROJECTS DEPENDANT ON FUNDING FROM OTHERS Tnft astruc#ure Renewal - �,anitgry Project Location Description Other Utility Share Share Adelaide Street Between Victoria Strcct and Renew approx. 125m of 300mm sanitary 0 160,000 Newman's Brook sewer, including design and construction management services. Albert Street Victoria Street to Main Street Renew approx. 170m of 375mm T.C. (1899) 0 195,000 with new 250mm and 300mm sanitary sewer, including design and construction management services Belmont Street Courtenay Avenue to Mount Renew approx. 435m of 200mm T.C. sanitary 0 380.000 Pleasant Avenue East _ sewer, including construction management services Brydcn Street Durham Street to Fled Renew 150 m of 300 mm sanitary sewer, 0 150,000 including design and construction management serriees Ellerdale Street Civic #506 to Westmorland Renew approx. 200m and install approx. 65m 0 320,000 Road of new 200mm sanitary sewer in conjunction with street reconstruction, including design and construction management services Jean Street Loch Lomond Road to Renew approx. 210m of 200mm T.C. (1926 & 0 240,000 Courtenay Avenue 194 1) sanitary sewer, including design and construction management services L.einster Street Sydney Street to Carmarthen Renew approx, l 15m of 300mm T.C. with new 0 95,000 Street 20Dmm sanitary sewer, including design and construction management services Paddock Street Waterloo Street to Coburg Street Renew approx. 240m of 225mm, 300mm, and 0 220,000 375mm T.C, sanitary sewers, including design and construction management services Princess Street Wentworth Street to Crown Renew approx, 250m of 225mm and 300mm 0 220,000 Street T.C. with new 200mm and 300mm sanitary sewer, including design and construction management services St, James Street West Lancaster Street to Albert Street Renew approx_ 600m of 225mm T.C. sanitary 0 450,000 sewer, including design and construction rnanagwrient services, Wentworth Street King Street East to Orange Street Renew approx. 105m of 150mm and 300mm 0 95,000 T.C. with new 200mm sanitary sewer, including design and construction management services .; E Page 2 of A C MOH: MUNICIPAL DESIGNATED HIGHWAYS POW: PROVINCIALLY DESIGNATED HIGHWAYS T }ty 1> b ientaottvc g P projects, RDH: REGIONALLY DESIGNATED HIGHWAYS pd 8n'+ 118tin of r0 Osod capital ro eets, 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 Pwrity assig.4nients are subject to change :it any tune. PROJECTS DEPENDANT ON FUNDING FROM OTHERS inf'r��tit��ucture Rent wai -- Sanitary Project Location Description Other utility ��. .. Share Share Wentworth Street Union Street to Elliott Rou Renew 40 m o£300 mm T.C. sanitary sewer, 0 80,000 including design and construction manegentent services 10TAI_: ZA 12.605.000 C MDH: MUNICIPAL DESIGNATED HIGHWAYS PDH: PROVINCIALLY DESIGNATED HIGHWAYS RDH REGIONALLY DESIGNATED HIGHWAYS This ifi� t�t71itV@ rr r7 liStin OS rop c6rd Capital ro ads. w&s: WATER AND SEWER RELATED PROJECTS This list has not Mier approved by Comm nr Ccstncli. C- -: PROJECTS CARRIED OVER FOR COMPLETION THE FOLLOWING YEAR Ptivrrty asbigrrtrrents am sttbject try Change at any titre. PROJECTS DEPENDANT ON FUNDING FROM OTHERS Infrastruetur e Renew I - Watei Project Locatlon Description Other Utility Share Share Adelaide Street Between Victoria Street and Renew approx. 125m of 250mm C.I. 0 135,000 Newman's Brook watermain, including design and construction management services. Albert Street Victoria Street to Main Street Renew approx. 160m of 200mm C.I. (1889) 0 165,000 with new 200mm watermain, including design and construction management services Belmont Street Courtenay Avenue to Mount Installation of 400mm dia, (or smaller) 0 630,000 Pleasant Avenue East watermain to strengthen service feed from Loch Lomond Road to Courtenay Bay Causeway area, including construction management services. Bridge Street Atlantic Towing location to Spar Renew approx. 560m of 150mm and 200mm 0 440,000 Cove Road, including C.I. with 200mm watermain, including design Hammond Street and construction management services Bryden Street Durham Street to End Renew 90 m of 150 mm with 200 mm 0 90,000 watermain, including design and construction management services Ellerdale Street Civic #506 to Westmorland Renew approx. 200m of400mm Hyprescon 0 280,000 Road Transmission Main in conjunction with street reconstruction, including design and construction management services Jean Street Loch Lomond Road to Renew approx. 240m of 156mm and 200mrn 0 300,000 Courteney Avenue C.I. (1926 & 1935) with new 200mm — watermain, including design and construction management services Leinster Street Sydney Streci to Carmarthen Renew approx. 1 15m of 200mm C.I. 0 95,000 Street watermain, including design and construction management services Paddock Street Waterloo Street to Coburg Street Renew approx. 200m of 200mm watermain 0 165,000 (1949), including design and construction management services Princess Street Wentworth Street to Crown Renew approx. 275m of 250mm C.1. (l 924) 0 240,000 Street watermain, including design and construction management services St. James Street West Lancaster Street to Albert Street Renew approx. 600m of I50mm and 200mm 0 335,000 watermain, including design and construction management services. $60 MDH: MUNICIPAL DESIGNATED HIGHWAYS PDH: PROVWCiALLY DESIGNATED HIGHWAYS This IS 4cn &ttiVlc r 1f P RDH: REGIONALLY DESIGNATED HIGHWAYS p 0pirtm ilatan or ropcs,ad Capital pfojDCtS. v4s: WATER AND SEWER RELATED PROJECTS This list has not been appnovod by Common Couaril, G ^: PROJECTS CARRIED OVER FOR COMPLETION THE FOLLOWING YEAR 1'rtarity m5signrte+ nts -ire subject t chatrgE at any %im; . PROJECTS DEPENDANT ON FUNDING FROM OTHERS Infrastructure _Renewal - .Water Project Location Description Other Utility Share Share Watcrmain Cleaning and Various locations Cleaning and lining of existing unlined C.I. 11500,000 0 Lining Phase 13 watermains to improve pressure, water quality, and fire flows. Project to be funded under G.T.F. Wentworth Street King Street East to Orange Street Renew approx. 155m of 150mm and 300mm 0 135,000 with new 200mm and 300mm uatermain, including design and construction management services Wentworth Street Union Street to Elliott Row Renew 90 m of 300 mm watemrain, including 0 80,000 Y design and construction management services 43 101 MUM: MU MUM VAL UtSK." I tU MFUMVVArS PD H: PROVINCIALLY DESIGNATED HIGHWAYS ROH: REGIONALLY DESIGNATED HIGHWAYS This lie a tentative program iiliting of proposed capital proircts. w&s: WATER AND SEWER RELATED PROJECTS This list has not been approved by Common Cosmril. C ENFUNDING E FOLLOWING YEAR priority a&Si�rments are subject to �ianyc at any time. PROJJECTS DEPENDANT ON FR M OTHERS Sae C' Ian Drinking Wat e� Project Location Description Safe, Clean Drinking TBD Water Program Other Utility Share Share Safe, Clean Drinking Water Program envelope 0 10,000,000 for 2017. Details of program for 2017 to be established and approved by Common Council. 1Q2 TOTAL, SL S Q.O00.00 A Page 6 of 8 MUM: MJNRAFAL U=01U Ynreu MFR PIWATJ PDW PROVINCIALLY DESIGNATED HIGHWAYS ROW REGIONALLY DESIGNATED HIGHWAYS This is a tentative pttiirralm listing of proposed CApital prole4ivs. wu: WATER AND SEWER RELATED PROJECTS Tads 1141 has nrit been Approved by Common Council. PROJ PROJECTS TS DEFENDANT ON FUNDING FROM OTHERS FOLLOWING YEAR PriOntY asslgnrueFttY aft: ^- fubject to change at any t1mv. Watershed Protection sffmwwn� Project Location Watersheds Various locations Description Construction of facilities to protect watersheds from runoff from highway hazards, including design and construction management services 103 Other Utility Share Share 200,000 ,&4 $200.000 Page 7 018 MDH. MUNICIPAL DESIGNATED HIGHWAYS POH: PROVINCkM1Y DESIGNATED HIGHWAYS RDH: REGIONALLY DESIGNATED HIGHWAYS This IS a tentative prograrn listing of Ptowtud capital projects. wds: WATER AND SEWER RELATED PROJECTS This list has not boon approved by Common Council. G'': PROJECTS CARRIED OVER roR COMPLETION THE FOLLOWING YEAR Priority assignments: arc sobject to change at anytime. PROJECTS DEPENDANT ON FUNDING FROM OTHERS Water shed Protection. Project Location Description Other Utility Share Share 104 2 .1 REPORT TO COMMON COUNCIL M &C2012 -283 November 20, 2012 His Worship Mayor Mel Norton & Members of Common Council Your Worship and Members of Council: SUBJECT: Proposed Operating Budget Water & Sewerage Utility Fund 2013 BACKGROUND C*1-11 The City of Saint)ahn Council, at its meeting of 19 November considered the attached proposed Operating Budget for the Water & Sewerage Utility for 2013. The proposed budget is an extension of the approved 2012 budget with necessary adjustments to recognize the significant increases in anticipated expenditures, and debt servicing payment required in 2013. Over the next few years, it is anticipated that the Utility will invest heavily in the establishment of projects designed to ensure the delivery of safe, clean drinking water for the foreseeable future. A key component of the Operating Budget is the fiscal requirement to adequately fund debt repayment for past and future capital expenditures. Coincident with that requirement, is the need to adjust revenues collected from rate payers such that total expenditures of the Utility are offset by annual revenues. Council acknowledged at the 19 November meeting, that the Water and Sewer user rates must increase incrementally over the next few years in order to adequately fiend the ongoing maintenance operation as well as fund the significant investments required for quality improvement. The attached proposed Operating Budget recommends an increase in user rates of approximately 7.4% for the year 2013. This increase is an across the board increase equally impacting all users of the system. ANALYSIS As Council is aware, Saint John Water has adopted a service based budget format beginning in 2012. The service based budget approach allows Council and the public to understand explicitly the costs associated with the delivery of each of the specific services provided by the Utility. Appended to this report is a summary of the service based budget for 2013. The stated service level, the expected service outputs, the anticipated impact of service delivery, as well as the resource requirements are outlined for each subservice of the Utility. All of these services collectively express the organizational goals and objectives of the Utility. 47 M & C 2012 -283 November 20, 2012 Page 2 RECOMMENDATION Common Council having given due consideration to the objectives of Saint John Water, and acknowledging the inherent costs associated with providing services to achieve the goals, is requested to adopt the following recommendation: It is recommended that Common Council adopt the following resolutions: 1. RESOLVED that the estimated revenue for the Water and Sewerage Utility for the year 2013 in the amount of $38,768,000 be adopted (Appendix "A "); 2. RESOLVED that the estimate of expenses for the Water and Sewerage Utility for the year 2013 in the amount of $38,768,000 be approved (Appendix `B "); and 3. RESOLVED that the By -Law entitled A By -Law to Amend a By -Law Respecting Water & Sewerage (Appendix "C ") be given first and second reading Respectfully submitted, Wm. Edwards . Eng. J, atrick Woods, CGA Commissioner Ci Manager Transportation & Environment Services M & C 2012 -283 November 20, 2012 Page 3 Appendix "A" Saint Jahn Water -- Expenditure Budget 2013 2012 Budget 2013 Proposed 2014. outlook 2015 outlook 2016 Outlook Operating Expenditures Drinking Water Watershed Management 249,000 244,000 248,000 252,000 256,000 Water Treatment 2,092,000 2,076,000 2,097,000 2,118,000 2,139,000 Water Pumping & Storage 996,000 1,086,000 1,101,000 1,116,000 1,132,000 Transmission & Distribution 4,370,000 4,456,000 4,517,000 4,579,000 4,643,000 Customer Metering 667,000 708,000 719,000 730,000 741,000 Industrial Water Watershed Management 476,000 403,000 408,000 413,000 418,000 Water Pumping & Transmission 822,000 1,063,000 1,081,000 1,099,000 1,118,000 Customer Metering 104,000 100,000 102,000 103,000 105,000 Wastewater Wastewater Pumping 2,097,000 2,180,000 2,213,000 2,247,000 2,281,000 Wastewater Collection 2,520,000 2,604,000 2,646,000 2,687,000 2,730,000 Wastewater Treatment 4,398,000 4,208,000 4,277,000 4,346,000 4,418,000 Infrastructure Management Municipal Engineering 1,306,000 11099,000 1,103,000 1,121,000 1,139,000 Other Internal Charges 509,000 542,000 555,000 565,000 576,000 Net Pension Costs 883,000 2,196,000 2,196,000 2,196,000 2,196,000 21,489,000 22,965,000 23,263,000 23,572,000 23,892,000 Fiscal Charges Debt Servicing 9,833,000 9,229,000 8,890,000 10,378,000 12,429,000 Capital from Operating 5,605,000 6,574,000 8,794,000 9,729,000 9,906,000 Total Fiscal Charges 15,438,000 15,803,000 17,684,000 20,107,000 22,335,000 Total Expenditures 36,927,000 38,768,000 40,947,000 43,679,000 46,227,000 49 M & C 2012 -283 November 20, 2012 Page 4 Appendix `B" Saint John Water — Revenue Budget 2013 Revenues 2012 Budget 2013 Proposed 2014 Outlook 2015 Outlook 2016 Outlook Flat Rate Accounts 16,065,000 17,266,000 18,468,000 19,866,000 21,068,000 Metered Accounts 17,377,000 17,907,000 18,884,000 20,018,000 20,994,000 Fire Protection Levy 2,200,000 2,270,000 2,270,000 2,450,000 2,800,000 Storm Sewer Levy 1,060,000 1,100,000 1,100,000 1,120,000 1,140,000 Other Revenues 225,000 225,000 225,000 225,000 225,000 Total Revenues 36,927,000 38,768,000 40,947,000 43,679,000 46,227,000 50 M & C 2012 -283 November 20, 2012 Page 5 Appendix "C" Proposed 2013 Changes By -Law Number M -16, A By -Law Respecting Water and Sewerage (Water and Sewerage Utility Fund) • BY -LAW TO AMEND UN ARRETE POUR MODIFIER • BY -LAW RESPECTING WATER AND ARRETE CONCERNANT LES RESEAUX D'EAU ET SEWERAGE D'EGOUTS Be it enacted by Common Council of the City Le conseil communal de The City of Saint John of Saint John, as follows: edicte : A by -law of the City of Saint John entitled "A Par les presentes,l'arrete de The City of Saint By -law Respecting Water and Sewerage" John intitule «Arrete concernant les reseaux enacted on the 7th day of June, A.D. 2004, is d'eau et d'egouts », edicte le 7 juin 2004, est hereby amended as follows: modifie comme suit: 1. Schedules "A" and "B" are repealed and 1. Les annexes «A» et « B » sont abrogees et the following are substituted therefor. sont remplacees par celles qui figurent aux pr6sentes. Mayor or the member of the Council who Maire ou membre du conseil qui presidait ]a presided at the meeting at which it was reunion a laquelle l'arrete a ete edicte enacted; and/ Common Clerk Greffiere communale First Reading Premiere lecture Second Reading Deuxieme lecture Third Reading Troisieme lecture 51 M & C 2012 -283 November 20, 2012 Page 6 A BY-LAW RESPECTING WATER AND SEWERAGE SCHEDULE "A" ARRETE CONCERNANT LES RESEAUX D'EAU ET D'EGOUTS ANNEXE «A» Effective January 1st, 2013/ En vigueur le 1 er janvier 2013 Flat rate customers Tat f for faitaire pour les clients Flat rate customers Yearly $470.27 Tarif forfaitaire pour Tarif 470,27$ Water charge les clients annuel Redevance sur Feau. 52 M & C 2012 -283 November 20, 2012 Page 7 A BY -LAW RESPECTING WATER AND SEWERAGE SCHEDULE "B" Effective January 1s', 2013 METERED CUSTOMERS - WATER SERVICE CHARGE Meter Size Yearly [$) Monthly ($) Bi- Monthly ($) 15mm 216.36 18.03 36.06 20mm 264.84 22.07 44.14 25mm 361.68 30.14 60.28 40mm 475.56 39.63 79.26 5 948.72 79.06 158.12 75mm 1,971.48 164.29 328.58 100mm 3,428.52 285.71 571.42 150mm 5,388.24 449.02 898.04 200mm 7,742.40 645.20 1,290.40 250mm & up 10,485.96 873.83 1,747,66 METERED CUSTOMERS - CONSUMPTION CHARGE Monthly (by m3) Bi- Monthly (by m3) Consumption (m3) Rate ($ /m3) Consumption (m;) Rate ($ /m3) For the first 50 1.0974 For the first 100 1.0974 For the next 124,950 0.6988 For the next 249,900 088 For all in excess of 125,000 0.2466 For all in excess of 250,000 0.2466 Spillage 0.1100 Spillage 0.1100 53 M & C 2012 -283 November 20, 2012 Page 8 ARRtTk CONCERNANT LES R9SEAUX WEAU ET DTGOUTS ANNEXE « B >> En vigueur ter janvier 2013 F- CLIENTS AVEC COMPTEUR - TARIF DES SERVICES D'EAU Dimension du P teur cam Tarif annuel ($) Tarif mensuel ($) Tarif bimensuel (�) 15mm 216.36 18.03 36.06 20mm 264.84 22.07 44.14 25mm 361.68 30.14 60.28 40mm 475.56 39.63 79.26 50mm 948.72 79.06 158.12 75mm 1,971.48 164.29 328.58 100mm 3,428.52 285.71 571.42 150mm 5,388.24 449.02 898.04 200mm 7,742.40 645.20 1,290.40 250mm et plus 10,485.96 873.83 1,747.66 CLIENTS AVEL COMPTEUR - FRAIS DE CUNSOMMATION MENSUEI. ET SIMESTRIEL Mensuel (par m3) Bimestriel (par mj) Consommation (m3) Frais ($ /m3) Consommation (mj) Frais ($ /ml) Pour les 50 premiers m3 1,0974 Pour les 100 premiers m3 1,0974 Pour les 124 950 m3 suivants 0,6988 Pour les 249 900 m3 suivants 0,6988 Pour toute consommation au -delA de 125 000 m3 0,2466 Pour toute consommation au -delA de 250 000 m3 0,2466 Renversement 0,1100 Renversement 0,1100 54 Saint John Water Services Overview The City of Saint John provides water and wastewater services to homes, businesses, industry and institutions through its utility Saint John Water. These services, essential to the community's health, environmental protection, quality of life and economy, are regulated under the Province's Clean Water Act and the Clean Environment Act. To establish the City of Saint John as a service- based, results oriented, high performance public service organization. Service Rased Considering the needs of the community as a whole • Creating opportunities for citizen feedback and input • Responding effectively and efficiently to address community needs Results Oriented • Clean, safe drinking water, ensuring adequate supply • Quality, fiscally responsible maintained infrastructure • Clean, healthy natural environment High Performance • Collaborative, strategically minded workforce • Culture focused on contributing to community goals through service delivery • Resource conscious and accountable for results Dunking Water Service Industrial Water Service Wastewater Service Engineering Draft November 20, 2012 55 SJW - 1 Saint John Water Services Summary Industrial Water Service Watershed Management Approved 403,000 200 206 408,000 Projected Expenditures 418,000 Water Pumping and Transmission 2012 Expenditures Revenue FTE 2014 2015 2016 Drinking Water Service 100,000 100,000 0 -90 102,000 103,000 105,000 Total Service $1,402,000 Watershed Management 249,000 244,000 244,000 1.82 248,000 252,000 256,000 Water Treatment 2,092,000 2,076,000 2,076,000 1169 2,097,000 2,118,000 2,139,000 Water Pumping and Storage 996,000 1,086,000 1,086,000 570 1,101,000 1,116,000 1,132,000 Water Transmission and Distribution 4,370,000 4,456,000 4,456,000 2571 4,517,000 4,579,000 4,643,000 Customer Metering 667,000 708,000 708,000 _ 574 719,000 730,000 741,000 Total Service $8,374,000 $8,570,000 $8,570,0900 50.66 $8,682,000 $8,795,000 $8,911,000 Industrial Water Service Watershed Management 476,000 403,000 403,000 206 408,000 413,000 418,000 Water Pumping and Transmission 822,000 1,063,000 1,063,000 456 1,081,000 1,099,000 1,118,000 Customer Metering 104,000 100,000 100,000 0 -90 102,000 103,000 105,000 Total Service $1,402,000 $1,566,000 $1,566,000 7.52 $1,591,000 $1,615,000 $1,641,000 Wastewater Service Wastewater Pumping 2,097,000 2,180,000 2,180,000 12 -33 2,213,000 2,247,000 2,281,000 Wastewater Collection 2,520,000 2,604,009 2,604,000 1645 2,646,000 2,687,000 2,730,000 Wastewater Treatment 4,398,000 4,208,000 4,208,000 1877 4,277,000 4,346,000 4,418,000 Total Service $9,015,000 $8,992,000 $8,992,000 4755 $9,136,000 $9,280,000 $9,429,000 Municipal Engineering $1,306,000 $1,099,000 1,099,000 8.28 $1,103,000 $1,121,000 $1,139,000 Other Internal Charges $509,000 $542,000 $542,000 $555,000 $565,000 $576,000 Net Pension Costs $883,000 $2,196,000 $2,196,000 $2,196,000 $2,196,000 $2,196,000 Fiscal Charges Debt Servicing $9,833,000 59,229,000 59,229,000 $8,890,000 $10,378,000 $12,429,000 _Capital from Operating $5,605,000 $6,574,000 $6,574,000 $8,794,000 $9,729,000 $9,906,000 Total Fiscal Charges $15,438,000 $15,803,000 $15,803,000 $17,684,000 $20,107,000 $22,335,000 Saint John Water Budget $36,927,000 $38,768,000 $38,768,000 114.01 $40,947,000 $43,679,000 $46,227,000 Draft November 20, 2012 5 SJW -2 Table of Contents — 2013 Service Plans DrinkingWater Service .................................................................................................................................. ............................SJW — 4 IndustrialWater Service .............................................................................................................................. ............................SJW —11 WastewaterService .................................................................................................................................... ............................SJW —16 MunicipalEngineering .............................................................................................................................. ............................... SJW - 21 Draft November 20, 2012 57 SJ" 3 Drinking Water Service The Drinking Water Service provides quality drinking water to all users within the community. This service includes the supply of water, treatment, testing, transmission and distribution, administration of the service, and billing and collections. The service is provided under the Approval to Operate W -254 Drinking Water Distribution & Treatment Facilities. The operation of the facilities shall be kept in compliance with the Water Quality Regulation 82 -126 under the Clean Environment Act and the Potable Water Regulation 93 -203 under the Clean Water Act of the Province of New Brunswick. Service Delivery Saint John Water delivers several programs as part of its disinfection and distribution of drinking water to the Community. The chart below identifies these programs and the proportional allocation of resources required to deliver a defined level of service for 2012. Drinking Water Service Programs L. Watershed Management W Water Treatment ..1 Water Pumping & Storage Water Transmission & Distribution Customer Metering Public Health Expectations for clean, safe drinking water and adequate supply Regulatory and legislative requirements Advancements in technology and system upgrades Economy and increasing costs of goods and services Focus on sustainable asset management, aging infrastructure Ratepayers control usage Focus on environmental sustainability and conservation Organizational capacity Draft November 20, 2012 58 SJW - 4 2012 Drinking Water Service Accomplishments and Performance All water assets at the end of 2011 have a replacement cost of approximately $700 million. * In 2012 the entire City water distribution system was flushed utilizing unidirectional flushing methods. * Approximately 1.2 km of cleaning and lining work was completed in 2012. Approximately 33 km of unlined cast iron watermains have been cleaned and lined since 2006. * Saint John Water operations staff repaired 78 watermain breaks in 2012. * Average daily potable water production was approximately 90 million litres per day to the end of September 2012. • Environmental site assessment for the new water treatment plant was completed in 2012. 140 120 100 so 0 60 7 40 20 0 Average volume of water treated per day (ML) O� 000 0'�� ',1 1~ 1� ti� 1v 1� 'y 1~ 'y ti~ y ,y y L ,ac deb �a� pQ�- '40 ,off ,o' PO ��Q • Treatment of 23,659 ML of potable water produced and delivered to customers at a cost of $237.00/ML. 2013 Initiatives, Major Projects and Drinking Water Service Delivery Highlights * Presentation of P3 Business Case to Council in early 2013 and submitted to PPP Canada for June board meeting. * Initiate Water & Sewerage Rate Study • Renewal through Capital, water transmission and distribution mains to support Safe, Clean Drinking Water • Purchase and installation of Advanced Meter Infrastructure (AM]) that provides real time meter reading and increases meter reading efficiency. • Universal Metering Action plan. • Field investigations of groundwater for West water supply. • Review and update the Water & Sewerage By -Law Draft November 20, 2012 59 SJW _ 5 i Watershed Management Program Service Levels and Resources Service Level service Out Dehvefy Resource Requirements Maintain the area of Loch Lomond and • Monthly inspection of dams (14 earth • Protects drinking water sources from Wages & Benefits $142,465 Spruce Lake watersheds including and concrete dams) adverse influences of human beings and Goods & Services 101,535 inspections of dams and other • Daily inspection at aach watershed nature, and to maintain the Total Expenditures $244,000 infrastructure and repairs as required intake environmental sustainability of -Chose watersheds through sound Revenue $244,000 management of water, land, forests and Watershed clean -up days • One watershed Clean -up day annually infrastructura within each watershed Full Time Equivalent Positions (FTE) Investigate and art as necessary to reports of questionable activities in the watershed if required • Notify appropriate authorities as required • 9 Clean Water Act Inspectors on staff currently watershed lake water quality monitoring • Watershed lakes sampled three times (microbiology and inorganics) per year Management 0 75 • Designated watersheds ate protected, Administration /Technical 0 06 reducing the risk of rontammated water Outside Workers 100 entering the drinking water systerc. Total FTE 1.82 • Watershed clean -up days promote the importance of protecting the watersheds Critical Administrative Service Support • Fleet — equipmentavarlabrlity • Purchasing — procurement of materials and contracted services • Real Estate — support land purchase process in watershed • Legal— support land purchase process in watershed • Human Resources — staffing and training requirements Draft November 20, 2012 60 SJW - 6 Water Treatment Program Service Levels and Resources Treat wate r 'to meet i egulato ry standards, safety requirements and customer demand 24 hours per day, 365 days per year Maintenancc and repairs as necessary on water treatment facilities Weekly water samples collected across the thi ee water systems and microbiologically analyzed Quarterly water samples collected across the three water systems a nd analyzed for organic parameters Semi- annual water samples collected across the three water systems and analyzed for inorganic parameters Continuous sampling and monitoring through SCADA Response to citizen requests for water quality testing (e-g, colour, odour, taste) within one week. (80% of time) Operate and maintain water pumping station Examples of -oi k (as required) include • cleaning, inspection and maintenance + Continuously monitor and control through SCADA • Approximately 90ML/day of treated water (Latimer Lake, spruce Lake and Red Head Subdivision) • Maintenance varies each facility • 35 sampling sites weekly (1,820 annually) for total coliforms and e.coli and 35 sampling sites monthly (420 annually) for heterotrophic plate count • 20 sampling sites quarterly (80 annually) for organic parameters • 20 sampling sites semi- annually (40 annually) for inorganic parameters • 3 locations (Latimer Lake, Spruce Lake and Ocean Drive Well) are monitored continuously + Number of requests varies annually (average is 75 requests per year) • Spruce Lake pumping station • The service strives to deliver safe, clean drinking water that protects and enhances the health of the community, help sustain the economy and provide for growth and development in the community and enhance the quality of life in the community + Water treated to meet demands of residential, commercial & institutional customers Wages & Benefits $854,294 Goods & Services 1,221,706 Total Expenditures $2,076,000 Revenue $2,076,000 Full Time Equivalent Positions (FTE) Management 076 Administration /Technical 1.33 Outside Workers 9-60 TotaIFTE 11.69 Part-Time Positrons 0.37 Critical Administrative Service Support + Fleet — equipment availability • Purchasing — procurement of materials and contracted services • IT — support SCADA and other performance tracking software • Human Resources — staffing and training requirements Draft November 20, 2012 61 SSW 7 Water Pumping & Storage Program Service Levels and Resources Service Level Service Outputs dE Impact of Service Delivery Operate and maintain water pumping + 10 pumping stations • Pumping of treated water to meet Wages & Benefits $419,569 stations and water storage ; eser,,oirs • 7 water storage reservoirs (tanks) demands of residential, commercial Goods & Services 566.431 Examples oiwork (as required) include and institutional customers as Total Expenditures $1,086,000 necessary • cleaning, inspection and maintenance • Continuously monitor and control through SCAGA • Maintenance of pumps and associated control systems Continuous sampling and monitoring of chlorine levels through ;CADA 6 locations (Lakewood Heights Pump Station, Somerset Street Pump Station, University Avenue Pump Station, Gault Road PRV Station, Churchill Heights Water Storage Reservoir and Lancaster Water Storage Reservoir) are monitored continuously + 'hater storage reservoirs (tanks) store water to meet the peak water demands and for fire flows during an emergency Storage resEwoirs provide water during emergency and planned maintenance at treatment facilities Revenue $1,086,000 Full Time Equivalent Positrons (FTE) Management 076 Administration / Technical 027 Outside Workers 4 -67 Total FTE 5.70 Part-Time Positions 0.06 Critical Administrative Service Support • Fleet — equipment availability • Purchasing — procurement of materials and contracted services • IT— support SCADA and other performance tracking software • Human Resources —staffing and training requirements Draft November 20, 2012 62 SJW _ 8 Water Transmission & Distribution Program Service Levels and Resources Maintain watertrarismissrorr and Maintenance requirements vary annually • Safe clean drinking water is available to Wages & deriefits $1,942,041 distribution piping and associated appurtenances (e g, valves, hydrants, • Over 500 km of pipe users at adequate pressures and in Goods & Services 2.513 959 rhambeis) sufficient quantities to meet customer Total Expenditures $4,456,000 + 6,575 valves demand and fire flow requirements • 2,080 fire hydrants + Flushing moves fresh water through Revenue $4,456,000 areas of low flow and expels sedimQnt and loose particles out of the Full Time Equivalent Positrons (FTE) Response to service interruptions and • Numbe of service leaks or breaks distribution system In areas that can't Management 1.06 service leaks (80°i of time) varies annually depending on weather be flushed, problems compound with Administration / Technical 232 • Within 2 hoUrs for evaluation conditions and age of infrastructure the inability to introduce Fresher water Outside Workers 2233 Total FTE 25.71 • Within 48 hours for emergency repairs • Within 2 weeks for less urgent repairs Part -Time Positions (PTE) 0.06 Response to rozen services within 48 p Number of frozen service varies Critical Administrative Service Support hours, 80°. of the time depending on weather conditions • Fleet — equipment availability e Purchasing - procurement of Annual (lune— October) vnr- directional • 1,216 sequences in 2012 materials and contracted services flushing (UDF) of all water distrtbutio i • IT— support SCADA and other pipes of sizes 12" and less • 1,072 sequences in 2011 performance tracking software Conventional flushing is executed an • 673 hydrants involved y • Human Resources — staffing and dead ends and in response to areas • 249 !.m of pipe flushed training requirements where water quality problems are reported 1,094 valves used Draft November 20, 2012 63 "`—` - 5JW - 9 Customer Metering Program Service Levels and Resources Provide water meters for qualified customers as and when required, Advise on the proper installation of water meters Read water meters on a bi- monthly cycle (ICI and residential) and detect anomalies in consumption that point to leakage or a meter malfunction, identify malfunctioning water meters Replace malfunctioning and obsolete water meters as and when required • Approximately 80 new meters issued for installations annually • Approximately 80 follow -up inspection and installation of remote reading equipment • 3,1466 meter reads required bi- monthly Provide notification and inspection + services to customers experiencing excessive water use Respond to customer concerns with meter and plumbing fixture inspections Replace approximately 192 malfunctioning or obsolete water meters per year Issue approximately 486 high consumption notices annually, regarding higher than normal water consumption • Number of customer concerns varies annually (average 340 /year) • Ensures qualified customers are billed based on measured quantities • Ensures the accuracy and designed operation of the water meter • Ensures proper installation as well as accurate and efficient meter readings • Farr and equitable billing of water use • Ar:countabiltty and control of consumption data for d inking water • Reduce the waste of water and associated costs • Safeguards the accuracy of measured wate r • Improves efficiency by utilizing modern meter reading methods • Customer service follow -up on abnormal consumption • Identify possible causes of excessive water consumption Wages & Benefits $399,073 Goods & Services 308,927 Total Expenditures $708,000 Revenue $708,000 Full Time Equivalent Positions (FTE) Management 066 Administration / Technical 0 -08 Outside Workers 5,00 TotaIFTE 5.74 Critical Administrative Service Support • Fleet – equipment availability • Purchasing - procurement of water m ete rs • Finance – billings and collections, customer service related to water meters • IT – support meter reading software and equipment • Human Resources – staffing and training requirements Draft November 20, 2012 64 — – – – – -- S.iW - 10 Industrial Water Service The Industrial Water Service is a public service that provides industry west of the St. John River with raw process water. The service includes the supply of untreated water, operation and maintenance of related infrastructure, administration of the service, and billing and collection for water volumes used. Service Delivery Saint John Water delivers several programs as part of its Industrial Water Service. The chart below identifies these programs and the proportional allocation of resources required to deliver a defined level of service for 2012. Industrial Water Service Programs W Watershed Management V Water Pumping & Transmission IN Customer Metering Efficient needs of industry Regulatory and legislative requirements Advancements in technology and system upgrades Economy and increasing costs of goods and services Focus on sustainable asset management, aging infrastructure Ratepayers control usage Focus on environmental sustainability and conservation Organizational capacity Draft November 20, 2012 65 S,IW 11. 2012 Industrial Water Service Accomplishments and Performance • Following the electrical fire at Musquash Pumping Station in August of 2011, capital upgrades were completed on the electrical system during 2012. • Average daily industrial water production is 124 million litres per day in 2011. J • Electromagnetic inspection of 1500mm raw water transmission main that a serves IPP. 0 200 150 100 s0 0 hL.. Average volume of industrial water per day (ML) 2013 Initiatives, Major Projects, and Industrial Water Service Delivery Highlights • Establishment of a West Industrial System for management and costing of service to users. • Musquash Pump Station —Facility evaluation and preliminary design for upgrade /reconstruction. Draft November 20, 2012 SJW -12 Industrial Watershed Management Service levels and Resources Maintain the area of Loch Lomond and Spruce Lake watersheds including inspections of dams and other infrastructure and repairs as required Investigate and act as necessary to r-1ports of questionable activities in the wa Lei shed Watershed clean -up days • Monthly inspection of dams (14 earth and concrete darns) • Uaily inspection at each watershed i nta ke • Notify appropriate authorities as required * One watershed Clean -up day annually if required Watershed lake Mater quality monitoring • Watershed IaNes sampled three times inorganics) per year • Protect the supply of industrial water to support business • Adequate supplies of industrial water, at fair and equitable rates, supports development and growth in the community Wages & benefits $170,849 Goods & Services 232,151 Total Expenditures $403,000 Revenue $403,000 Full Time Equivalent Positrons (FTE) Management 051 Administration / Technical 005 Outside Workers 150 Total FTE 2.06 Critical Administrative Service Support • Fleet - equipment availability • Purchasing - procurement of materials and contracted services • Real Estate -support land purchase process in watershed • Legal - support land purchase process in watershed • Human Resources - staffing and training requirements Draft November 20, 2012 67 i SJW - 13 Industrial Water Pumping & Transmission Program Service Levels and Resources Service Level AL Service Outputs Meet raw water demands of heavy . ;approximately 130 ML /day of industrial • Involves pumping to Menzies Lake Wages & Benefits $359,158 industrial users 24 hours per day, 355 water based on the first nine months of (from Musquash) in order 'Co maintain Goods & Services �03,842 days per year 2012 optimum water levels at Spi uce Lake Total Expenditures $1,063,000 Maintain industrial water facilities Pumping water from East Musquash Reservoir to Menzies Lake to ensure adequate supply (includes high electrical charges and purchase of water tram the Province of New Brunswick) Maintain transmission piping system ® Musquash Pump Station, Coleson Cove Screen Building, Spruce Lake Screen Building and Latimer Lake Ffume • Historically Musquash Pumping Station has operated three to four months per year In 201: it is expected the station will operate 10 months • 13 km of transmission piping and all as,ociated appurtenances during periods of high consumption or low precipitation, to maintain facility Revenue $1,053,000 and grounds • Delivery of industrial water to meet demands of industrial customers Full Time Equivalent Positions Management 0.71 Administration /Technical 069 Outside Workers 3 -16 Total FTE 4.56 Critical Administrative service Support • Fleet — equipment availability • Purchasing — procurement of materials and contracted services • IT— support SCADA and other performance tracking software • Human Resources — staffing and training requirements Draft November 20, 2012 68 SJW - 14 Industrial Customer Metering Program Service Levels and Resources Read meters for large i rid ustrial water 3 customers (IPP. Coleson Cove, Irving users Paper) Draft November 20, 2012 .• • Prourde accurate and timely measurement of water consumed by industrial water users to calculate consumption for billing and examine opportunities for conservation Wages & Benefits $1<1,101 Goods & Services 18,899 Total Expenditures $100,000 Revenue $100,000 Full Time Equivalent Positions (FTE) Management 046 Administration /Technical 004 Outside Workers 0.40 Total FTE 0.90 Critical Administrative service support • Fleet — equipment availability • Purchasing - procurement of water meters • Finance — billings and collections, customer service related to water meters • IT— support meter i eading software and equipment • Human Resources — staffing and training requirements SJW - is Wastewater Service �I 111�11W JML The Wastewater Service treats domestic sewerage; wastewater collected from residential and commercial sources is conveyed to treatment facilities through sanitary and combined sewers, lift stations and forcemains. Wastewater is treated to meet standards set out in the Approvals to Operate as issued by the Minister of Environment and applicable statutes. Service Delivery Saint John Water delivers several programs as part of its Wastewater Service to ensure protection of the environment. The chart below identifies these programs and the proportional allocation of resources required to deliver a defined level of service for 2013. Wastewater service Programs Wastewater Pumping I Wastewater Collection f t-4 Wastewater Treatment Draft November 20, 2012 Environmental health Management of municipal wastewater effluent -CCME Saint John's varying elevations, hills and rocky terrain Regulatory and legislative requirements Advancements in technology and system upgrades Economy and increasing costs of goods and services Focus on sustainable asset management, aging infrastructure Focus on environmental sustainability and conservation Organizational capacity 70 SJW 16 2012 Wastewater Service Accomplishments and Performance Eastern Wastewater Treatment Facility (EWWTF) achieved 100% compliance with Department of Environment effluent quality limits with a peak flow of 28,333 cubic metres per day and an average daily flow of 7,053 cubic metres per day. ® EWWTF released approximately 75% less (27,000 kg less) suspended solids into Saint John Harbour than the decommissioned Hazen Creek WWTF. • 17 new wastewater pumping stations commissioned as part of ongoing work in the Harbour Cleanup project. • Treatment of 11,960 ML of wastewater at $611.70 per ML. • 90% of effluent quality samples taken at treatment facilities were in compliance; 1068 samples, 957 in compliance. Percent in compliance with effluent quality standards (2012) a: ti m Q d' fV Jan Feb Mar Apr O1 rn m M T May Jun Jul Aug Sep Y 15 bypass events at treatment facilities and lift stations. Total wastewater bypassed: 9.2 ML (0.08% of treated total). • Saint John Water operations staff repaired 42 sewermain breaks in 2012. • The EWWTF won three awards in 2012. The ACWWA project of the year; 2012 Canadian Consulting Engineering Award; and the ACEC -NB Award. 2013 Initiatives, Major Projects and Wastewater Treatment Service Delivery Highlights • Treat 100% of collected wastewater from serviced areas of the City. U Complete transition of Eastern Wastewater Treatment Facility to full daily volume after full operation of the new Harbour Cleanup lift station network. • Operating expenses due to Eastern Wastewater Facility and Harbour Cleanup have increased by over a million dollars (2013 Operating Budget). Draft November 20, 2012 71 SJW -17 • Upgrade Lancaster WWTF air manifold to eliminate air leaks and improve system efficiency by approximately 50 %. • Upgrade various pumping stations in Milford Randolph Greendale network to meet flow requirements and improve efficiency. • Develop a Sewer Inspection Program that provides video inspection of underground sewer pipe infrastructure on a 5 year continual cycle. • Marsh Creek Wastewater Treatment Facility will be decommissioned early in 2013 after approximately 40 years in service. Wastewater Pumping Program Service levels and Resources Delivery Service Level Service Output's Impact of Service Maintenance, inspection and safe • operation of wastewater pumping facilities 49 wastewater pumping facilities at the beginning of 2012 17 wastewater pumping facilities being added in 2013 as part of Harbour Clean -yap Preventive maintenance and repairs as required • The wastewater pumping stations are an integral part of the wastewater collection system and contribute to the utility goal that 100% of the wastewater within the City serviced area is collected and delivered to treatment facilities Wages & Benefits $936,907 Goods & Services _ _ 1,243,093 Total Expenditures $2,180,000 Revenue $2,180,000 Full Tlme Equivalent Positions (FTE) Management 125 Administration / Technical 041 Outside Workers 10.67 Total FTE 1233 Part -Time Positions 0.06 Critical Administrative Service Support • Fleet — equipmentavallability • Purchasing — procurement of materials and contracted services • IT — support SCADA and other performance tracking software • Human Resources — staffing and training requirements Draft November 20, 2012 72 SJW -18 Wastewater Collection Program Maintain sanitary and combined sewer • Over 400 km of pipe piping along with all associated 3 12 appurtenances • Repairs based on video results, breaks Total FTE and hack -ups varies annually Response to sewer -back ups once made • # back -ups varies annually aware of issue within the following timelines (80% of the time) • Evaluate within 2 hours + Repair or flush line within 24 hours, providing the problem is the City's responsibility • Provide for courtesy clean (property owners convenience if City line is surcharged) Video maintenance program - annual System flushing • System completed in 5 years (annual cycle) • Requirements for flushing based on video results • Within the City's service areas 100% of wastewater is collected and delivered to treatment facilities for treatment contributing to the protection of public: Health from waterborne diseases, the natural environment including aquatic life and wildlife that depend on it Wages & Benefits $1,216,913 Goods & services 1,387,087 Total Expenditures $2,604,000 Revenue $2,604,000 Full Time Equivalent Positions Management 066 Administration / Technical 3 12 Outside Workers 1267 Total FTE 16.45 Part-Time Positions 0.06 Critical Administrative Service Support • Fleet— equipment 3vailability • Purchasing — procurement of materials and contracted services • IT— support SCA6A and other performance tracking software • Legal -by-law enforcement support Human Resources — staffing and training requirements Draft !November 20, 2012 73 SJW - 19 Wastewater Treatment Program Service Levels and Resources Service Level Service Outputs impact D. 251 Outside Workers Maintenance, inspection and safe • 6 wastewater treatment Facilities • Protect public health from Wages & Benefits $1,439,285 operation of wastewater treatment (one to be decommissioned in 2013) veaterborne disease Goods & Services 2,768,715 facilities iA provide wastewater • Protect natural environment Total Expenditures $4,208,000 treatment 24 hours per day, 365 days • Preventive maintenance including aquatic and wildlife per year • Repairs vary annually o Preserve shorelines for Revenue $4,208,000 Collect and analyze samples of influent enter ing the facilities, the effluent leaving the treatment facilities and at vat ious strategic locations within the process • 11,960 ML wastewater treated annually • 9,000 wastewater samples annrally (consistently collects and analyzes more samples than required by the Approvals to Operate) recreational use o Safety reuse nutrients found in wastewater biosolids Full Time Equivalent Positions (FTE) Management 126 Administration/ Technical 251 Outside Workers 15.00 Total FTE 18.77 Part-Time Positions 067 Critical Administrative Service Support • Fleet — aquipment availability • Purchasing — procurement of rnaterralsand contracted services • IT-- supportSCADAand other performance tracking software • Human Resources — staffing and training requirements Draft November 20, 2012 74 SJW - 20 Engineering The goal of the Engineering program is to provide professional engineering and technical staff resources for engineering support, design and construction management for projects related to capital programs for the improvement of municipal infrastructure and to ensure the integrity of that system through the implementation of sound engineering standards. 2012 Engineering Accomplishments and Performance + In 2012 the following Water and sanitary system projects were undertaken: o Harbourview Subdivision — New well house and chlorination system will be placed into operation o Harbour Clean -Up Program — Majority of construction of the collection and pumping components (lift stations /forcema ins/co llector sewers) under Harbour Clean -Up Program will be completed in 2012 including Tippett Drive Lift Station #33, Chesley Drive Lift Station #10A, Lower Cove Loop Lift Station #9, Kennedy Street Lift Station #24, Bayside Drive Lift Station #3, Crown Street Lift Station #7 & 7A, Rothesay Avenue Lift Station #6, Highland Road Lift Station #21 & 21A, Riverview Drive Lift Station #28 and Gilbert Street Lift Station #5. The Harbour Clean -Up Program is progressing very well with 98% of program projects committed by award of contracts. Only Main Street West Lift Station #31 remains to be tendered. 2013 Initiatives, Major Projects and engineering Service Delivery Highlights + The major initiatives for 2013 will be to continue with improvements to the Water and sanitary systems, • Major Water and Sanitary projects include: o Continue with Combined Sewer Separation Strategy (North End will be focus for 2013) o Continue with Phase 8 & 9 of Watermain Cleaning and Lining o Watermain renewals on rairville Boulevard and Saint James Street West o Safe, Clean Drinking Water Program Implementation (funding dependent) Draft November 20, 2012 75 SJW -21 Engineering - Service Levels and Resources Provide design and construction management for the annual Water & Sewerage Utility Fund Capital Program Support annual review and revisions to general specifications Coordinate with the City's Finance and Intergovernmental Affairs Divisions and the Province and /or Federal Government on infrastructure funding agreements • Infrastructure projects designed and constructed and outlined in the Capital program submission • Updated general specifications • Funding agreemerts established to finance infrastructure upgrades • Sound engineering design and construction management is essential to provide an efficient transportation network and to protect the environment and provide safe, clean drinking water by providing infrastructure that is built properly using sound engineering standards The development and application of sound engineering standards ensures the long -term integrity of the City's water and sanitary systems Wages & Benefits $770,089 Goods & Services 328,911 Total Expenditures $1,099,000 Revenue $1,099,000 Full Time Equivalent Positions Management 1 11 Professional 200 Inside Workers 516 Total FTE 8.28 Administrative / Other Support Services • Fleet— equipment availability • Purchasing — engagement of consultants and contractors • Human Resources — staffing /training • Legal — land issues, agreements • Real Estate — land issues, acquisition • IT— support of software for design and asset inventory • Intergovernmental Affairs — coordination of funding applications Draft November 20, 2012 76 SJW - 22 Engineering The goal of the Engineering program is to provide professional engineering and technical staff resources for engineering support, design and construction management for projects related to capital programs for the improvement of municipal infrastructure and to ensure the integrity of that system through the implementation of sound engineering standards. 2012 Engineering Accomplishments and Performance • In 2012 the following Stormwater system projects were undertaken and completed to reduce flooding occurrences: o Allison Street o Milford Drainage Basin o Beach Crescent /Meadowbank Avenue o Rodney Terminal Storm Outfall 2013 Initiatives, Major Projects and engineering Service Delivery Highlights The major initiatives for 2013 will be to continue with improvements to the storm systems and to undertake major Street Reconstruction projects that will greatly improve the City's transportation network. Stormwater projects to reduce flooding occurrences will be designed and constructed in the following areas: o Brentwood Stormwater Detention Ponds o Milford Drainage Basin o Honeysuckle /Sherbrook Street Drainage Basin + Major Street Reconstruction projects will be completed in the following areas: o Somerset Street (Wellesley Avenue to Samuel Davis Drive) o Loch Lomond Road (Saint Catherine Street to Westmorland Road) Draft November 20, 2012 - - 77 TE - 34 Engineering - Service levels and Resources Coordinate with the City's Finance and • ; unding agreements established to Intergovernmental Affairs Divisions and finance infrastructure upgrades the Province and /or Federal Gover nmeni on infrastructure funding agreements sound engineering standards ensures the long -term integrity of the City's transportation network, storm systems and water and sanitary systems Total FTE 514 Part -Time Positions 0 Administrative / Other Support Services • Fleet — equipment availability • Purchasing— engagement of consultants and contractors • Human Resources — staffing / training • Legal — land issues, agreements • Real Estate— land issues, acquisition • IT— support of software for design and asset inventory • Intergovernmental Affairs — coordination of funding applications Draft November 20, 2012 78 TE - 35 • • Provide design and construction • Infrastructure projects designed and Sound engineering design and Wages & Benefits $498,779 management for the annual General Fund constructed and outlined in the Capital construction management is essential Goods & Services 42,672 Capital Program —Storm and program submission to provide an efficient transportation Total Expenditures $541,450 Transportation Categories as well as the network and to protect the annual Water & Sewerage Utility Fund environment and provide safe, clean Revenue $2,000 Capital Program drinking water by providing infrastructure that is built properly Full Time Equivalent Positions Support annual review and revisions to • Updated general specifications using sound engineering standards Management 40 general specifications The development and application of Professional Inside Workers 1 64 370 Coordinate with the City's Finance and • ; unding agreements established to Intergovernmental Affairs Divisions and finance infrastructure upgrades the Province and /or Federal Gover nmeni on infrastructure funding agreements sound engineering standards ensures the long -term integrity of the City's transportation network, storm systems and water and sanitary systems Total FTE 514 Part -Time Positions 0 Administrative / Other Support Services • Fleet — equipment availability • Purchasing— engagement of consultants and contractors • Human Resources — staffing / training • Legal — land issues, agreements • Real Estate— land issues, acquisition • IT— support of software for design and asset inventory • Intergovernmental Affairs — coordination of funding applications Draft November 20, 2012 78 TE - 35 DRINKING WATER SERVICE 310 310 310 310 310 2013 OPERATING BUDGET 60 60 60 60 60 600 20 08 TELEPHONE /PAGERS 11 15 20 25 30 39,000 20 10 ADVERTISING 58 58 58 58 58 18,500 20 12 TRAVEL 1 2 3 4 5 8,500 EL OB DESCRIPTION Watershed Water Water Pumping Water Trans. Customer 15,500 20 16 OTHER TRAINING Mgmt (DW) Treatment & Storage & Dist. Metering (DW) Total SALARIES AND WAGES - 7,700 3,200 500 11,400 10 02 SALARIES NON UNION 64,960 64,960 64,960 90,183 57,334 342,396 10 04 SALARIES - 486 3,344 63,601 12,732 128,105 4,386 212,167 10 10 SALARIES - TEMP 1,575 14,070 2,579 2,579 - 19,229 10 12 WAGES -18 45,926 518,397 241,071 1,187,844 258,621 2,251,860 OVERTIME 1,000 - - 25,000 26,000 11 04 OVERTIME - 486 - 2,000 1,500 - 3,500 11 10 OVERTIME - TEMP 7,500 - 5,000 - _ 11 12 OVERTIME- 18 200 25,000 16,000 150,000 200 191,400 FRINGE BENEFITS 14 04 PENSION 28,035 166,266 82,227 381,830 78,532 736,891 TOTAL WAGES & BENEFITS 142,465 854,294 419,569 1,942,041 399,073 3,757,442 GENERAL SERVICES 20 04 POSTAGE - 500 100 - 600 20 08 TELEPHONE /PAGERS 600 10,600 3,600 20,200 4,000 39,000 20 10 ADVERTISING 1,000 2,500 - 15,000 18,500 20 12 TRAVEL 3,000 - 5,000 500 8,500 20 14 CONFERENCES /COURSES 8,500 5,000 2,000 15,500 20 16 OTHER TRAINING 2,600 - - 2,600 20 22 MEMBERSHIPS - 7,700 3,200 500 11,400 20 30 OTHER PURCHASED SERV 1,000 20,000 30,000 40,000 2,000 93,000 INSURANCE 22 04 VEHICLE 1,575 3,150 - 11,025 2,100 17,850 22 06 FIRE 105 2,100 12,600 551 105 15,461 22 08 DEDUCTIBLE 1,000 - - 25,000 26,000 PROFESSIONAL SERVICES 24 06 ENGINEERING 7,500 25,000 5,000 - 37,500 24 12 OTHER 16,000 175,000 70,000 190,000 60,000 511,000 OTHER PURCHASED SERVICES 26 02 TRAINING 759 4,934 2,388 11,195 2,384 21,660 REPAIRS & MAINTENANCE 30 02 BUILDINGS 1,000 1,000 1,000 3,000 30 06 OFFICE EQUIPMENT 1,500 400 1,900 30 10 COMPUTERS 838 35,478 2,649 22,305 2,644 63,915 30 30 OTHER 7,500 3,500 51000 15,000 6,000 37,000 RENTALS 32 02 LAND /EASEMENTS - - 4,000 4,000 32 06 EQUIPMENT 1,000 51000 1,500 11,000 18,500 32 30 OTHER RENTALS - - wt DRINKING WATER SERVICE 310 310 310 310 310 2013 OPERATING BUDGET 60 60 60 60 60 11 15 20 25 30 58 58 58 58 58 1 2 3 4 5 EL OB DESCRIPTION Watershed Water Water Pumping Water Trans. Customer Mgmt (DW) Treatment & Storage & Dist. Metering (DW) Total PURCHASED GOODS 40 01 SAND /GRAVEL/FILULOAM - - 130,000 - 130,000 40 02 MEALS 600 600 1,200 10,000 12,400 40 05 FUEL OIUGAS /OIL - 5,250 5,775 - 11,025 40 08 FOOTWEAR 500 2,400 800 4,000 1,000 8,700 40 09 APPAREL 500 5,000 2,000 12,000 2,000 21.500 40 10 CLEANING SUPPLIES - - - 40 12 HAND TOOLS - 4,000 2,000 6,000 40 13 SAFETY SUPPLIES - - - - - 40 14 OFFICE SUPPLIES 1,000 1,500 1,000 1,000 - 4,500 40 15 BOOKS /PERIODICALS - - - 40 16 ELECTRICITY 2,010 34,600 236,175 46,691 2,117 321,593 40 20 METERS - - - 80,000 80,000 40 22 WATER/SEWER STOCK - 170,000 - 170,000 40 23 CHLORINE 310,000 310,000 40 24 CHEMICALS 177,000 177,000 40 47 PARTS - - 5,000 - 5,000 40 50 OTHER GOODS - 25,000 10,000 600 1,000 36,600 40 51 OPERATING SUPPLIES 1,500 40,000 22,000 45,000 3,000 111,500 40 53 MECHANICAL COMPONENTS - 15,000 60,000 20,000 - 95,000 GENERAL CONTRACTOR SERVICES 50 02 ROADS - 685,000 685,000 50 08 GENERAL - 100,000 - 100,000 TRANSFERS & GRANTS 60 03 GENERAL GOVERNMENT 26,306 171,854 83,109 386,058 82,964 750,291 GOVERNMENT SERVICES 65 02 PROPERTY TAXES 14,000 45,000 25,000 2,000 86,000 65 10 RADIO LICENSE - 350 - - 350 INTERNAL CHARGES 70 02 FLEET USAGE 11,100 38,892 25,920 334,932 36,912 447,756 70 04 FLEET FUEL 12,042 14,528 6,040 120,606 11,240 164,456 70 06 CARPENTRY 7,600 2,500 10,000 20,000 70 08 BUILDING MAINTENANCE 5,000 - 5,000 70 16 STREET REPAIRS - - - - 70 20 COMPUTERS 600 20,520 600 10,320 3,960 36,000 70 25 SMALL EQUIP REPAIR 12,000 - 12,000 70 30 OTHERIMANHOLES - - - - - ASSET PURCHASES 90 10 MACHINERY & EQUIPMENT 1,000 10,000 11,000 90 14 FURNITURE & FIXTURES 2,500 - 500 3,000 90 16 OTHER/OFFICE EQUIPMENT - - - 90 30 OTHER ASSETS - 5.000 35,000 3,600 500 44,000 TOTAL GOODS & SERVICES 101,535 1,221,706 666,431 2,513,959 308,927 4,812,557 TOTAL PROGRAM BUDGET 244,000 2.076,900 1,086,000 4,456,000 708,000 8,569.599 :1 INDUSTRIAL WATER SERVICE 310 310 310 2013 OPERATING BUDGET 60 60 60 100 20 08 TELEPHONE/PAGERS 70 71 72 3,806 20 10 ADVERTISING 58 58 58 500 20 12 TRAVEL 1 s 5 2,500 EL OB DESCRIPTION Watershed Water Pumping Customer 1,500 20 16 OTHER TRAINING Mgmt (Indust) & Trans. (Indust) Metering (Indust) Total SALARIES AND WAGES 2,400 2,400 10 02 SALARIES NON UNION 45,671 62,096 41,858 149,626 10 04 SALARIES - 486 2,453 39,235 1,932 43,621 10 12 WAGES - 18 84,103 179,149 20,751 284,003 OVERTIME 105 105 11 04 OVERTIME - 486 - - 11 12 OVERTIME- 18 5,000 8,000 600 13,600 FRINGE BENEFITS 5,000 5,000 10,000 14 04 PENSION 33,621 70,678 15,960 120,258 TOTAL WAGES & BENEFITS 170,849 359,158 81,101 611,108 GENERAL SERVICES 20 04 POSTAGE - 100 100 20 08 TELEPHONE/PAGERS 1,200 2,000 606 3,806 20 10 ADVERTISING 500 500 20 12 TRAVEL 2,000 500 2,500 20 14 CONFERENCES /COURSES 1,000 500 1,500 20 16 OTHER TRAINING 2,600 - 2,600 20 22 MEMBERSHIPS 2,400 2,400 20 30 OTHER PURCHASED SERV 5,000 4,300 1,000 10,300 INSURANCE 22 04 VEHICLE 1,103 683 1,785 22 06 FIRE 105 105 22 08 DEDUCTIBLE - PROFESSIONAL SERVICES 24 06 ENGINEERING 5,000 5,000 10,000 24 12 OTHER 10,000 25,000 35,000 OTHER PURCHASED SERVICES 26 02 TRAINING 1,107 1,675 - 2,782 REPAIRS & MAINTENANCE 30 02 BUILDINGS 1,000 6,500 7,500 30 06 OFFICE EQUIPMENT - 100 100 30 10 COMPUTERS 1,225 3,857 - 5,082 30 30 OTHER 10,000 35,000 1,236 46,236 RENTALS 32 02 LAND /EASEMENTS - 200 200 32 06 EQUIPMENT 1,000 1,000 2,000 81 INDUSTRIAL WATER SERVICE 310 310 310 2013 OPERATING BUDGET 60 60 60 70 71 72 58 58 58 1 4 5 EL OB DESCRIPTION Watershed Watei Pumping Customer Mgmt (Indust) & Trans. (Indust) Metering (Indust) Total PURCHASED GOODS 40 01 SAND /GRAVEL/FILL/LOAM 3,000 3,800 6,800 40 02 MEALS 600 600 1,200 40 05 FUELOIL/GAS /OIL 2,100 2,100 - 4,200 40 08 FOOTWEAR 500 500 100 1,100 40 09 APPAREL 500 500 100 1,100 40 10 CLEANING SUPPLIES - - - 40 12 HAND TOOLS 500 100 600 40 13 SAFETY SUPPLIES - - - 40 14 OFFICE SUPPLIES 500 500 1,000 40 15 BOOKS /PERIODICALS - - 40 16 ELECTRICITY 452,250 452,250 40 20 METERS - - 40 22 WATER/SEWER STOCK 7,000 7,000 40 47 PARTS - 200 200 40 50 OTHER GOODS 2,500 2,500 40 51 OPERATING SUPPLIES 1,4.00 3,000 515 4,915 40 53 MECHANICAL COMPONENTS - 2,000 2,000 GENERAL CONTRACTOR SERVICES 50 02 ROADS 27,000 27,000 50 08 GENERAL - TRANSFERS & GRANTS 60 03 GENERAL GOVERNMENT 38,447 58,248 13,008 109,703 GOVERNMENT SERVICES 65 02 PROPERTY TAXES 1,500 8,700 10,200 65 06 WATER SUPPLY - PROVINCE 110,000 110,000 INTERNAL CHARGES 70 02 FLEET USAGE 14,820 22,200 37,020 70 04 FLEET FUEL 19,_750 10,824 30,574 70 06 CARPENTRY 1,000 633 1,633 70 08 BUILDING MAINTENANCE 2,500 - 2,500 70 16 STREET REPAIRS - - - 70 20 COMPUTERS 2,400 1,200 600 4,200 70 25 SMALL EQUIP REPAIR 500 - 500 70 30 OTHER/MANHOLES - ASSET PURCHASES 90 10 MACHINERY & EQUIPMENT - 100 100 90 14 FURNITURE & FIXTURES 100 100 90 16 OTHERIOFFICE EQUIPMENT - - - - 90 30 OTHERASSETS - 2,000 2,000 TOTAL GOODS & SERVICES 232,152 703,841 18,898 954,892 TOTAL PROGRAM BUDGET 403,000 1,063,000 100,000 11566.000 82 WASTEWATER SERVICE 310 310 310 2013 OPERATING BUDGET 60 60 60 50 53 57 59 59 59 1 2 3 EL OB DESCRIPTION Wastewater Wastewater Wastewater Pumping Collection Treatment Total SALARIES AND WAGES 10 02 SALARIES NON UNION 105,371 59,232 105,371 269,975 10 04 SALARIES - 486 20,461 181,608 155,847 357,916 10 10 SALARIES - TEMP 2,579 2,579 25,561 30,720 10 12 WAGES - 18 574,463 656,359 820,560 2,051,382 OVERTIME 11 04 OVERTIME - 486 3,000 2,070 5,070 11 12 OVERTIME -18 50,000 75,000 50,000 175,000 FRINGE BENEFITS 14 04 PENSION 184,033 239,134 279,876 703,043 TOTAL WAGES & BENEFITS 936,907 1,216,913 1,439,285 3,593,106 GENERAL SERVICES 20 04 POSTAGE 500 500 20 08 TELEPHONE/PAGERS 5,500 10,000 11,500 27,000 20 10 ADVERTISING - 1,000 1,000 20 12 TRAVEL 3,000 4,000 7,000 20 14 CONFERENCES /COURSES 2,500 10,500 13,000 20 16 OTHERTRAINING 100 2,600 2,700 20 22 MEMBERSHIPS - 1,500 1,200 2,700 20 30 OTHER PURCHASED SERV 70,000 20,000 120,000 210,000 INSURANCE 22 04 VEHICLE 1,575 7,718 7,350 16,643 22 06 FIRE 23,100 110 34,650 57,860 22 08 DEDUCTIBLE 25,000 4,000 29,000 PROFESSIONAL SERVICES 24 06 ENGINEERING - - 24 12 OTHER 20,000 5,000 141,500 166,500 OTHER PURCHASED SERVICES 26 02 TRAINING 5,141 7,264 8,150 20,556 26 06 TIPPING FEES 24,000 30,000 141,500 195,500 26 10 TV INSPECTIONS 1,000 - 1,000 REPAIRS & MAINTENANCE 30 02 BUILDINGS 4,000 5,000 9,000 30 06 OFFICE EQUIPMENT - - 1,600 1,600 30 10 COMPUTERS 5,708 18,067 38,813 62,588 30 30 OTHER 3,500 15,000 4,000 22,500 RENTALS 32 02 LAND /EASEMENTS - 7,500 - 7,500 32 06 EQUIPMENT 45,000 5,000 160,000 210,000 PURCHASED GOODS 40 01 SAND /GRAVEL/FILL/LOAM 50,000 50,000 40 02 MEALS 3,000 9,500 3,000 15,500 40 05 FUEL OIUGAS /OIL 5,250 273,000 278,250 40 08 FOOTWEAR 1,000 2,500 3,000 6,500 40 09 APPAREL 2,000 7gy 5,000 14,000 40 10 CLEANING SUPPLIES - 40 12 HAND TOOLS - 2,500 - 2,500 WASTEWATER SERVICE 310 310 310 2013 OPERATING BUDGET 60 60 80 50 53 57 59 59 59 1 2 3 EL OB DESCRIPTION Wastewater Wastewater Wastewater Pumping Collection Treatment Total 40 13 SAFETY SUPPLIES 40 14 OFFICE SUPPLIES 1,000 3,000 4,000 40 15 BOOKS /PERIODICALS - - 40 16 ELECTRICITY 542,700 6,456 740,821 1,289,977 40 18 WATER SUPPLY - CITY 12,000 20,000 32,000 40 22 WATERISEWER STOCK 85,000 85,000 40 23 CHLORINE 40 24 CHEMICALS 150,000 150,000 40 47 PARTS 3,000 3,000 40 50 OTHER GOODS - 30,000 30,000 40 51 OPERATING SUPPLIES 28,500 16,000 60,000 104,500 40 53 MECHANICAL COMPONENTS 80,000 - 115,000 195,000 GENERAL CONTRACTOR SERVICES 50 02 ROADS - 235,000 235,000 50 08 GENERAL 135,000 135,000 TRANSFERS & GRANTS 60 03 GENERAL GOVERNMENT 179,081 253,084 276,499 708,664 GOVERNMENT SERVICES 65 02 PROPERTY TAXES 76,000 6,000 170,000 252,000 65 10 RADIO LICENSE 650 650 INTERNAL CHARGES 70 02 FLEET USAGE 44,460 254,628 157,668 456,756 70 04 FLEET FUEL 15,927 89,060 35,263 140,250 70 06 CARPENTRY 6,000 10,000 12,000 28,000 70 08 BUILDING MAINTENANCE - 1,000 1,000 70 16 STREET REPAIRS _ - 70 20 COMPUTERS 3,000 9,600 15,600 28,200 70 25 SMALL EQUIP REPAIR 9,000 9,000 ASSET PURCHASES 90 14 FURNITURE & FIXTURES 2,500 2,500 90 16 OTHERlOFFiCE EQUIPMENT - 90 30 OTHERASSETS 35,000 35,000 70,000 TOTAL GOODS & SERVICES 1,243,093 1,387,087 2,768,715 5,398,894 TOTAL PROGRAM BUDGET 2180 -000 2,604,000 4,308.000 8,992,000 :� W &WW ENGINEERING 310 2013 OPERATING BUDGET 60 3,000 40 08 FOOTWEAR 60 2,000 40 09 APPAREL 57 1,500 40 10 CLEANING SUPPLIES 8 EL OB DESCRIPTION W &WW 1,000 40 13 SAFETY SUPPLIES Engineering Total Notes SALARIES AND WAGES 4,000 4,000 10 02 SALARIES NON UNION 442,593 442,593 B. Keenan, D. Price, J. Campbell, D. Russell, S. Steven -Power 10 04 SALARIES - 486 163,952 163,952 J. Daigle, J. White, J. Wells 10 10 SALARIES-TEMP OVERTIME - 11 04 OVERTIME - 486 12,000 12,000 Special projects and priorities FRINGE BENEFITS 14 04 PENSION 151,544 151,544 TOTAL WAGES & BENEFITS 770,088 770,088 GENERAL SERVICES 20 08 TELEPHONE/PAGERS 15,000 15,000 20 12 TRAVEL 8,000 8,000 20 14 CONFERENCES /COURSES 10,000 10,000 20 16 OTHER TRAINING 2,600 2,600 20 22 MEMBERSHIPS 6,500 6,500 20 30 OTHER PURCHASED SERV 6,000 61000 INSURANCE 22 04 VEHICLE 2,315 2,315 22 08 DEDUCTIBLE 1,000 1,000 PROFESSIONAL SERVICES 24 06 ENGINEERING 10,000 10,000 REPAIRS & MAINTENANCE 30 06 OFFICE EQUIPMENT 500 500 30 10 COMPUTERS 35,707 35,707 30 30 OTHER RENTALS 32 06 EQUIPMENT PURCHASED GOODS 40 02 MEALS 3,000 3,000 40 08 FOOTWEAR 2,000 2,000 40 09 APPAREL 1,500 1,500 40 10 CLEANING SUPPLIES - 40 12 HAND TOOLS 1,000 1,000 40 13 SAFETY SUPPLIES - 40 14 OFFICE SUPPLIES 4,000 4,000 40 15 BOOKS /PERIODICALS - - 40 50 OTHER GOODS 9,000 9,000 TRANSFERS & GRANTS 60 02 SUBSIDY - 60 03 GENERAL GOVERNMENT 152,342 152,342 85 W &WW ENGINEERING 2013 OPERATING BUDGET EL OB DESCRIPTION INTERNAL CHARGES 70 02 FLEET USAGE 70 04 FLEET FUEL 70 20 COMPUTERS ASSET PURCHASES 90 14 FURNITURE 8, FOCTURES 90 16 OTHERIOFFICE EQUIPMENT 90 30 OTHER ASSETS TOTAL GOODS & SERVICES TOTAL PROGRAM BUDGET 310 60 60 57 8 W &WW Engineering Total 25,812 25,812 14,241 14,241 8,040 8,040 4,000 4,000 3,300 3,300 328,911 328,911 1,099,000 1,499:000 :. Notes November 23, 2012 His Worship Mel Norton and Members of Common Council Your Worship and Councillors: Subiect: Regional Growth Strategy Following the presentation to Regional Mayors and Councils on November 22 "d, 2012, the True Growth 2.0 Steering Committee gave formal hand off of the document to the Regional Mayors, as was the mandate of the committee. Motion: That Common Council adopt the Regional Growth Strategy and the recommendations included therein as submitted by the True Growth 2.0 Steering Committee. Respectfully Submitted, (Received via email) Deputy Mayor Shelley Rinehart Chair of True Growth 2.0 Steering Committee SAINT JOHN P.O. Box 1971 Saint John, NB Canada E21- 41-1 1 www.saintjohn.ca I C.P. 1971 Saint John, N. -B. Canada E21- 4L1 87 4 PFFWWWWW- di ai -grow FEM —Ell TABLE OF CONTENTS From the Steering Committee of True Growth 2.0 - Charting Our Renaissance ................ ............................... Executive Summary - Our Common Vision .................... ............................... Our Competitive Advantage .......................................... ............................... � .,A0rqqb1-. Priority Growth Sectors ................................................. ............................... Implementation, Collaboration, Governance ................ ............................... and Measurement 3 n 11 16 Grand Bay - Westfield • Quispamsis • Rothesay • St. Martins • Saint John 99 o -A v From the Steering Committee of True Growth 2.0 - Charting Our Renaissance Saint John is not a stranger to change. The 21 st century landed with a thud on its doorstep, hollowing out what had been the heart of its industrial origins. Lantic Sugar closed, the frigate program ended, Saint John Shipbuilding was shuttered and the Port saw container traffic fall. Between 1989 and 2003 Saint John had the biggest loss of manufacturing jobs anywhere in Canada - 26 per cent. On top of this, the economic challenge post -2008 was felt in most, if not all, North American cities, and Saint John was no different. But we were not to be beaten. During this same period, our region also recorded the third largest gain in the service sector - 8 per cent. Not nearly enough to offset the loss of those manufacturing jobs but it was double the national average.This was the starting point for what became True Growth, an innovative regional develop- ment strategy that drew on Saint John's deep networks to drive business, social and cultural development. The strategy, launched in 2003, was led by the mayors of the region's five com- munities - Grand Bay - Westfield, Quispamsis, Rothesay, St. Martins and Saint John ( "the Saint John Community ") - through their economic development agency: Enterprise Saint John. This was dramatic change in how our region did business. Recognizing that the whole is greater than the sum of its parts, we opted to no longer compete, rather, we chose to work together toward a common goal. Initially it was built upon three interconnected themes: the economy, social development and culture.Soon,a fourth,the environment,was added. Overlaying these themes were four priority sectors, which were identi- fied through community consultation and the work of sector experts, as having the greatest potential for growth.These were: energy and advanced manufac- turing, health and life sciences, tourism, and information and communications technology (ICT). Grand Bay - Westfield Quispamsis A lot has happened in the intervening years since 2003. Economic, social and technological change is ever - present, creating a highly disruptive environment that presents an equal mix of challenges and opportunities. Over the past de- cade there have been a number of significant wins: • Through a determined community effort, we landed the Dalhousie New Brunswick medical school, which is giving rise to a promising knowledge cluster in the heart of the Tucker Park campus at UNBSJ. • We have seen the emergence of a vibrant ICT sector, driven by innovative entrepreneurial start ups that have garnered the attention of global technology leaders, a testament to the resident talent of our region. • Building on a chance of a storm - stayed ship, Saint John now boasts two state -of- the -art cruise ship terminals. We proudly welcome leading international cruise lines and passengers from around the globe, and are now investigating the potential to be a homeport. In addition, progress in completing the Fundy Trail has consolidated Saint John's positioning as the gateway city to the Bay of Fundy, one of the world's natural wonders. • Despite global industry challenges in the energy sector, Saint John is home to a robust private sector energy cluster that generates close to $10 billion in exports for New Brunswick and a growing public sector energy presence that includes Efficiency New Brunswick, the New Brunswick Department of Energy and Mines and the New Brunswick Energy and Utilities Board. Rothesay St. Martins Saint John 90 In support of this progress, a number of community networks have developed: • ICT and entrepreneurship (Propel lCT /Emerging Entrepreneurs Wallace McCain Institute); • Urban professionals (Fusion /Uptown Saint John); • Social development (Vibrant Communities Saint John ONE Change/ Pulse /Crescent Valley); • Culture (Saint John Community Arts Board /ARC -f /Saint John Multicultural and Newcomers Resource Centre); • Tourism (Saint John Destination Marketing /Cruise Saint John); • Applied research (Tucker Park Knowledge Cluster); and, • Business development within the Energy sector (Atlantica Centre for Energy) These joined other, longer - established organizations such as the Saint John Board of Trade, Saint John Industrial Parks, YMCA -YWCA, Atlantic Coastal Action Program (ACAP) Saint John, the KV Chamber of Commerce, the Business -Com- munity Anti - Poverty Initiative (BCAPI), the Human Development Council, Saint John Waterfront Development and the Saint John Community Foundation. Together,these and other community networks form an interconnected system; what began a decade ago with one organization has become an innovative regional development strategy that drew on Saint John's deep networks to di- versify the economy and drive business, social and cultural development. This strategy has been, and will continue to be, a community effort. It is designed to be the economic development strategy for PlanSJ as well as all our regional municipalities' municipal plans. This economic development strategy is meant to align and integrate with other important community plans in the making (so- cial, environmental, cultural). Recent global trends have introduced new challenges into our environment. In the true spirit of community, the region has come together to adjust our strat- egy to meet these challenges. The Steering Committee has spent four months meeting and engaging with subject matter experts and community leaders to consider how to renew, refresh, and update Saint John's regional development strategy. We asked for input to help identify key growth and development themes, which will drive our region forward. Repeatedly we were told that the region's strength lay in the willingness of peo- ple to work together and collaborate on growth initiatives, across networks, to achieve both business success and broader, social goals. Again the key theme heard was the need for our communities to attract and retain people, ideas, and investment and the necessity of a focused plan to achieve those goals. The desire of the Saint John regional community to refocus and enhance its economic development strategy comes just as the federal and provincial gov- ernments are also rethinking how they deliver economic development servic- es.The Atlantic Canada Opportunities Agency (ACOA) and the Government of New Brunswick have traditionally been funding partners for New Brunswick's Enterprise Network. Recent structural changes have removed both levels of government from the funding model of community -based economic devel- opment agencies. While this was initially a cause for concern expressed by a number of those consulted, it was also identified as an opportunity for Saint John to design a community -led development agency, with full support from our municipalities and industry partners. The True Growth 2.0 steering committee believes strongly that over the com- ing decade, Saint John's opportunity lies in building upon the innovative, con- nected, and cooperative nature of our region and in linking communities of interest across our targeted growth sectors with a strong focus on urban de- velopment, aligned with PlanSJ. It is what earned Saint John the designation as one of the world's Top 7 Intelligent Communities in 2012, it is what allowed us to deliver on the goals of the original True Growth Strategy. It will be our com- petitive advantage as we continue to work together to attract people, ideas and investment in this, our 21 st century renaissance. Dr. Shelley Rinehart (Chair) Neil Jacobsen Dale Knox Shawn Peterson "Our research indicates that many small and medium sized cities around the world will emerge as the primary centers for innova- tion over the next couple of decades. We believe that based on Saint John's assets, creativity and connectivity together with it's track record to develop and nurture innovators which Ito it's Top 7 Intelligent Community Forum designation, that it is well positioned to be one of those global centers" -Lou Zac arilla Co- Founder, Intelligent Communities Forum, New York. 2 Executive Summary OUR COMMON VISION: We are an urban centre that drives the economic prosperity of our province, where... • ideas thrive and vibrant community networks flourish; • creativity and innovation drive investment, and • unique cultural and heritage assets create an enviable quality of life, attracting new people to our distinctive neighbourhoods. In order to realize this vision, we need to... Fully leverage Saint John's Competitive Advantage: 1. Strategic Location 2. Partner in New Brunswick's Urban Triangle 3. One of the World's Top 7 Intelligent Communities 4. Collaborative Research and Learning 5. Diversified Economy 6. Affordable Living With a concentration on Five (5) Critical Economic Development Goals that will create an environment for sustainable growth: 1. Urban Development 2.Transportation Hub 3. Labour Force Attraction, Readiness, and Retention 4. Enhanced Entrepreneurial and Innovative Culture 5. Integrated Community Communications Strategy Grand Bay - Westfield Quispamsis Focusing our efforts in six (6) key Sectors: 1. Health and Life Sciences 2. Information and Communications Technology 3. Advanced Manufacturing /Industrial Fabrication 4. Energy 5. Financial, Insurance, and Professional Services 6.Tourism With a Community- driven Implementation Plan driven by a community - based economic development agency, tasked with: 1. Engaging the network of economic development - related agencies and organizations, as well as the community network of "Network Development Leads "and "Sector Champions; who will be assigned for short -term roles to kick -start the process. 2. Creating an integrated community communications strategy, with a high level of community and stakeholder involvement, with particular focus on streamlining communications activities of all economic development agencies. 3. Working with the Mayors'Task Force to determine the longer -term updated governance, funding, and operational structure of Enterprise Saint John that adequately meet the development needs of our community and delivers on the goals of True Growth 2.0. Rothesay St. Martins Saint John 92 3 Our Competitive Advantage Saint John is the industrial and financial centre of New Brunswick, building upon a 225 -year history as a Maritimes trading hub. In developing a regional strategy, the True Growth 2.0 committee identified six competitive advantages for Saint John to amplify as we tell our story to potential investors and resi- dents. We need to Fully leverage each of Saint John's Competitive Advantages to focus in on our priorities: 1. Strategic Location 2. Partner of New Brunswick's Urban Triangle 3. One of the World's Top 7 Intelligent Communities 4. Collaborative Research and Learning 5. Diversified Economy 6. Affordable Living 1. Strategic Location Saint John is located in southwestern New Brunswick, on a natural harbour that connects the Bay of Fundy with the St. John River. It is just over 100 kilometres from the New Brunswick/Maine border and it is within a day's travel by land or sea to all major markets in central Canada and the Atlantic seaboard in the U.S. This geography enables Saint John to be a regional gateway, linking the Maritimes with Atlantic markets in both Nor that, to Europe and the rest of the world. I the near -term, Saint John will further de- velop its role as New Brunswick's industrial transportation hub through its intermodal system, which includes port, rail, road and air. To fully realize this potential, we will need to work collaboratively with all levels of government and export- driven compa- nies across all sectors. Grand Bay - Westfield 2. New Brunswick's Urban Triangle Saint John, along with Fredericton and Moncton, form New Brunswick's urban triangle. The opportunity for our regions to collaborate far outweighs any ben- efit each centre would see on its own - collectively our scale, diverse workforce, education, and innovation are much more aligned to other mid -sized cities that have been experiencing growth and success, such as Canada's Technology Triangle (the Cambridge- Kitchener - Waterloo Region), or North Carolina's Re- search Triangle Region. Here in New Brunswick, our collective urban population growth (from a percentage gain perspective) outpaced Montreal, Halifax and Winnipeg between 2001 and 2011. Furthermore, the New Brunswick urban tri- angle accounts for about 90 per cent of all immigrants to New Brunswick. Aver- age household discretionary income is 47 per cent higher than the rest of the province and the three urban centres contribute 43 per cent more in personal income tax than the rest of the province. Over the past decade, we can claim all of New Brunswick's netjob growth - 23,400jobs and while we also lostjobs, our overall employment growth rose while in the rest of the province it declined. As our economies become more diversified, so too is our population base. We are home to the highest concentration of post- secondary graduates and our population is younger compared to the rest of the province. The Conference Board of Canada has concluded hub cities drive economic growth in smaller communities faster than if those small communities went it alone. The impor- tance of strong urban growth was also highlighted in a recent edition of The Economist (Oct 27 - Nov 2, 2012 issue) where their Special Report on Technol- ogy and Geography highlights what can be described as no less than the ur- banization of the world's population. The urbanization rate in the developed world is forecast to grow from 54.5% in 1950 to 85.9% by 2050, and from 17.6% in 1950 to 64.1 % in 2050 in the developing world.The "lure of the city" is trans transforming the world's social, economic and cultural networks, and New Brunswick must fully embrace the global urbanization revolution if we are go- ing to realize our full economic potential. *Graph to follow on next page Quispamsis Rotghesay St. Martins Saint John 12 The lure of the city Urbanisation rate, p� FORECAST Economies: � developed H developing 85 9 o� , 1950 70 90 2010 30 50 Saw LIN Source: UN, The Economist (Oct 27 - Nov 2, 2012 issue): Special Report. Technology & Geography- Urban Life. Open -air computers, Cities are turning into vast data factories This aligns with the work of David Cam pbelI,who outlines below the stagnation of New Brunswick's urban growth relative to the rest of Canada. He argues that it is urban growth that will drive provincial economic growth, and we there- fore need to increase our focus on the urban agenda in New Brunswick, with a collaborative effort across Saint John, Moncton, and Fredericton. Most impor- tantly,this does not have to be done at the detriment to our rural regions and economies, and it can be argued quite effectively that strong urban centres in New Brunswick will drive growth throughout the entire Province. Grand Bay - Westfield Quispamsis Rothesay St. Martins Saint John 94 E 3. Intelligent Community Saint John was named one of the world's Smart 7 Intelligent Communities in the world by the Intel- ligent Communities Forum in early 2012.The des- ignation, awarded in recognition of Saint John's efforts to drive economic and social development TOP in the broadband economy, highlights the major elements that makes Saint John an innovative and connected community, including a robust start- up culture, public sector innovations such as intel- ligence -led policing and energy efficiency, and its Intelligent history as a broadband innovator, including being Community the first municipality in Canada to have full broad- of the Year band coverage, delivered by Bell Aliant, which, through FibreOp, offers customers the highest broadband speeds in Canada. In addition to this, the importance of our vibrant and rich arts and culture community in emerging as a centre for in- novation cannot be understated. In fact, in many centres, arts and culture has become an important growth sector itself, and Saint John has grown signifi- cantly in this realm, which is a strong selling point for innovation and growth. Saint John also boasts a strong francophone population, which, together with the growing multicultural face of our Community, provides the foundation we will need to continue to grow. Immigration, particularly entrepreneurial immi- gration will play an increasingly important role in delivering on our goals. Grand Bay - Westfield Quispamsis r.. s'• 4. Collaborative Research and Learning Saint John is home to University of New Brunswick - Saint John (UNBSJ) and New Brunswick Community College (NBCC) Saint John, which combined edu- cated about 3,800 students annually.These two post- secondary education in- stitutions have delivered programs to develop a trained workforce, including Canada's first e- commerce program, established at UNB Saint John in 1997. More recently, both have expanded their applied research and training offer- ings, in collaboration with each other and on their own. For instance, at UNB Saint John, the Multi - Trophic Aquaculture System Group was instrumental in establishing the aquaculture industry in the Bay of Fundy, and the Faculty of Business is a national pilot site for the Small Business Internship Program, which provides students from both UNB and NBCC with business experience and training. NBCC is building its capacity in the areas of applied research and mobile first technology, leveraging existing strengths including its new $26- million E- building, which opened in September 2012. Most significantly, NBCC, UNB Saint John, Dalhousie University and Horizon Health Network collabor- atively form the Tucker Park research cluster, with a specialization in life sci- ences. Key to this collaboration is Dalhousie Medicine New Brunswick (DMNB), a medical school and potential physician recruitment tool because it enables New Brunswick students to study and practice at home. In addition to these educational institutions, Saint John is home to numerous privately- operated training institutions and skilled trades - specific training centres that are owned and operated by local unions, ensuring ongoing skill development and learn- ing opportunities for a critical component of our workforce. Finally, with our high intake level of international students, primarily at UNBSJ, we have an ex- cellent pool of young, highly educated, self-starting individuals that will help us to grow our population and fill our workforce needs for years to come. Rothesay St. Martins Saint John 95 M 5. Diversified Economy Saint John's roots are in shipping, which helped power its industrial base through the 20th century, anchored by goods - producing leaders in forestry, oil refining and food manufacturing. Over the past decade Saint John recorded significant growth in the service - producing industries, which now accounts for 77 per cent of employment.The most significant growth has come in tourism and food services, which has capitalized on the development of Saint John's cultural and recreation venues, and in business services and ICT, which feeds the transformation of our advanced manufacturing base into a knowledge - driven sector.Together these service sectors are shaping our region into a place where creative, smart people can thrive. Change in New Brunswick Employment Sep 2012 versus Sep 2007 (# of Jobs) Health Financial sery Trade Transportation Info & other sery Accomm & food sery Manufacturing Education Professional sery Business sery Primary Construction Public admin source: Statisbc Canada Q Goods Sector Public Sector Services Private Sector Services - 6,000 -4000 -2,000 0 4000 4,000 6,000 SAW Employment has decreased by 10,800 jobs over the last 5 years. Fiscal restraint & fewer capital projects will reduce employment, but there could be gains in health, utilities & ICT sectors. OUTLOOK 2013 Employment by Industry - June 2003 vs. June 2012 Saint John CMA I Total employed, all industries Goods - producing sector Agricukure Forestry, fishing, mining, quarrying, oil and gas Utilities Construction Manufacturing services- producing sector Trade Transportation and warehousing Finance, insurance, real estate and leasing Professional, scientific and technical services Business, building and othersupport services Educational services Health care and social assistance Information, culture and recreation Accommodation and food services Other services Public administration % of Tota I Employment 20% n/a 2% 2% 7% 8% 80% 14% 4% 6% 7% 6% 7% 14% 5% 5% 6% 6% % Change SinceJune 2003 14% 20% n/a 50% 7% 23% 20% 12% 2% 4% 24% 42% -39% 62% 18% 7% 0% 27% 95% *Source: Statistics Canada, APEC Outlook 2013 *Source: Statistics Canada, Jupia Consultants Inc Grand Bay - Westfield Quispamsis Rothesay St. Martins - Saint John 96 7 6. Affordable Living Saint John offers a variety of housing and lifestyle choices within urban, sub- urban and rural settings. Saint John has the highest concentration of personal wealth in New Brunswick.For people reporting income over $100,000 SaintJohn is 64 per cent higher than in the rest of province, while for those earning over $200,000 it is 63 per cent higher. In September 2012 the average family home costs approximately $155,000, and the continued development of the city's historic Uptown has created the Maritimes'most densely populated mixed -use neighbourhood. It boasts 18,000 residents and close to 1,300 businesses, in- cluding the majority of the region's ICT and business services employers along with the highest concentration of restaurants and cultural institutions, includ- ing the New Brunswick Museum, Harbour Station and the Imperial Theatre. It has created a truly urban campus along Saint John's waterfront where ideas are born and deals brokered by simply crossing the street.The Kennebecasis Valley, is home to 30, 000 residents in the towns of Rothesay and Quispamsis, which combined have the highest net worth in New Brunswick. Grand Bay - Westfield, located along the St.John River, has 5,120 residents, while the village of St. Mar- tins is the entrance to the Fundy Trail, a 16- kilometre parkway overlooking the Bay of Fundy, which includes an additional 16 kilometres of hiking and biking trail. A Growing Property Tax Base in Greater Saint John $10,000,000,000.00 $9,000,000,000.00 IL $8,000,000,000.00 $7,000,000,000.00 $6,000,000,000.00 $5,000,000,000.00 $4,000,000,000.00 $3,000,000,000.00 $2,000,000,000.00 $1,000,000,000.00 5- 2006 2007 2008 2009 2010 2011 ■SaintJohn ■Rothesay eQuispamsis ■ Grand Bay-Westfield 0 S Martins • Close to 60% of that growth occurred in the City of Saint John, which saw its tax base grow by $1.613 over 5 yrs. -Two Saint John suburbs now have a property tax base of over $1 billion • Rothesay's 5 yr growth rate of 51.7% is one of the most impressive in the province. (Dieppe's 5 year growth rate was 55.2%, while New Maryland's was 43 %) • While the Saint John population has been stable, our median 2 parent - family incomes have risen faster than our peers — suggesting that per capita GDP is rising • *Source: Statistic Canada R_� � Grand Bay - Westfield Quispamsis Rothesay St. Martins Saint John 97 Goals We believe that by concentrating on the following five (5) Critical Economic Development Goals in a collaborative way, we will create an environment for sustainable growth in our region: 1. Urban Development 2. Transportation Hub 3. Labour Force Attraction, Readiness, and Retention 4. Enhanced Entrepreneurial and Innovative Culture 5. Integrated Community Communications Strategy 1. Urban Development: Saint John's core is our region's core, driving growth throughout the region and, some would argue, the province. We need to continue to develop our urban identity with a renewed focus on PlanSJ, including waterfront devel- opment, a strong emphasis on arts and culture, and an increasingly vibrant uptown in order to effectively create an environment for innovation and growth. Our region is also made up of numerous distinct neighbourhoods and communities, and our citizens tend to identify strongly with the neigh- bourhood in which they live. While our focus needs to be on urban develop- ment, and coming together as one region, we must engage members of our diverse communities in a meaningful way.We must work with our municipal governments under PlanSJ, and work collaboratively with other key groups, such as the Urban and Community Studies Institute at UNBSJ to enable com- munity action groups that help to drive urban development, community by community. It is only by unleashing the power of our citizens that we can achieve a groundswell of support to grow our urban agenda and our region in a sustainable way. Grand Bay - Westfield Quispamsis 2. Transportation Hub: Saint John is at a crossroads and can take full advantage of our natural assets to become the Industrial Hub of New Brunswick and the gateway to the New England market. This includes creating a detailed plan to promote our year - round deep water Port,our extensive rail system,our roadways (including the connection to the planned East -West highway in Maine), and fully leverage our airport's potential to increase our ability to expand into global markets in support of our growth sectors. By optimizing what we have in support of all New Brunswick industries, we can build on the momentum that has start- ed with the signing of Mediterranean Shipping Company (MSC), one of the world's leading container lines, to our Port. Rothesay St. Martins Saint John 98 9 3. Labour Force Attraction, Readiness, and Retention: Atlantic Canada, and our Community in particular, is facing significant demo- graphic challenges,and our solution to this will be multi - dimensional. We must consider the increasingly important role that immigration is going to have to play, and ensure we actively provide programming and policies to support re- tention, as well as improve our efforts in attracting, developing, and retaining the talent we need to drive growth in all our priority growth sectors. We need to work closely with the Province to explore innovative ways to enhance the Provincial Nominee Program and with the Federal Government to create policy to address Atlantic Canada's unique demographic challenge. Saint John there- fore needs an integrated strategy to (1) develop all our children and youth, (2) attract and retain current and potential workforce members to our community with a focus on increased immigration and retention, and (3) maintain a strong, viable, and available workforce. By emphasizing well - paying positions that support our growth sectors, and improving our collaboration with the strong knowledge cluster here in Saint John, we will be in a better position to fund social programs and break the long -term poverty cycle. Having an available, skilled workforce is one the key considerations for potential investors. Labour Force Participation Rate ( %) *Source: Statistics Canada ■ New Brunswick ■ Saint John CMA 70 r-- 68 66 64 62 60 58 July July July July July July July July July July July 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 Unemployment Rate ( %) ■ Newfoundland & Labrador Prince Edward Island ■ Nova Scotia ■ New Brunswick 18 16 14 12 10 8 6 4 2 0 July July July July July July July July July July July 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 Unemployment Rate (%) *Source: Statistics Canada ■ New Brunswick ■ Saint John CMA 12 r--- 10 8 6 4 2 0 July July July July July July July July July July July 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 *Source: Statistics Canada 99 *Source: Statistics Canada 10 lip f 4. Enhanced Entrepreneurial and Innovative Culture: Innovation and entrepreneurship form the economic foundation of Saint John. Building on those roots will enable a focus on creating a supportive en- vironment, incorporating mentorship opportunities,enhancement programs, venture capital funding, and facilitative environments,to attract, develop and maintain high - growth entrepreneurs and innovative leaders focused on re- search, development and commercialization within our growth sectors. If we are to become the "best place in Canada to do business; it will be critically important for our region to build on the success of the ICT sector and other successful entrepreneurs in our region. We must instill this way of thinking into our other growth sectors through programs and funding opportunities targeted at high - potential entrepreneurs and innovators who are looking to invest in our region. Collaboration and knowledge sharing stemming from a vibrant core group of successful individuals and groups will be key success factors in creating an environment ripe for innovation and entrepreneurship in all our sectors and throughout the region. Grand Bay - Westfield Quispamsis Rothesay 100 A4 . 5. Integrated Community Communications Strategy: Local consumer and investor confidence is critical to retaining and attract- ing people, ideas, and investment. By launching and maintaining focus on a solid, long -term communications plan that integrates all key stakeholders' needs and messaging, speaking with "one voice'; we stand to benefit from an increased focus on what makes our region great. Saint John experienced great success with the original True Growth initiative, primarily as a result of the communication and positive brand image that resulted. Experience has taught us that our wins will be greater if we take full advantage of synergies across sectors and are able to engage our entire community. These activi- ties require a strong communications strategy and implementation plan. A structure with responsibilities fc oversight and communications ensures our community is fully engaged, cross- sectoral synerg are optimized, and transparent accountability on the executic the plan are appropriately managed. St. Martins Priority Growth Sectors Through discussions with Saint John Community leaders, we have identified six priority growth sectors that have the greatest potential to leverage our com- petitive advantages and therefore drive sustainable growth for our future. We believe that these sectors currently represent the best opportunities and fully leverage our competitive advantages listed above. As part of our ongoing pro- cess, it will be important to have an annual review of the relevance of these sec- tors given the economic condition and any other external or internal changes to our environment. Our current priority growth sectors are: 1. Health and Life Sciences (Research & Innovation) 2. Information and Communications Technology OCT) 3. Advanced Manufacturing and Industrial Fabrication 4. Energy 5. Financial, Insurance, and Professional Services 6.Tourism Within each of these sectors, we have highlighted the key opportunity areas, issues to be addressed, and potential areas of cross- sectoral synergies that we heard from our advisory group through o - - facilitated session in October. While grow is the focus for each of these sectors, in today's challenging North American business environment, Saint John must also play to its strengths and business relationships to both attract new invest- ment and to have a well defined strategy to retain r existing businesses within these and other sectors. 1 Grand Bay - Westfield 1. Health and Life Sciences - Research and Innovation There has been a tremendous amount of success and forward momentum in this sector over the past 10 years. The arrival of Dalhousie Medicine New Brunswick was a critical win to help position this sector for even more growth and innovation in the future. A current working group is in place and is very much focused on gaining the funding required to move forward in this space, as it is very well aligned with province's strategy, focused on research and innovation. The work that is cur- rently underway represents substantial growth potential for this sector, but also has significant spinoffs, both economically and socially,for our region. This sector is positioned to create economic activity and wealth creation as it at- tracts private and public investment. With continued growth in this sector, the public will also benefit. As more world -class physicians and highly skilled medical professionals come to our region, even more will be attracted as a viable cluster of knowledge and in- novation is translated into better patient care. The attraction of specialists will also act as a driver to bring in more family physicians to our region, as they will be in a much better position to provide care for their own patients, surrounded by a solid network of highly skilled medical professionals. In addition to this, what we heard from our stakeholders throughout this process, is that we need to continue to look for ways to build on the infrastruc- ture that already exists, and more investment attraction specific to large manu- facturers servicing this sector should be a high priority. We need to ensure we have the technical knowledge of this sector to focus on this type of investment attraction and retention,and provide the right kinds of incentives for companies to set up and operate in our region. Our advisory groups also provided the feedback that we are in a unique position of being able to leverage the Tucker Park model for teaching in teams of medical professionals, and to further develop those teams in an integrated effort to work on a solid delivery model for community health and geriatric medicine. The unique demographics in our region combined with the team approach could be seen as a competitive advantage in solving these health- care issues and bringing those solutions to market. Overall,the culture of inno- vation and entrepreneurship needs to be weaved further into Health and Life Sciences, enabling our health knowledge workers to make a permanent mark on health research and service delivery globally. Quispamsis - Rornesay St. Martins Saint John 12 2. Information and Communications Technology (ICT) Much growth has already been realized in the Saint John community in the ICT sector. The evolution of PropelICT has driven much growth, and there is an opportunity for other sectors to learn and develop innovation and entre- preneurship using a similar model. The uptown core has become a unique ecosystem of high -tech firms occupying our buildings with distinct architec- ture, and creating a hub of activity around newly developed restaurants and bars. The next step in this sector will be to enhance the existing collaborative ef- forts with our close neighbours in Fredericton and Moncton and establish new relationships within Atlantic Canada and New England. We need to focus our efforts, and avoid direct competition with one another, since we are well positioned as a region to drive substantial growth in this sector. Further, we should be ensuring ongoing communications and mean- ingful alignment with InvestNB and continue the strategic -level discussions with Moncton and Fredericton to increase our investment attraction value proposition. For even more opportunity to take advantage of interdependencies, Saint John's focus should be in providing supporting technologies to our High -Po- tential Growth Sectors, such as Energy (smart grid), Health and Life Sciences (Data management /eHealth), as well as specific broader opportunities that leverage our existing skillset (Big Data /Mobile computing).Our region would be a prime candidate to locate a centre of excellence in any one of these ar- eas - drawing from existing companies, skillsets, and supporting educational institutions. Start -ups will continue to locate in the Saint John community; however, supporting infrastructure and support should be put into place to ensure Saint John is the first choice for new ICT start -ups in Atlantic Canada. Grand Bay - Westfield Quispamsis As with other sectors, the ICT sector is suffering from an inadequate pool of skilled and available workers. The workforce solution needs to be targeted to those sectors with the greatest gap areas, and, in partnership with educators (NBCC /UNBSJ) further develop the capability and offering. In addition, the communication and connection between industry /key sectors and the pub- lic schools needs to start earlier. Targeted programs that are age- appropriate should be launched in our schools. Ideally, these programs would provide meaningful work /learning experiences that are industry and sector -led to ensure the right level of knowledge is being communicated, and realistic job opportunities are being highlighted. In addition to this, there is an opportu- nity to align with a broader communications campaign that highlights Saint John as one of the Top 7 Intelligent Communities that is well positioned for innovation. The opportunity for this story to be told will help to attract and n this sector in the long term. Rothesay St. Martins Saint John 102 Q.— C.Y�.4Mhg1,Y- 13 3. Advanced Manufacturing /Industrial Fabrication Saint John has a very strong advanced manufacturing and industrial fab- rication sector, and it aligns very clearly to the province's strategic growth agenda as well. As stated in the sector report within the New Brunswick economic development plan, industrial fabrication represents a significant opportunity not only for Saint John but across New Brunswick. This sector is defined by metal fabrication covering the manufacturing of processing and support equipment for industrial use, particularly in large - scale construction projects. This sector is global and competitive, and Saint John in particular, is in an ideal position to take full advantage of the export potential. Our region's advanced manufacturers and industrial fabricators have proven capacity to design, manage and construct a number of large scale projects, including new construction and maintenance at the Refin- ery, LNG, mills etc. This has positioned them very well to supply products and services to Halifax Shipyard and the $35B in work they will be doing over the next two decades, including supplying large construction projects in Newfoundland and northern Quebec and numerous other projects up and down the eastern seaboard. This cluster, and infrastructure, together with our geographic location should also present new investment oppor- tunities. Saint John boasts a deep -water port, so we are uniquely positioned to not only advance this sector in Saint John, but also be the gateway to the world for all New Brunswick industrial fabricators, which includes potential plans to provide the capacity for our industrial fabricators to expand into very large module fabrication. In addition, manufacturers and fabricators within this sector can support the province's focus on Aerospace and De- fense by increasing our ability to provide modular fabrication. Also, our region can further expand within this sector with a focus on "Value Added Wood, which includes companies which add value to hardwood or soft- wood by further manufacturing or processing. This includes lumber, pulp and paper, tissue, remanufactured products, and products derived from wood biomass. Saint John has a significant advantage in terms of exist- ing infrastructure, along with an outstanding environmental record,with an Grand Bay - Westfield Quispamsis Rothesay 103 ongoing focus on business expansion and innovation, critical to the growth of our region. We must take full advantage of our assets, and look for ways to increase the collaboration with the Port of Saint John and their role in as a regional export gateway for forest products. With our strategic geo- graphic location, this sector is perfectly positioned to take advantage of all our transportation linkages (land, sea, rail) to drive growth not only for our region, but our province. Again from the New Brunswick strategy, it is critical to understand that the workforce, makes up approximately 40 per cent of a typical operation's costs, so it is critically important to focus not only on labour availability, but also productivity. Saint John has the opportunity to take advantage of its long history of having a highly skilled workforce to support this sector, as well as very strong partnerships with our local Building Trades. The focus for this sector needs to be on attracting, developing, and retaining qualified skilled workers to fill the future gap of an ageing workforce. Much work is currently underway by groups in Saint John, and continued support and focus, along with collaboration with the province's efforts will be keys to success for the long -term viability and growth of this sector. Collaboration and ongoing discussion among key stakeholders such as SJ Industrial Parks and the SJ Port Authority will be critical to ensure alignment in positioning Saint John as a gateway and to position this sector for substantial growth, fully leveraging export market opportunities. The key issue areas to address in this sector are ensuring the best out- come is realized for a barge facility to allow our fabricators to take full advantage of global markets, and driving to a long -term solution in terms of wood supply in New Brunswick to allow for our industry leaders to compete on a global scale St. Martins Saint John 14 4. Energy The community felt the impact of the decision not to proceed with the Eider Rock refinery project, however, the Saint John Region remains a focal point within the international northeast region with respect to value -added hydro- carbon processing, electricity generation, head office and back -office energy - related operations, energy transmission, and energy innovation, efficiency and conservation. Saint John is home to Canada's largest oil refinery, Canada's only LNG terminal, and one of the world's first refurbished CANDU 6 reactors, and serves as a natural energy export gateway linking Eastern Canada to New Eng- land, the Atlantic Basin and beyond. Our region's traditional focus on Energy can and should be expanded to capi- talize on emerging cleaner and renewable energy sources, including natural gas, small -scale renewable energy technologies, cogeneration, district energy applications and ocean energy. Our strategic geographic location should also be leveraged to take full advantage of emerging west -east and south -north oil and gas transmission opportunities, including the potential for new value -add- ed upgrading and transshipment activities based in Saint John. In addition, our advanced manufacturing capabilities and emerging ICT sector provide oppor- tunities to pursue knowledge -based energy applications and remote service opportunities.The Canadian energy sector is currently experiencing a shortage of skilled workers, and Saint John has the potential to support emerging na- tional and international skilled workforce requirements on a short -term basis. Grand Bay - Westfield Quispamsis Rothesay 104 We are the only New Brunswick city with a vibrant Industrial and Port capac- ity, combined with a diverse and robust energy sector. We need to fully lever- age our existing assets and relationships to create new opportunities. We have also proven, through the Benefits Blueprint initiative, that we are a responsible and receptive host community for major energy projects, which provides an additional, and powerful, competitive advantage. Saint John must also build on its capacity to cultivate effective regional energy dialogue and sustainable energy partnerships through the Atlantica Centre for Energy, which came into existence as a result of the original True Growth strategy and currently serves as a key meeting ground for industry, government and academia. Finally, Saint John Energy, the City of Saint John's municipal electric utility, has the potential to create economic value in new and different ways for its ratepayers, the City and the region. For example, the utility has been a pioneer in exploring smart meter technologies. Saint John, through the work of organizations such as the City of Saint John, Efficiency NB, Saint John Energy, Emera, and the Irving Group of Companies, is also a leader in energy efficiency and conservation and has won many awards in the past in this space. We have the opportunity to further advance the ef- ficiency agenda by leveraging our growing expertise to help advance ICT -driv- en solutions for the energy and advanced manufacturing sectors. The area of smart grid, including the new NB Power - Siemens partnership, presents addi- tional opportunities for the Saint John region and New Brunswick. St. Martins Saint John 15 5. Financial, Insurance, and Professional Services Enterprise Saint John is currently assessing the potential of this sector, since there has been significant growth seen in the Atlantic region,and specifically here in Saint John, with the arrival of TD Insurance and others. As a result of their initial analysis,there exists a very strong case that Saint John can become a key part of the professional back office solution for many offshore financial services companies. In addition to this, there are a number of engineering and technical services firms that support activity within the Energy Sector and the Advanced Manufacturing /Industrial Fabrication sector. As such, this is a sector with potential in the city and is an attractive industry to attract and maintain for the long term. Further, there is the opportunity to approach those firms already here with a business function, unit or division and look- ing to expand operations, with a particular focus on accounting and finance back -office activities. In addition to this, global hedge fund, mutual fund, and investment firms could take advantage of our labour force and lower operat- ing costs by undertaking back -office activities in Saint John. Halifax has had great success with this sector since 2006. With a targeted focus and resources dedicated to further assess and build on the breadth of opportunities in this sector, it is highly possible to increase the likelihood of having these well - paying financial and insurance sector profes -' sional positions within our community. Grand Bay - Westfield Quispamsis Rothesay St. Martins Saint John 105 16 6.Tourism The tourism industry has a very high potential for expanded growth and development. Global and domestic tourism is expected to be a Growth In- dustry, with international tourism expected to double by 2020 according to the World Tourism Organization (United Nations) and domestic tourism also expected to double by 2030 according to most Canadian /National statistics. In the Saint John region, the Tourism sector employs thousands of residents throughout our network of hotel operators and hospitality service provid- ers, and growth in this sector represents significant opportunities for our resi- dents and longer -term investment in our region. To this end, Discover Saint John has identified a significant opportunity in their strategic planning pro- cess to more broadly promote Saint John as a destination of choice, and this has become their primary mandate to take full advantage of an increased market share in the tourism industry, drawing tourists to our thriving cultural scene and strong heritage architecture. As a result, much success has been realized in this sector in recent years, specifically in the Cruise ship market, to the point where a current study is being done to investigate the potential of Saint John becoming a homeport for Cruise ship passengers. There is, however, an opportunity for additional collaboration and partner- ship to broaden our tourism offerings. We are the heart of the Fundy Region, and we have a unique opportunity to take full advantage of the Bay of Fun- dy, the only Canadian destination to be included in the final competition as one of the world's "New 7 Wonders of Nature" To complete this natural path for tourists, it will be critically important for our region to fully support the completion of the Fundy Trail. This opportunity represents huge potential to increase our market offering, and it is a key to building successful tourism infrastructure in the future. Grand Bay - Westfield Quispamsis Rothesay 106 Our advisory group also brought forward a number of other recommenda- tions for consideration, including leveraging the history of our region, high- lighting and developing landmarks such as Partridge Island, creating a desti- nation rich in history (including our industrial soul) that brings visitors from around the world. Within our own region, there is huge potential to work collaboratively with the state of Maine to take advantage of the 2 -2.5M visi- tors who frequent Acadia National Park every year. These tourists have a high propensity toward eco - tourism, and with our region's natural assets,we could clearly be benefiting from showcasing our tourism experience to this audi- ence, only a few hours'drive from Maine. We need to continue to investigate opportunities across the natural travel path of all tourists in our market and potential market and increase eco- tourism opportunities, highlighting the specific attractions within the Greater Saint John Region that will draw more visitors to stay longer. By working with partners and stakeholders to ensure the appropriate infrastructure and supporting mechanisms exist to take full advantage of our unique mix of urban flare and natural beauty, we can ex- pand on our success and grow our tourism season to be a vibrant year -round destination. St. Martins Saint John 17 Implementation, Collaboration, Governance, and Measurement A partnership approach to implementation will be critical for True Growth 2.0 as it is truly a community economic development strategy, which will engage and involve economic, social, environmental, and cultural stakehold- ers to drive community success. To implement our goals and to achieve our common purpose,we believe members of our community should be charged with leading the initial discussion on how best to accomplish success. The "Network Development Leads" and "Sector Champions',' with support from a core team at Enterprise Saint John,will bring together the appropriate group of stakeholders to create a plan to be presented in the spring of 2013. These roles are short -term (3 -4 months) and those identified will work within their specific areas as well as across sectors to identify opportunities, create ac- tion plans, and determine metrics to drive increased growth across all sec- tors. Each team's findings will be presented and reviewed, to allow for full discussion on the key priorities and action items that must be included in the detailed plan, including metrics for success for each of the above goals and within each sector. Longer term, a regular reporting structure will need to be developed and maintained, and an annual True Growth "Ideas and Innova- tion Camp; should be introduced, where we, as a community, would explore the art of the possible. Each annual workshop would have a series of specific community themes, opportunities or challenges, and we would assemble a diverse group of experts and thought leaders to explore solutions in an in- tense, highly collaborative workshop format. Our greatest successes will come from collaboration and forward momen- tum that we will achieve through community -led engagement. Successful delivery of our community goals will only be realized within a structure of accountability and transparency. Grand Bay - Westfield Quispamsis This approach will require strong leadership from the City of Saint John with a focus on economic and community growth, and full participation and col- laboration among all regional municipalities. With the recent release of the Saint John Council's Priorities, there was a clear focus on economic develop- ment, "Cooperate with neighbouring municipalities to advance the economic prosperity of the region through the True Growth 2.0 initiative By following through on this priority, their leadership will signal surrounding municipali- ties and our private sector partners to invest in this strategy, and work to- gether in creating the Saint John of tomorrow. Finally, in order to successfully deliver on the five goals stated in this report, they must be led and coordinated by a strong core team housed within a re- gional economic development agency that understands our local strengths and our local needs. While the province has recently changed how it will de- liver economic development within the province, we must still have a com- munity focus to support the provincial strategy while at the same time focus- ing on our region's priorities. Without strong governance and a system of reporting on metrics, combined with formalizing and leveraging our strong community networks, this plan will not stand the test of time. The key assumption of the Steering Committee entering into this process was that Enterprise Saint John would be the logical choice to facilitate the process of implementing the plan. However, as a result of the shift in focus of the provincial government in terms of funding the re- gional development agencies, this needed further study. While the Steering Committee worked on developing the details of this strategy, a parallel pro- cess was therefore undertaken in October to gather feedback on how best to create a structure to drive economic development activities in our region. Rothesay St. Martins Saint John 107 UK The feedback received from this engagement session was clear: our commu- nity needs to have its own regional development agency that is funded by the regional municipalities as well as private sector partners. In addition to this, best practice models suggest at least a three -year funding commitment, which should be applied for our community agency, both for municipalities as well as for private sector funders. The Steering Committee recommends the following: 1. Create a Mayor's True Growth Leadership Council to provide input, guidance and support for True Growth initiatives. It would meet twice annually and it would include our S Mayors, representatives of local MPs and MLAs, and leaders of the regions social, economic cultural, economic, labor and education sectors. 2. Set up an annual True Growth Ideas and Innovation Workshop, where we, as a community, would explore the art of the possible. Each annual workshop would have a series of specific community themes, opportunities or challenges, and we would assemble a diverse group of experts and thought leaders to ex- plore solutions in an intense, highly collaborative workshop format.The oppor- tunity would be for the community to bring new and creative ideas forward in a risk free environment. The concept would also reinforce the True Growth focus on collaborative networks. 3. Refocus and align Enterprise Saint John's mandate to lead the implementa- tion of True Growth 2.0. It should lead efforts to ensure there is an integrated approach across all public and private economic development partners in the region. In addition, it will play a leadership role in developing and implement- ing the Integrated Community Communications Network. Grand Bay - Westfield Quispamsis 4��sW�s t I �Avr %fnf 4. Appoint a Task Force consisting of a two (2) representatives of Regional Councils, two (2) members of the local business community, and two (2) rep- resentatives of the current Enterprise Saint John Board. Its mandate will be to: a. Recommend the Terms of Reference and membership for the Mayors' True Growth Leadership Council. b. Review Enterprise Saint John's current board structure, composition and appointing process to ensure it is reflective of the renewed role and mandate. Discussions should also be held with the Minister of Economic Development to ensure the Enterprise Saint John Board also fulfills the advisory role to the Minister rather than having a separate committee appointed by the Minister for that purpose in our region. c. Develop the components of a balanced economic and community development scorecard for the region, which would be used to set goals and measure progress and success over a defined period of time.The scorecard should be established in cooperation with the Provincial Department of Economic Development, InvestNB, other economic development agencies in Saint John, and other community and provincial stakeholders. d. Develop the review, refresh and renewal process and schedule of True Growth e. Provide recommendations to Councils and other stakeholders by Jan 31,2013. Rothesay St. Martins Saint John 108 19 aifa� • 16 imp _ — 1 � f 1 a Ai3►. Ark • _� • i s • I! f Enterprise Saint John Inspiring people, ideas & investment 26- Nov2012 Grand Bay - Westfield • Quispamsis • Rothesay • St. Martins • Saint John ENTERPRISE SAINT JOHN 2 Inspiring people, ideas &investment We are the Saint John Community's Economic Development Agency To create the environment for prosperity in the Saint John Community by inspiring and supporting, people, ideas and investment. Through the leadership of Enterprise Saint John and its partners, the Saint John Community will be a magnet for innovation, creativity and business investment where you can live life on your terms. ENTERPRISE Grand Bay - Westfield • Quispamsis • Rothesay • St. Martins • Saint John SAINT JOHN 3 our Services Business investment and attraction Immigrant investor attraction Business support, retention and expansion Entrepreneur development Youth entrepreneurship Small business financing Business training and counselling Labour force development and workforce expansion ENTERPRISE Grand Bay - Westfield • Quispamsis • Rothesay • St. Martins • Saint John SAINT JOHN 111Z RevieW of Outcomes to d Targets Overall Economic Development ROI of 4 times the City's investment based on a 3 year rolling average Investment Attraction Attract 3 new investment companies Host 25 strategic investment prospects Host 150 potential immigrant investor clients Conduct 25 site tours Entrepreneur Development 25 new business start ups 5 new immigrant business start-ups Business Support Services Business and financial advice to 15 local businesses 5 business expansions Workforce Development Assist 70 organizations and 12 labour groups to develop, retain and recruit a skilled labour pool P:laintain 25 highly engaged workforce clients Outcomes 5.87 2 new companies Hosted 20 strategic investment prospects Hosted 350 potential immigrant investor clients Conducted 20 site tours 42 new business start ups 8 new business start ups Business and financial advice to 33 businesses 9 business expansions Assisted 80 organizations and 15 labour groups to develop, retain and recruit a skilled labour pool 39 highly engaged workforce clients 5 2012 Strategic Initiatives Health &Life Science NB knowledge cluster at Tucker Park Top? Intelligent Community 2012 designation Urban Triangle Tourism product development Kickstart Your Business program Finance and Insurance sector research Grand Bay - Westfield • Quispamsis • Rothesay • St. Martins • Saint John ENTERPRISE SAINT JOHN 9trl'y Rpfnc t u n n r AMML - Economic He alt Am -Implement clear and consistent internal processes to facilitate investment and development in Saint John while maintaining City standards that align with PlanSJ *Deliver an integrated approach to economic development •Cooperate with neighbouring municipalities to advance the economic prosperity of the region through the True Growth 2.0 initiative -Invest wisely to continue to build our community and deliver services while maintaining a healthy financial position -Implement an affordable and sustainable plan to address pension issues 7 Our Refocused Mandate Refocus efforts Growth 2.0 to lead the implementation of True Coordinate activities to ensure approach across all public and development partners an integrated private economic Play a leadership role in developing and implementing the Integrated Community Communications Network a.nclard for regional -'� Province ENTERPRISE Grand Bay - Westfield • Quispamsis • Rothesay • St. Martins • Saint John SAINT JOHN N Steve Carson (506) 658 -2995 Chief Executive Officer scarson @enterprisesj.com Janet Scott (506) 632 -6131 Manager, Business Development janetscott @enterprisesj.com Christine Gilliland (506) 648 -4998 Communications & Administration Officer cgilliland @enterprisesj.com Grand Bay - Westfield • Quispamsis • Rothesay • St. Martins • Saint John ENTERPRISE SAINT JOHN Discover Saint John Saint John Council Update November 26, 2012 iiiSCUVEP,DtC0UVR1Z SAINT JOHN 117 Overview Who are we and what is our mandate? Who is our customer? What are our core services and investments? What is in our future? 118 I iT SAINT �� , Discover Saint John Formed in 2010 as a public - private non - profit partnership. Replacing the former city department of tourism Two founding members (City of Saint John and Saint John Hotel Association) Additional 2011 members and associate members (Retail, Food & Beverage, Operators, Accommodations) Funding City of Saint john Saint John Hotel Association via a voluntary Destination Marketing Fee (DMF) Membership Fees Advertising Sales and Partnerships Accountability and Engagement Board of Directors (5 City, 2 Hotel Association, 4 elected by membership) Service level agreements with City of Saint John and Saint John Hotel Association 119 SAINT JOHN Our Mission To increase tourism revenues in Saint John by marketing our unique and competitive tourism experiences to high potential markets. 120 +tiACOVEROECOLIVREZ WNT JOHI , " Customer Segmentation &Positioning M110 0 ......... =,- ONTARIO �4 5 % current leisure visitors pop 13,210,667 0.5% likelihood j 12hr proximity 8.4% yield 0.5% likelihood 2x $ NEW BRUNSWICK 63% current leisure visitors pop 752,000 114% likelihood 47% yield _M mot. EASTERN USA 8% current leisure visitors (23% with cruise) pop 14,429,720 ( +) 0.7% likelihood (2.2% with cruise) 10.8% yield (33% with cruise) 7x $ 4,06. of 0 NOVA SCOTIA (PEI) 7% current leisure visitors pop 1,083,506 8.6% likelihood 4 hr proximity 11% yield 1.25x $ I11S COVEROECOLIVREZi 121 SAINT JOHN Customer Segmentation Meetings and f onventions, 13% Business, 14% ,� NB &Maritimes 41% Cruise, 11% o Rest of Canada, 13% 122 . DISCUV ER' DEC€�C►VREZ T JOHN qV Revenue by Source ■ Destination Marketing Fee ■ City of Saint John ■ Membership Fees ■ Attractions Partnership ■ VIC Guide and other Advertisement Revenue ■ Co -op Partnerships 45% increase in non -DMF /City funding from 2012 And a 130% increase from 2011 123 SAINT JOHN Our Programs and Investments • Destination Marketing • Sales (Meetings and Conventions Market) • Sales (Travel Trade) • Major Events & Bid Support • Visitor Experience and Visitor Information Services 124 D1SCCGPEK -, DEC0LrVREZ- SAINT JOHt 1. # of media impressions served 15 million 1. Research 1. We are a City that 2. # of unique visitors to website 132,250 Destination 2. Marketing & Promotion draws people 3. Website bounce rate 35% Marketing 3. Media / Social Media 2. We are in the top five $285,000 4. # of new followers on social media 3,000 Influence of places to live in 5. # of social media friends of friends 600,000 4. Brand Development Canada. 6. # of media FAM's hosted 25 3. Project a positive 7. # of stories generated from travel media 15 image of the City as a Meeting & 1. Direct Sales place to live and as a 1. # of new contacts generated - 200 Convention 2. Marketing & Promotion place to do business. $71,000 2. # of FAM /site visit participants - 15 Sales 3. FAM Tours 4. a destination for 3. # of leads generated - 60 visitors as well as for 4. # of bids submitted - 20 residents. Travel Trade 1. 2. Direct Sales Marketing &Promotion 5. Enhance the ualit q y $36,000 1. # of new contacts generated - 30 3. FAM Tours of the urban 2. # of FAM /Site visit participants - 20 environment in the City to support 1. # of sports events leads - 20 Major Events & 1. Bid Development economic prosperity. 2. # of sports bids - 5 Sports Events * 2. Marketing & Promotion 6. Support the $16,000 3. # of major events leads - 3 Bid Support 3. Volunteer Support development of the 4. # of major events bids - 1 City's economy by 1. Operation of Visitor attracting new Centers investment to the City Visitor 2. Creation, development, and expanding the 1. Cost per information request served $3.71 Experience & and distribution of visitor population and 2. Staff Competency (mystery shop score) Information publications, maps, workforce. $255,000 80% Services brochures 7. Identify appropriate 3. # of visitor guides distributed 150,000 3. 1 -800 and Information locations for a wide 4. Advertising revenue generated $37,000 Services range of employment 4. Social Media uses that support economic growth while enhancing Administration 1. Administration quality of life in the $145,000 1. Municipal contribution leverage ratio 65:35 community. 2 # of paying members 100 125 Program Key Activities # of Staff 1. Marketing & Promotion 1. Destination 2. Media / Social Media 1 Marketing Influence 3. Brand Development Overview of Program 2012 Projects & Campaigns 1. ADVERTISING: Develop and Implement the Mass Media Summer Campaign (TV, Billboards, Print, Social Media) The primary objective of the 2. PHOTOGRAPHY AND VIDEOS: Development and Update Image and Video Library Destination Marketing Program is to 3. ADVERTISING: Return 2 Saint John Cruise Campaign increase brand awareness in our 4. PARTNERSHIPS: Bay Ferries Marketing Campaign & Partnership target markets for Saint John as a 5. ADVERTISING: 2012 Saltscapes Food and Travel Guide destination for travel. 6. ADVERTISING: 2012 NB Official Touring Guide Advertising 7. TRADE SHOWS: Saltscapes East Coast Expo The program is primarily project and 8. TRADE SHOWS: AAA Travel Marketplace campaign based and is directed at 9. PARTNERSHIPS: Working with local events and attractions with cooperative advertising the consumer in the mass media. 10. SOCIAL MEDIA: 2012 Major Contest — UDC Engagement Campaign 11. ADVERTISING: Christmas Mass Media Campaign The "halo- effect" from this program 12. ADVERTISING: 2012 Grass -roots or guerrilla marketing campaign includes marketing Saint John as a 13. TRAVEL MEDIA: Hosting travel media for 2012 destination as a place to live and 14. ADVERTISING: Saltscapes Magazine invest in. 15. ONLINE STRATEGY: Development and Implementation of Strategy 16. ANALYSIS: Marketing Data Analysis SJDM is the only municipal agency 17. ADVERTISING: Coop Program with NB TAP with a sustained program 18. ADVERTISING: Downeast Magazine promoting Saint John in the mass 19. TRAVEL MEDIA: Membership TMAC Travel Media Association of Canada media and to the direct consumer 20. TRAVEL MEDIA: 2012 TMAC Annual Conference Pre and Post Tours 21. ADVERTISING: Uptown SJ Explore Map 126 SAINT JOHN Programs Key Activities # Staff 2. Sales - Meetings and Conventions 1. Direct Sales 3. Sales - Travel Trade 2. Marketing & Promotion 3. FAM Tours Overview of Program 2012 Projects & Campaigns The In addition to regular prospecting and primary objective of sales activities, the following projects the Sales Program is to are planned for the 2012 Work Year: sell Saint John directly to the Meetings & 1.CSTA Sports Events Congress Conventions and Travel 2.Sport NB Directory - Advertisement Trade Channel. 3.CSAE Tete a Tete 2012 4.Meetings & Conventions Advertising The process includes 5.MPI Ottawa Directory Advertisement prospecting and direct 6.MPI Ottawa Chapter Annual Membership sales calls to key Fee accounts in both the 7.Development of Meetings and Convention Meetings & Conventions Signature Ad and Photo Business and Travel 8.CSAE Association Ads Trade. 9.M &IT Buyers Guide - Advertisement and online listing Program investments 10.Meeting Planner Guide Development include support for 11.Sales Mission - Toronto prospecting and sales 12.Sponsorship of MPI Annual Golf calls as well as Tournament supporting investments 13.Ignite Business Event Expo to host site visits and 14.Ignite Magazine Ad FAM tours for interested 15.Community Ambassador Program prospects. 16.Meeting Planner FAM (June) Familiarization Trip to Saint John 127 0.75 17. Bid Preparation Packages - Meetings, Conventions & Amateur Sport 18. Site Visits for Meeting, Convention & Amateur Sport 19. Saint John DMO Sport Planner of the Year Awa rd 20. CSAE Annual Conference & Tradeshow 21. Meeting Planner FAM (October) Familiarization Trip to Saint John 22. Cruise FAM Support 23. OMCA Marketplace - Ontario Motor coach Association 24. Advertising Group Travel 25. Atlantic Canada Group Travel Planner 26. AAA FAM 27. Atlantic Canada Showcase 28. Travel Trade Follow Up FAMS /Site Visits 29. Rendezvous Canada Marketplace 30. Cruise - Membership ACCA - Atlantic Canada Cruise Assoc 31. Travel Trade FAM (Spring /Summer) 32. Sea Trade Cruise Shipping Convention Miami 33. Bay of Fundy Cruise Partnership DISCOVER- DECOUVREZ SAINT JOHN Programs MLKey Activitie 4P -40 # Staff Major Events & Sports Events 1. Bid Development Bid Support * 2• Marketing & Promotion 0.25 3. Volunteer Support Overview of Program Discover Saint John provides direct staff and financial support for volunteer groups and associations wishing to bid on a major sports or community event. Program support is limited to staff and financial support for bid development only. Support includes costs associated with bid preparation and hosting of site inspections and visits of evaluators. Note: This program is highly dependent on community volunteers to take ownership of event. The DMO role is to encourage volunteer support, the development of qualified leads, and support for bid development. Financial and operational support for hosting the events is not within the scope of this program. 2012 Projects & Campaigns In addition to providing staff and financial support for bid development, SJDM have the following supporting projects: 1.Development and Implementation of the "Community Ambassador Program" 2.Development of the Major Events Partnership Model 3.TIANB Hosting 2012 128 I1ACOVEkDECOUVREZ y _. SAINT J01H Programs &Key Activities # Staff ze Visitor 1. Operation of Visitor Centers Experience & 2. Creation, development, and distribution of visitor publications, maps, brochures 1 plus Information 3. 1 -800 and Information Services VIC staff Services 4. Social Media 00 2012 Projects The Visitor Experience Program In addition to managing all visitor information requests, staff are charged with overall manages all communications and responsibilities of managing the visitor experience. Programs in 2012 are designed to information requirements for visitors improve the overall service while reducing costs per transaction. Projects to this end to Saint John. include: Primary investments include the operation of the city's five visitor information centers along with the production and development of all visitor brochures, maps, and the annual production of the region's visitor information guide. The program also manages the 1 -800 line and all visitor information requests to the city. The program also supports all membership activities including management of "pay to play" marketing programs and membership sales 1. Implementation and Development of the 2012 Visitor Information Centers Program 2.Development and Implementation of the 2012 VIC Staff Training Program 3.Development of the Pay -to -Play Visitor Discount Card 4.Development of the VIC Electronic Communications Tools Strategy 5.Development of visitor "Wi -fi" access project 6.Management and publication of the Community Social Calendar 7.2012 Visitor Survey 8.2012 Official Saint John Visitor Guide 9.VIC Street Team 10.Support for Experience Collection Packaging 11.Online Revealed Tourism Marketing Conference 12.COMMUNICATIONS: Industry Communications 13.Visitor Experience Memberships 14.Distribution of the visitor guide to all provincial and municipal partner Visitor Centers 129 11AC.0 VEK- ,DEC0UVREZ SAINT J01H YTD Key Performance Indicators MEETINGS &CONVENTIONS SPORT EVENTS Measurement Target To Date Measurement Target To Date # of New Contacts Generated 200 229 # of Leads Generated 20 9 # of FAM /Site Visit Participants 15 35 # of Bids Submitted 5 4 # of Leads Generated 60 46 #of Bids Submitted 20 13 MAJOR EVENTS #of Successful Bids - 7 Measurement Target To Date VISITOR EXPERIENCE #of Leads Generated 3 5 # of Bids Submitted 1 1 Measurement Target To Date Cost per Information Request Served 3.71 N/A TRAVEL TRADE & CRUISE VIC Staff Competency 80% 88% External Advertising Revenue Generated 37,000 40,040 Measurement Target To Date # of Member 100 105 # of New Contacts Generated 30 125 Total number of Visitors to the VIC's in 2012 (including 65,106 70,000+ # of FAM /Site Visit Participants 20 68 Destination Marketing Measurement Target To Date # of Unique Visitors to Website 132,250 142,347 # of Bounce Rates on Website 35% 50% # Social Media Friends of Friends 600,000 450,686 # of Media Impressions Acquired (all sources) 15,000,000 40,000,000 #of Paritici pants in Travel Media FAMs 25 30 # of Stories Generated from Travel Media 15 25+ 130 SAINT JOHN�� " Recent Wins YTD 2012 Skate Canada International - October 2013 - 5 Million economic impact EMSCC - Emergency Medical Services Chiefs of Canada Annual Conference -2013 International Geopark Conference - 2014 Engineers Canada - National Board Meeting -2014 New England Car Rally - 2013 PSAC Public Service Alliance of Canada - 400 CHES (Canadian Healthcare Engineering Society) 2014 Major Events we are currently working on: 2014 - World Curling 2016 - CARHA Hockey - Canadian Adult Recreational Hockey Association 2017 - East Coast Music Awards 2018 - Can -Am Police -Fire Games Major Conference: 2016 - Canadian Nurses Association - 800 delegates over 3 days Canadian Gymnastics Championships Taekwondo Canadian Championships Canadian Synchro Championships Eastern Canadian Swim Championships 131 SAINT JOHN Inter Agency Cooperation Human Resources - City helped DMO — cost savings from outside hiring Branding - DMO build upon branding work done in True Growth 1.0 Information Technology - DMO uses City IT and other services — and we pay about $32k for these services Media Asset Sharing — videos, photography, and creative is being shared with all partners including Waterfront, ESJ, and City of Saint John Communications ($300k +). Shared Research Marketing — Many existing partnerships (Port and DMO, airport and DMO, DMO and other regions, DMO and province, DMO and many other private sector partners (Parks Canada, Bay Ferries, Rockwood Park, etc..) Joint Projects and Workflow — SJ communications dept and DMO staff working closely on many projects. (example DMO are funding and developing the new welcome signs for the community) 132 SAINT JOH The Halo Effect Our investments are designed to specifically improve the Saint John Brand. This will benefit not only the brand for tourism, but also the destination's brand as a place to live and invest in. 133 SMNT JOHN Next Opportunities Increase alignment between agencies and partnerships across regions (Bay of Fundy) Need for community shared approach and model for Major & Community Events (Province- City -DMO) Impending possible provincial legislation to introduce mandatory destination marketing fees and a re- structuring of the DMO model for the province based largely on the success of Saint John. Prioritization and alignment of community investments for tourism with our highest yield opportunities and markets. 134 ilACOVEROECOLIVREZ WNT JOHt SAINT JOHN DEVELOPMENT CORPORATION CONSEIL DE DEVELOPPEMENT DE SAINT JOHN 135 Who are We? SAINT JOHN DEVELOPMENT CORPORATION CONSEIL DE DEVELOPPEMENT DE SAINT JOHN Saint John Waterfront Development 136 P4- - � SAINT JOHN Who Are We.? Market Square Corporation (1980) Saint John Development Corporation (1997) Saint John Waterfront Development (2006) 137 Board of Directors •Charles Swanton •Daryl Wilson •Patrick Woods • Peter Asimakos • Warren Long 138 • Christine Fagan *Mel Norton •Cynthia Goodwin * Stephen Alexander Saint John Development Corporation Mandate (Portion) • To develop, implement, manage, coordinate, and advance the commercial, residential, recreational, cultural, social, and economic welfare of the City of Saint John in the area within the City Central District; � To carry on business, either as principal or agent, of general contractors, builders and developers and to develop, construct, execute own and carry on all descriptions of work, both public and private and enter into contracts for the same; 139 Fundin and Revenue Funding sources: • City of Saint John • Province of New Brunswick • Waterfront Partners • Private Enterprise Revenue managed i / negotiated and transferred to City & S TPC • Parking Garage - $1, 000, 000+ • Hilton Lease - $55)000 • DFO Lease - $ 320,000 • CCG Parking (2) (SJPC) - $42,000 Plan your Work -Work vour Plan The Corporation aligns with formal plans, priorities, studies and reports: • Common Council Priorities • Plan SJ •Inner Harbour Land Use Plan • Saint John Waterfront Strategic Plan 141 The Roles /Responsibilities of the Corporation 1. Negotiate /manage - Fundy Quay development 2. Head Lessor — Market Square Complex 3. Manage waterfront plans and developments 4. Administration — Market Square Parking Garage 5. Management — Market Slip Small Craft Facility 6. Management — Boardwalk & residential park 7. Management - Barbour's Store and Lighthouses 8. Management — Loyalist Plaza & North Market Slip 9. Management and monitoring of site containment - sea wall and rock fill berm 142 SJ Waterfront Development Partnership • Founded in 2000, and intended for a three (3) period, each partner contributed $15 , 000+ annually for the development of public initiatives in and around the waterfront. The Partnership included Saint John Board of Trade, Enterprise Saint John, Uptown Saint John, City of Saint John, Saint John Port Authority with the Province of New Brunswick joining in 2006. • The Partnership continues today, 12 years after. 143 DevelODment Histor - Hi�hli�hts Market Square ............. $80m Harbour Station ........... $30m Imperial Theatre .......... $ l Om Harbour Passage ........... $ 9m City Market ................ $ 2m Boardwalk refurbish ...... $ lm Three sisters Park .......... $ 600,000 Barbour General Store.***$ 750,000 Skateboard Park ........... $ 350,000 Market Square, Fundy Quay, Boardwalk, Loyalist Plaza, Harbour Passage Lp ON-IL E kA 4 y ,.i, ;L.Sk fey';.• � a. w 145 Waterfront Development Plans • Inner Harbour Land Use Planning Master planning • Harbour Passage • Reversing Rapids • Partridge Island • Loyalist Plaza • Fundy Quay 146 Market Square Complex Head Lessor • Administration of all leases and air -space parcel agreements • Management and monitoring of City assets via Hardman Group —asset protection • Insurance — site containment • Budget approval — Market Square Complex • Cost allocation audit — Market Square Complex • HVAC review and cost assessment 147 Market Square Parking, Garage • Parking capacity = 500 • Only heated parking in Saint John • Annual Revenues = $1.4 million •Employees — 9, Payroll $250,000 • New Automated parking (2013) •New computerized reporting (2013) •New revenue stream —ATM (2013) •Oversee Hilton Hotel parking (internal system) 148 Boardwalk Management • Asset protection management • Seawall maintenance and monitoring • Expansion joint monitoring, repairs /replace • Maintenance and upkeep Residential Park • Purchase &install — tables, benches • Management — Artisan Market • Oversight —all activities in Plaza and North Market Slip • Approve all dates /times — summer entertainment 149 Harbour Passage Mana�emen • Annual maintenance, repairs /replace • Purchase light- standard banners • Annual inspections • Expansion Plans • Develop new interpretative signage • Repair &replace interpretative signage • Design, develop and install TD Eco -Hubs 150 t Loyalist Plaza -North Market Sli Artisan Market Buskers w"S 429W L 3i 51 - { Small Craft Facility • Over 450 vessels each year • Floating dock and gangway - maintenance, repairs & replacement • Vessel management — summer months • Tour boat operations (cruise ships) • Large vessel /yacht dockage 152 New in 2012 • Purchase 2nd and final CCG property lot • Search, select and negotiate Fundy Quay developer • Harbour Passage — expansion planning • New signage — 3 Sisters and Boardwalk • New tables, benches, bike rack • Expansion Joint replacement project • New Parking improvements • Loyalist Plaza committee and website development • SJ Waterfront Foundation Inc. 153 Planned 2013 • Harbour passage - repairs • Design and install two new TD Eco -Hubs • Complete Purchase and Sale —Fundy Quay • Loyalist Plaza public planning sessions • 2"d phase — expansion joint project • Develop land inventory matrix • Develop long term property plan -inner harbour • Initiate fundraising campaign • New revenue streams — cruise ship industry, ATM 154 Loyalist Plaza Public Space .a • �. -.,,rte r tom- 7 � ' • � .-� -.. �_���A� t'. ..._ �� .ter St s i a r t . . Investment in waterfront public spaces - Benches /Residential Park 156 Fundy Quay - Development IP 00 OP . ��. u��IIllllllll��l 1111j11' it ••mac: � .i ,� �' ••�� __ . . _ _ >:. .. � • /•. �... \1 rll • � . i� /.� odd Akh 0 yj k \ 1� Maintenance Agreement 158 Small Craft Facilit -4. TI � Busy Day - Marina 159 Over 450 every summer Major Yachting Visitors 160 Investment Attraction • $1,000,000 = Harbour Passage fundraising, (corporate and public funds) • $500,000 = Toronto Dominion Bank • $25,000 = Commercial Properties • Internal creation and development of investment attraction materials and strategic delivery 161 Investment Attraction - Visual Messaging }i.... Isi .. _t 010 19 to K st Ah NQ M7 -L Documents and Action Materials X ?"w/e ?,/ice In- 225 ruts « The waterfront is the heart of the city that L • j+ - " - continues to evolve, grow and attract people. ' BR S K, A A A ' its It was, after all, one of Canada's original „# meeting and trading places. With several hundred thousand visitors each year, the waterfront is still the city's most popular people place. f �j Myet Square, Suite 301 w i. `ten` at Ell 4Z6 �1D�ffiEEIt waterfront r www.sjwaterfront.com wg the nttq ei 163 !Development V wrow.anor� �$�X � suaatatear Deliverin the Message Pier tic &WntJ.l. Dwnhw— tC - ...U- p. -S*AJ4, vho f, nt }.Y k b rut orr.rttmkf.. fn etitlM tlM hrn."U— .ut.Y.6Y —*/.m ad .a.n.mlc Ynw.ct- W. 4 dwut 11R A.&. %_d .it�r..r. dr hr........ - • • M.LYrYy .d Yriy w.�.i L.+Y�w•r�e p.i.e. h V. C1gdS mJ.hn. Odwtii kM, hw. Gvt 3t..h- Ca. "l tl U.dA.ddn K Ct.rA vrYr xMY.r. rwr A.� -`- D..%+Wk— R . cVT.....d m.+CUrNrYnm SbpMnAW-4 A.r.diF. am is ! M..M.fh, tAcrCl.lr, SwrA J.hn D— Wp ..R Cwp."- � Y wtiydy fM1 d.. Wd.f �..R.r 701.ra d.>b.vY. r.9t}NYn.ad Iva Rm �R r wr..twlio.t aer.hauM.rr �n� Nt dlAy.nu Lp il..t D.yl Y41YM - S.v�yfflwint I>DO' - Iw•rA• D.114 a CM.eM Aow.rrtnt iiA7 an a..L. ClgdS.IntJdnna D�KCM.d." fFF�.w rd C--=.f Flr U tis.pp.1w d d. 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J 64 �WkPE O H N ONT INVEST BuILo INNOVATE '711 n Waterfront Development Working Committees • Harbour Passage • Loyalist Plaza & North Market Slip • Reversing Rapids • Partridge Island • Small Craft Facility • Skate Board Park • Three Sisters Park • Barbour General Store 165 Public Consultations • Inner Harbour Land Use Plan (6) • Harbour Passage (3) • Reversing Rapids (3) • Water Street Master Plan • Boardwalk (2) • Project Update &Review —open house • Loyalist Plaza area — (planned) 166 vi 4 i� r L.sI". i' - r _ Y 1 r 167 T t�� f.._c,; qw- aJ � � � � t�L }1 '�' ' � .ice! _ _ ,'l � . _ � � L . � �� � _ .T► � _� . -f l .. �r .N AUP • i f 169 1' i • M1J 5 T i O ri 5 deloo w .41,46 .0 Iq -of A a 61d1b --iJrw ' [� �^ » . ..... ... low"111111 ill pp Q08� - kw J 0 \ INDUSTRIAL PARKS Saint John Common Council November 26, 2012 Partners in Growth J a INDUSTRIAL PARKS Background A company unto itself. Incorporated 1966 - Grandview only. Expanded in 1991 - McAllister & Spruce Lake. Lands owned by SJ I PL. Part -time General Manager. Volunteer Board. Partners in Growth J a INDUSTRIAL PARKS Board of Directors Claude MacKinnon - President Mike Chisholm- Treasurer Albert Vincent Bill Leahy Bill Farren Andy Simpson Kathy Craig Andrew Lodge Patrick McCaffrey Partners in Growth J INDUSTRIAL • PARKS Our Mandate Create infrastructure to facilitate the sale and development of industrial lands with the vision of generating tax base for the City and Province as well as jobs for citizens. Partners in Growth J INDUSTRIAL • PARKS 11 Our Mandate Supports • Council Priorities • Plan SJ • True Growth 2.0 Initiatives Complements other EDA • Waterfront & ESJ are SJ I PL resources • No duplication of resources or services • Committed to EDA Review Q1 2013 Partners in Growth J INDUSTRIAL • PARKS 2005 -2011 Recent Performance • 52o acres sold (prior average at 1z acre per year) • 17 new buildings or expansions • Almost $500,000 annual tax base created • $2.5 million in tax base cumulatively generated • Company has asset base growth of z000% • 20% of value in parks created in last 5 years • Undertaking bigger projects as developer role follows the traditional path Partners in Growth J a INDUSTRIAL PARKS SLA 2012 Commitments Barge Terminal Design engineering and permitting of the Barge Facility. Lorneville Industrial Site Secure agreement with PN B regarding the transfer of 2,600 acres of strategic land adjacent the SL Park. McAllister Land Sale Support the transfer of lands required as part of a large scale development opportunity. Partners in Growth J a INDUSTRIAL PARKS 11 Status Barge Terminal • Design, engineering and permitting in final stages • Tenders for quotes -early 2013 • Build M2013 (funding status 75 %) • Operational zo14 • Supports existing tenants and regional players in advanced manufacturing sector. • Drives increased demand for land and attraction of new tenants. • Differentiating park amenity. Partners in Growth Barge Terminal INDUSTRIAL US ?BI PARKS SJ I PL's #1 Priority for 2013 • Already with 75% of funding in place. • Require additional funding partner. • Request Council support the barge terminal as one of its 2013 Economic Development priority. • Opportunity to secure competitive bids for civil construction in 2013. • Export opportunities realized within calendar year! Partners in Growth J a INDUSTRIAL PARKS Supports • Council Priorities • Economic Health • Employment Growth • Plan SJ • Economic Prosperity Goals Barge Terminal Partners in Growth J a INDUSTRIAL PARKS Supports • True Growth 2.0 • Priority Growth Sector Barge Terminal • Advance Manufacturing and Industrial Fabrication • Goals • Transportation Hub • Enhanced Entrepreneurial and Innovate Culture • Competitive Advantage • Enhances Strategic Location Partners in Growth J a INDUSTRIAL PARKS 11 Lorneville Industrial Site Status • Agreement complete • Subdivision and legal work underway Servicing and sales begin z013. Sales Targets for z013 - z015; $500,000 per annum. Short term and long term revenue opportunities. Differentiator • Saint John can boast the largest industrial park and industrial asset collection in Atlantic Canada. Partners in Growth J a INDUSTRIAL PARKS Lorneville Industrial Site Supports • Council Priorities • Economic Health • Employment Growth • Plan SJ • Economic Prosperity • True Growth 2.0 • Priority Growth Sectors • Advance Manufacturing and Industrial Fabrication • Energy • Competitive Advantage • Enhances Strategic Location Partners in Growth J a INDUSTRIAL PARKS • Status McAllister • Supporting the City in its vision of development. • Longterm view • Maintain adequate inventory of serviced land in East SJ to capture opportunities • Alternative land sources have been identified. • Currently considering options. • Differentiator • Saint John can boast the largest industrial park and industrial asset collection in Atlantic Canada. Partners in Growth J a INDUSTRIAL PARKS Supports • Council priority • Economic Health • Plan SJ • Economic Prosperity Goals • True Growth 2.0 • Priority Growth Sector • Energy • Competitive Advantage • Enhances Strategic Location McAllister Partners in Growth J a INDUSTRIAL PARKS Service Level Agreement 2013 *Barge Terminal: Fund, Tender and Build • Spruce Sales Lake (Lorneville Industrial Site)Servicing and *Right Size East Saint John Land Base Inventory Partners in Growth a Financial Goal • Aim to be a self sustaining development Company. • Pay our own way (have been funding operating and capital initiatives from internally generated reserves over the past few years). • We contribute to economic development of community. • We reinvest our earned wealth. • We build high quality differentiating infrastructure. Partners in Growth J a INDUSTRIAL PARKS Communications SJ I PL executes a marketing and communications program which supports its mandate and focuses on its unique target markets. Partners in Growth Targeted Communications INDUSTRIAL PARKS • Canadian Manufacturers and Exporters • Local and Regional Business and Development Community • Business New Brunswick & Invest NB • SJIPL Stakeholders via Newsletters (8 annually) • SJIPL Brand Building • Media Releases • Both Electronic and Traditional Media Utilized Partners in Growth J a INDUSTRIAL PARKS Projected Sales 2013 $ 500,000 2014 $ 500,000 2015 $ 500,000 Reinvestment of Reserves into Operations 2013 $1,600,000 2014 $ 500,000 2015 $ 500,000 Financial Partners in Growth J INDUSTRIAL • PARKS Summary Our Mandate • Create infrastructure to facilitate the sale and development of industrial lands with the vision of generating tax base for the City and Province as well as jobs for citizens. Our Activities Support • Council Priorities • Plan SJ • True Growth z.o Development Initiatives - Priority Sectors Partners in Growth D r ♦r a r m 1 9 40 IVA 9 Ab 0 oe 9 Ab 0 or -IN 1 4. • J a INDUSTRIAL PARKS Thank You Partners in Growth I � "3 REPORT TO COMMON COUNCIL M &C2012 -285 November 14, 2012 His Worship Mayor Mel Norton and Members of Common Council Your Worship and Members of Council: SUBJECT: Harbour Clean -Up Program Update INTRODUCTION 1 The City of Saint John Saint John Harbour Clears -Up is about good health, clean waterways and quality of life. City of Saint John wastewater treatment and collection systems are being enhanced to protect people and the natural environment, and to help sustain institutions and the economy. The goal of the Harbour Clean -Up program which will be achieved is for the treatment of all collected municipal wastewater during dry weather. The separation of combined sewer systems will continue into the future to reduce the frequency of combined sewer overflows during wet weather events. Substantial progress has been made in the wastewater service under Harbour Clean-Up. The purpose of this report is to update council on the progress of the Harbour Clean-Up Program BACKGROUND The Harbour Clean -Up Program is comprised of two major project components, the Eastern Wastewater Treatment Facility and a Wastewater Collection System which includes a total of twenty -four lift stations; each with an associated forcemain and gravity collector sewer. Construction on the Eastern Wastewater Treatment Facility is complete and the facility is in operation. The following Wastewater Collection System projects have been tendered with construction completed: Bayside Drive Sanitary Forcemain Phase 1 and Phase 2 Thorne Avenue — One Mile Lift Station Sanitary Force Main Newmans Brook Sewer Red Head Road Lift Station #1 Bayside Drive Lift Station #2 Crown Street Lift Station #8 Harbour Station Lift Station #10 Chesley Drive Lift Station #1 OA Spar Cove Pumping Station #22 Bridge Street Lift Station #23 Riverview Avenue Lift Station #30 Milford Road Lift Station #32 Tippett Drive Lift Station #33 Monte Cristo Lift Station #34 Red Head Road Lift Station #50 198 M &C2012 -285 November 14, 2012 Page 2 The following Wastewater Collection System projects have construction underway with an anticipated completion date prior to the end of December 2012: Marsh Creek Collector Sewer Bayside Drive Lift Station #3 Gilbert Street Lift Station #5 Rothesay Avenue Lift Station #6 Crown Street Lift Station #7 & #7A Lower Cove Loop Lift Station #9 Highland Road Lift Station #21 & #21A Kennedy Street Lift Station #24 Riverview Drive Lift Station #28 Thorne Avenue Lift Station #4 is being constructed under the Canada/New Brunswick Municipal Rural Infrastructure Fund Program and has an anticipated construction completion of December 2012. Lift Station #4 is the largest and most critical station in the wastewater scheme and will pump wastewater flows from parts of East Saint John, the South Central Peninsula and some areas north of the Throughway through a 600mm forcemain and discharge for treatment at the Eastern Wastewater Treatment Facility. Property and easement acquisition for Main Street West Lift Station #31 is currently underway with the property acquisition for the lift station site being approved by council at the November 13, 2012 meeting (M &C 2012 -277). Some easement acquisition remains to be completed prior to tendering of the project. Design work for Lift Station #31 is being completed now that the lift station site is finalized with tendering for the construction of Lift Station #31 scheduled for February 2013. This lift station is a medium size station and will operate independently of the other Harbour Clean -Up lift stations and the completion of this lift station will not affect commissioning (start-up) of the major Wastewater Collection System. The following components of Harbour Clean-Up have been commissioned and are currently in operation: Eastern Wastewater Treatment Facility Newmans Brook Sewer Spar Cove Pumping Station #22 Bridge Street Lift Station #23 Riverview Avenue Lift Station #30 Milford Road Lift Station #32 Tippett Drive Lift Station #33 Monte Cristo Lift Station #34 .. M &C2012 -285 November 14, 2012 Page 3 The following lift stations are planned to be commissioned by December 31, 2012: Highland Road Lift Station 421 & #21A Kennedy Street Lift Station #24 The remainder of the lift stations (with the exception of LS #31) are scheduled to be placed into operation by March 31, 2013 in conjunction with Thorne Avenue Lift Station #4: Red Head Road Lift Station #1 Bayside Drive Lift Station #2 & #3 Gilbert Street Lift Station #5 Rothesay Avenue Lift Station #6 Crown Street Lift Station 7 & 7A Crown Street Lift Station #8 Lower Cove Loop Lift Station #9 Harbour Station Lift Station #10 Chesley Drive Lift Station #1 OA Riverview Drive Lift Station #28 Red Head Road Lift Station #50 Canada Strategic Infrastructure Fund (CSIF) Agreement The CSIF Agreement (Harbour Clean-Up) was signed by the City in September 2008. The program completion date was set at March 31, 2013. Given that Lift Station #31 will not be tendered until February 2013 it is unlikely that the lift station will be fully completed by the March 31, 2013 date. The City and Infrastructure Canada have been engaged in ongoing dialogue over the past few months regarding an amendment to the CSIF Agreement to extend the overall program completion date. Even though the Harbour Clean-Up Wastewater System is scheduled to be in operation (with the exception of LS #31) by March 31, 2013 Infrastructure Canada has recommended that the Agreement be amended with an extension to March 31, 2015 to allow ample time for program close out procedures and to finalize and submit the overall CSIF Project Completion Report to Infrastructure Canada. The Project Completion Report will include but not limited to: all final project costs, confirmation that terms & conditions of the environmental approvals were followed, outputs & benefits achieved, project sustainability plan and a final compliance audit. When the official amendment is received from Infrastructure Canada, staff will bring it forward as an agenda item for council approval. FINANCIAL IMPLICATIONS To date, the cumulative amount committed through award of Harbour Clean -Up Program projects is $97,527,698.34 including the City's eligible H.S.T. rebate with only Lift Station #31 remaining to be tendered. The overall total estimated cost of the Harbour Clean-Up Program as reported to Council on September 28, 2009 (M &C 2009 -318) remains at $99,400,000 including the City's eligible H.S.T. rebate. 200 M &C2012 -285 November 14, 2012 Page 4 RECOMMENDATION It is recommended that common council receive and file this report. Respectfully submitted, Brian Keenan, P. Eng. Engineering Manager Wm. Edwards, ng. atrick Woods, CGA Commissioner y Manager Transportation and Environment 201 REPORT TO COMMON COUNCIL M & C 2012 — 282 November 19, 2012 His Worship Mayor Mel Norton and Members of Common Council Your Worship and Members of Council: SUBJECT: Glen Falls Flooding Maintenance Plan BACKGROUND [l���t] The City of Saint John At its October 29, 2012 meeting, Common Council "RESOLVED that the City Manager be directed to provide a report on the current status of Glen Falls flooding issues by December 1, 2012, which is to include the current schedule for emptying the trenches, and the current status to maintain them." This report is in response to Council's request. ANALYSIS During the spring of 2011, the Stormwater Management Service completed 3 weeks of scheduled maintenance within the Glen Falls drainage area. This maintenance work included cleaning out 223 catch basins and man holes and approximately 5000 metres of ditches. The main network of ditches and trenches is located within the boundaries of Glen Road, Simpson Drive, Todd Street and Brown Street. This maintenance work assists in alleviating negative impacts on this drainage basin due to the Bay of Fundy tides especially during heavy rain events. Obstructions that impede flow such as walking bridges, car parts, construction debris and illegal dumping were removed. This maintenance results in an increased ability for stormwater flow to exit this drainage basin at low tide and to create increased holding capacity within the drainage basin at high tide. Marsh Creek and the extensive network of ditches and trenches throughout Glen Falls require periodic maintenance to remove obstructions, provide appropriate grading to optimize storm water flow within the drainage basin and mitigate the impacts of localized flooding during heavy rain events. Maintenance of the ditch and trench network is currently scheduled every 3 to 5 years including an annual visual inspection. Any identified major obstructions are removed as required. The City currently accesses the ditch and trench network in Glen Falls using City Right -Of -Ways and is required to encroach upon a number of private properties without permission. During maintenance activities, citizens often request, and are accommodated, the City to assist with additional smaller trench clearing to increase the ability for storm water to flow away from their properties into the trench network. 202 Glen Falls Flooding Maintenance Plan Report to Common Council, M & C 2012 - November 19, 2012 Page 2 Marsh Creek borders along portions of City land and private property between Glen Road and Simpson Drive. The City may choose to establish a plan, with associate risks, to provide enhanced maintenance activities within the Marsh Creek watercourse that would include; • Development of a comprehensive action plan for the maintenance of watercourses regulated and managed by the New Brunswick Department of Environment and Local Government's ( NBDELG). • Completion of the NBDELG Watercourse Alteration Permit process. The NBDELG would stipulate the conditions outlining the maintenance activities and timelines that the City could undertake within the Marsh Creek watercourse. • While NBDELG would stipulate conditions, it must be recognized that the maintenance using heavy equipment can only be completed in early spring while the ground is relatively much harder to reduce the potential for a loss of equipment. This may conflict with the reproduction cycle of species living within the watercourse. • Engagement with private property owners would be required to access portions of the Marsh Creek watercourse. • Marsh Creek access assessments must be completed to accommodate the heavy equipment required to provide maintenance. The Glen Falls drainage basin is monitored during each heavy rain event and the City periodically receives feedback from a Glen Falls Community Committee representative. This maintenance work has resulted in the reduction of the frequency and severity of localized flooding events in Glen Falls since 2011. Considering this information, the current maintenance activities will be conducted within a 3 to 5 year cycle within the Glen Falls drainage basin. RECOMMENDATION It is recommended that Common Council receive and file this report. Respectfully submitted, /r� R. Kevin Rice B. Sc., CET Deputy Commissioner Transportation and Environment Services 7 atrick Woods, CGA Manager 203 i ' Wm. Edwards, P ng. Commissioner Transportation and Environment Services REPORT O COMMON COUNCIL M &C 2012 -288 November 22, 2012 His Worship Mel Norton And Members of Common Council Your Worship and Councillors: Market Place West — Phase 1 Revitalization Recommendation for Award of Contract BACKGROUND t5 IU city of SA ft John In 2010 Council adopted a Master Plan for the revitalization of the park lands in the lower West Side. The site is a linear space comprised of eight acres of parkland nestled between the port and the neighbourhood. It is anchored on one end by the Carleton Community Centre and on the other end by a ballfield. The cost of the overall plan was estimated to be just under $2 million in 2010 dollars. It was anticipated that the project would be completed in a number of distinct phases. L. a ma liago �•st ;,. CONCEPTUAL MASTER PL N � �a As part of the 2012 General Fund Capital Budget Council allocated $500,000 towards the first phase of this project which will concentrate on the area between the playground and Market Square West, Earlier this year Council approved a change to the Master Plan based on input from the community: the area originally intended for an outdoor rink will now be the site of a splash pad. The splash pad will be constructed in future phases —this year the work consists of landscaping and amenities bordering this area including a public plaza and community bulletin board, outdoor exercise equipment, and a new tot lot (playground) for smaller children. 204 Report to Common Council Page 2 of 3 Market Place West Park - Award of Construction Contract for Phase 1 INPUT FROM OTHER SOURCES - MATERIALS MANAGEMENT A public tender call was issued on September 28, 2012 and closed on October 17, 2012. Six companies responded to the tender call by submitting bids. The results are as follows (including HST): ICR General Contractors Ltd. i _TENDER PRICE; $480,000 Castle Rock Construction Ltd. $519,000 King Construction Ltd. $574,000 Gulf Operators Ltd. $583,300 Fairville Construction Ltd. $618,750 John Flood & Sons (1961) Ltd. $622,736 *Inclusive of H57 Staff of Materials Management have reviewed the tenders and have found them to be complete and formal in every regard. Staff believes that the low tenderer has the necessary resources and expertise to perform the work, and recommend acceptance of their tender. The above process is in accordance with the City's Procurement Policy and Materials Management support the recommendation being put forth. FINANCIAL CONSIDERATIONS As previously mentioned, a construction budget of $500,000 has been approved by Common Council as part of the 2012 capital budget. Earlier this year the Glenn Group was engaged to do detailed design and provide contract administration services during construction at a cost of $34,750 plus HST. A summary of the low bid price, accounting for HST and the HST rebate, is provided in the following table: Including the consulting fees this project is below the available budget for this project. The contract amount noted above includes a contingency allowance of $35,000 to cover any unanticipated extras that could arise during construction. ANALYSIS The overall project largely consists of enhancements of existing infrastructure and the addition of new on lands that are currently under- utilized. While some existing components will be replaced with new upon full implementation of the plan overall the impact of this investment on the existing infrastructure deficit for park and recreation assets is limited. This project fits with Council's stated priorities for recreation and the site is located in an 'Urban Intensification Area' as identified in PlanSJ. Although we foresee minimal impact on operating costs in 2013, as the rest of the Master Plan is 205 TENDER I T TENDER I I COMPANY NAME PRICE HST (INCLUDING PRICE HST (EXLUDING REBATE NET COST IIS 'T') H_ ST) $424,778.76 $ 43,982.41 $439,343.58 ICR General Contractors Ltd. $480,000 $55,221.24 Including the consulting fees this project is below the available budget for this project. The contract amount noted above includes a contingency allowance of $35,000 to cover any unanticipated extras that could arise during construction. ANALYSIS The overall project largely consists of enhancements of existing infrastructure and the addition of new on lands that are currently under- utilized. While some existing components will be replaced with new upon full implementation of the plan overall the impact of this investment on the existing infrastructure deficit for park and recreation assets is limited. This project fits with Council's stated priorities for recreation and the site is located in an 'Urban Intensification Area' as identified in PlanSJ. Although we foresee minimal impact on operating costs in 2013, as the rest of the Master Plan is 205 Report to Common Council Market Place West Park — Award of Construction Contract for Phase 1 Page 3 of 3 developed additional resources will be required for the necessary day to day maintenance. These impacts will be highlighted as part of the budgeting process for future phases. RECOMMENDATION It is recommended that Contract 2012- 081803T Market Place West Phase 1 Revitalization be awarded to the low tenderer ICR General Contractors Ltd. at a tender price of $480,000 including HST and further, that the Mayor and Common Council be authorized to execute the necessary contract documents. Respectfully submitted, Michael Hugenholtz, P.Eng. Deputy Commissioner, Transportation and Environmental Services . . � a rick Woods, CGA City Manager 206 Wm. Edwards, P.Eng. Commissioner, Transportation and Environmental Services ' ti p � TO COMMON CO � TNCIL M &C 2012 -291 November 23, 2012 His Worship Mel Norton And Members of Common Council Your Worship and Councillors: SUBJECT: City of Saint John Arenas - Results of Energy Management Program BACKGROUND Wit City of Saint John In 2008, The City of Saint John in Cooperation with MCW conducted a detailed energy audit of all four arenas: Belyea, Stu Hurley, Peter Murray and Gorman. The purpose of the audit was to identify potential energy saving opportunities, estimate the energy savings, and determine the potential return on investment of recommended system improvements. Based on the information provided by the detailed energy audits, staff developed energy management plan for each of the four arenas. The plan identified all possible Energy Conservation Measures (ECM) and the associated energy savings for each of the measures. The measures were prioritized based on the return on investment (mainly payback periods) and other risks that may impact the operations of the facilities. PROJECT IMPLEMENTATION The following is a summary list of Energy Conservation Measures performed between 2009 and 2012: Stu Hurler Arena v Installation of new Ice lights and interior lighting upgrade Installation of ammonia heat recovery system v Installation of low emissivity ceiling above the ice surface Installation of low flow shower heads and water flow control for the condensers tank y Energy awareness education for staff Peter Murray Arena Y Installation of new Ice lights and interior lighting upgrade Y Installation of high efficiency condensing boilers ➢ Installation of ammonia heat recovery system 207 M &C2012 — 291 2- November 23, 2012 Y Installation of low flow shower heads and water flow control for the condensers tank r Insulate walls and ceiling in the Zamboni room Energy awareness education for staff Belyea Arena > Installation of a cold water system for ice resurfacing i> Installation of new Ice lights and interior lighting upgrade Y Installation of ammonia heat recovery system Installation of low emissivity ceiling above the ice surface v Installation of low flow shower heads and water flow control for the condensers tank y Energy awareness education for staff Gorman Arena Y Installation of new Ice lights and interior lighting upgrade )o Installation of low emissivity ceiling above the ice surface Y Installation of low flow shower heads and water flow control for the condensers tank Y Energy awareness education for staff Implementation of this program is a joint effort between staff from the Facilities Management Division and the Sport & Recreation Facilities Service. Budget support for these investments is typically funded through the General Fund Capital Budget. ANALYSIS A Measurement and Verification Plan (M &VP) was developed and implemented as part of the project to monitor the energy performance of the facility and calculate the energy savings. The energy savings were calculated by comparing the actual 2011 -2012 energy consumption to the baseline energy data (2008 - 2009). Other factors, such as weather and operation schedule were also considered in the calculation. The implementation of the above measures has resulted in the following benefits: y Annual Energy Savings of $75,000 Y Annual greenhouse gas emissions reduction of 734 Tons of CO2 Reduce annual HVAC, refrigeration and light operating maintenance cost Y Replace old lighting and HVAC systems Improve indoor light quality in the rink i> Improve ceiling finish above the ice surface Y Reduce condensation problem The following graph depicts the energy consumption before and after the Energy Conservation Measures were implemented for Belyea Arena (December consumption an estimate based on 2011): I M &C2012 — 291 -3 November 23, 2012 200,000 80'WO 6%ODO a0,ODO 20,000 Belyea Arena Energy Analysis V Lr^ T' IA Kk y 0 ao�� L'2009 i 2012 The total capital cost of implementation of these measures at all four arenas was $393,000 +HST. The City of Saint John received incentives for the implementation of the project, in the amount of $55,000 from Efficiency New Brunswick. Effectively this translates to a simple payback period of less than five years. RECOMMENDATION Your City Manager recommends that this report be received and filed. Respectfully submitted, Michael Hugenholtz, P.Eng. Deputy Commissioner, Transportation and Environmental Services Wm. Edwards, P.Eng. Commissioner, Transportation & Environmental Services Attachment: Before and After Photos 209 —2!> O'MytYM Am4'M'e-- Samir Yammine, P.Eng. Energy Manager 1 A At, ick Woods, CGA Manager M &C2012 — 24I - 4 - November 23, 2012 Arena Energy Performance Arena Ice Surface Pre Lighting Upgrade Arena Ammonia Heat Recovery System Arena Condenser Water Flow Control 210 Hilton Belyea Arena Cold Water Flood System �• C �E City Solicitors Office Bureau de Pavocat municipal The city of saint John November 22, 2012 Common Council of The City of Saint John Your Worship and Councillors: Re: Fire Protection By -Law Unsecured Refuse on Property At its meeting held on August 13, 2012, Common Council resolved "that the City Solicitor be directed to report back with a draft By -Law Respecting Unsecured Refuse on Properties, by the end of November 2012." As we stated in a previous report, section 109 of the Municipalities Act authorizes municipalities to make by -laws "for the purpose of preventing and extinguishing fires and protecting property from fire ". More specifically, subsection 109(1)6) authorizes municipalities, in such a by- law, to require that "buildings and yards be kept in a safe condition to guard against fire or other danger ". Subsection 109(1)(q) provides that a fire protection by -law may also confer upon fire prevention officers "the same powers under the same conditions as are conferred upon the fire marshal by sections 11, 12, 16 and 21 of the Fire Prevention Act." Based on the above -noted authority, we drafted the attached by -law which obliges Council to appoint fire prevention officers, who, in turn, are given the authority to order an owner or occupant to remove or repair anything that may constitute a fire hazard to an adjacent building. In effect, the power and authority given to fire prevention officers under the Fire Protection By -Law is the same as that given by section 12 of the Fire Prevention Act. The difference being that by choosing to regulate the matter, the City now gains control of the enforcement. Pursuant to the authority granted to the municipalities under subsection 109(2.1), the by -law provides that an owner who fails to comply with an order of a fire prevention officer made under the by -law commits an offence. Subsection 109(2.1) provides that such an offence is punishable under Part II of the Provincial Offences Procedure Act as a category E SAINT JOHN PO. Brix. 1971 Saint John, NB Canada E2L;A11 www.saintjohn.ca 1 C.P. -1971 Saint John, N. -B. Canada E2L 4L1 Common Council November 22, 2012 Re: Fire Prevention By -Law City Solicitor Page 2 offence, that is an offence having a penalty ranging between $240.00 and $5,200.00. It is our experience with respect to the Minimum Property Standards By -Law that, not surprisingly, a higher minimum fine promise greater voluntary compliance. The minimum fine able to be imposed by a court under the Minimum Property Standards By -Law is $1,000.00. The amount of the fine in the draft Fire Prevention By -Law attached is left for Council's decision. We note here that pursuant to section 100 of the Municipalities Act, Council has the authority to impose a minimum fine of its choice for a violation of any of its by -laws. Though the City gains control of the enforcement process, Council should know that in cases of non - compliance with an order issued by a fire prevention officer, the prosecutorial process is nevertheless subject to the Provincial Court's docket and backlog. In short, the enforcement process would unfold as follows: (1) the fire prevention officer would write and serve an order on the owner (or occupant ?); (2) the fire prevention officer would re- inspect the premises to see whether the owner complied with his order in a timely fashion; (3) upon finding evidence that the owner did not comply with his order within the time limit prescribed, the fire prevention officer would contact our office, and request that an information be laid in Provincial Court; once laid the information would then need be served on the owner; (4) a first hearing date would be set by the Court for a plea, and if the defendant pleads not guilty, a trial date will be set, depending upon the Court's backlog, a few months later. We reiterate to Council that, in contrast with the Minimum Property Standards By -Law where the City is able to cause the required remedial action to occur and to recover the costs of doing so from the owner or the Province, that option is not available under the terms of the proposed Fire Prevention By -Law. The legislation which enables the City to enact the Fire Prevention By -Law restricts the City's enforcement initiative to prosecuting an owner who has not complied with an order of the fire prevention officer. Upon conviction, the defendant will have to pay a fine, and may also be ordered by the Court to comply with the fire prevention officer's order. Should the owner fail to comply with the order of the Court, the City is able to prosecute a second time, this time the offence being the failure to comply with a Court order. Section 109(2.3) provides that such 212 Common Council City Solicitor November 22, 2012 Page 3 Re: Fire Prevention By -Law an offence is punishable under Part II of the Provincial Offences Procedure Act as a Category F offence for which a judge must impose a fine no less than $240.00 and no more than $10,200.00. The attached by -law allows a fire prevention officer to address refuse on properties to the extent such refuse poses a fire risk to buildings, persons or premises. Over the past number of months, we have been working with the Fire Department to develop a more expansive Fire Protection By -Law and a Fire Protection Policy which will not only extend the authority of the fire prevention officers but also provide for the charging of fees for certain services. Once there has been a conclusive determination of the services for which charges are proposed to be levied and the activities proposed to be regulated, we will be in a position to produce a draft by -law. We are hopeful that such a by -law and policy can be presented to Council early in 2013. Council may if it wishes give first and second reading to the attached Fire Protection By -Law. Respectfully Submitted, John L. Nugent / City Solicitor Enclosure 213 A By -law Protection Saint John respecting Fire in The City of By -law Number The City of Saint John New Brunswick Arrete concernant la protection contre les incendies dans The City of Saint John Arrete numero The City of Saint John Nouveau- Brunswick 214 TABLE OF CONTENTS Section Description Recitals 1 Title 2 Definitions 3 Interpretation 4 Fire Prevention Officers 5 Inspections and Orders 6 Offences RECITALS 1 1. WHEREAS The City of Saint John deems 1 it advisable to pass this by -law because it will protect property from fire; 2. AND WHEREAS The Municipalities Act 2 authorizes municipalities to pass by -laws respecting fire protection pursuant to Section 109 of the Act; Attendu que The City of Saint John juge opportun de prendre le present arrete destine a proteger contre le feu les proprietes; que I'article 109 de la Loi sur les municipalites autorise les municipalites a prendre des arretes concernant la protection contre les incendies; NOW THEREFORE, the Common Council of A CES CAUSES, en vertu des pouvoirs que The City of Saint John, under authority vested lui confere I'article 109 de la Loi sur les in it by Section 109 of the Municipalities Act, municipalites, le conseil communal de The enacts as follows: City of Saint John edicte: 1 TITLE 1 TITRE 1 This By -law may be cited as the "Saint 1 Le present arrete peat etre cite sous le John Fire Protection By -law." titre : Arrete sur la protection contre les incendies de Saint John. 215 TABLE DES MATIERES Page Article Designation Page 1 Preambule 1 1 1 Titre 1 2 2 Definitions 2 2 3 Interpretation 2 3 4 Agents de prevention des 3 Incendies 4 5 Inspection et Ordres 4 5 6 Infractions 5 1. WHEREAS The City of Saint John deems 1 it advisable to pass this by -law because it will protect property from fire; 2. AND WHEREAS The Municipalities Act 2 authorizes municipalities to pass by -laws respecting fire protection pursuant to Section 109 of the Act; Attendu que The City of Saint John juge opportun de prendre le present arrete destine a proteger contre le feu les proprietes; que I'article 109 de la Loi sur les municipalites autorise les municipalites a prendre des arretes concernant la protection contre les incendies; NOW THEREFORE, the Common Council of A CES CAUSES, en vertu des pouvoirs que The City of Saint John, under authority vested lui confere I'article 109 de la Loi sur les in it by Section 109 of the Municipalities Act, municipalites, le conseil communal de The enacts as follows: City of Saint John edicte: 1 TITLE 1 TITRE 1 This By -law may be cited as the "Saint 1 Le present arrete peat etre cite sous le John Fire Protection By -law." titre : Arrete sur la protection contre les incendies de Saint John. 215 2 DEFINITIONS 2 Whenever a word is used in this By -law with its first letter capitalized, the term is being used as it is defined in this Section. Where any word appears in ordinary case, its regularly applied meaning in the English language is intended. "City" means The City of Saint John; (municipalite) "Council" means the Common Council of the City; "Deputy Fire Chief" means the Deputy Chief of the Fire Department of the City. "Fire Chief' means the Chief of the Fire Department of the City; "Fire Prevention Officer" means a fire prevention officer appointed pursuant to subsections 4(2) or 4(3) of this by- law. 3 INTERPRETATION 2 2 DEFINITIONS 2 Dans le present arrete, les termes en petites majuscules sont employes au sens defini au present article, les autres mots ayant leur sens ordinaire en frangais. AGENT DE PREVENTION DES INCENDIES» agent de prevention des incendies nomme en vertu des paragraphs 4(2) et 4(3) du present arrete (Fire Prevention Officer) CHEF ADJOINT DES POMPIERS » le chef adjoint de la division des services d'incendies de la MUNICIPALITE (Deputy Fire Chief) CHEF DES POMPIERS » le Chef de la division des services d'incendies de la MUNICIPALITE (Fire Chief) CONSEIL » le conseil Communal de la MUNICIPALITE (Council) MUNICIPALITE » The City of Saint John. (City) 3 INTERPRETATION 3 Rules for interpretation of the language 3 used in this By -law are contained in the lettered paragraphs as follows: (a) The captions, section names appearing in this convenience of and have no interpretation. article and and numbers a By -law are for reference only effect on its 216 Les regles d'interpretation suivantes s'appliquent au present arrete. a) Les titres, intertitres et numeros des dispositions ne servent qu'e faciliter la consultation de 1'arrete et ne doivent pas servir A son interpretation. 4 El 3 (b) This By -law is to be read with all b) Le genre ou le nombre changes of gender or number grammaticaux doivent etre required by the context. adaptes au contexte. (c) The requirements of this By -law c) Les obligations qu'il tree are in addition to any s'ajoutent a celles decoulant requirements contained in any d'autres arretes applicables de other applicable by -laws of the la MUNICIPALITE ou des lois et City or applicable provincial or reglements applicables des federal statutes or regulations. gouvernements federal ou provinciaux. (d) If any section, subsection, part d) Si une disposition quelconque or parts or provision of this By- est declaree invalide par un law, is for any reason declared tribunal competent pour by a court or tribunal of quelque motif que ce soit, la competent jurisdiction to be decision n'entache en rien la invalid, the ruling shall not affect validity de I'arrete dans son the validity of the By -law as a ensemble ni de toute autre whole, nor any other part of it. disposition. FIRE PREVENTION OFFICERS 4 AGENTS DE PREVENTION DES INCENDIES (1) There shall be appointed members 4 of the City's Fire Department to be known as Fire Prevention Officers. (2) Fire Prevention Officers shall be appointed by Council on the recommendation of the Fire Chief. (3) Council shall appoint the Fire Chief and the Deputy Fire Chief or any person holding the position of Acting Fire Chief or Acting Deputy Fire Chief as Fire Prevention Officers. (4) Fire Prevention Officers shall be responsible for the enforcing of the provisions of this by -law. 217 (1) Le service d'incendle de la MUNICIPALITE comprend dans ses rangs des membres nommes AGENTS DE PREVENTION DES INCENDIES. (2) Les AGENTS DE PREVENTION DES INCENDIES sont nommes par le conseil sur recommandation du CHEF DES POMPIERS. (3) Le conseil nommera le CHEF DES POWERS et le CHEF ADJOINT DES POMPIERS ou toute personne occupant a titre interimaire I'un ou I'autre de ces deux postes AGENTS DE PREVENTION DES INCENDIES. (4) Les AGENTS DE PREVENTION DES INCENDIES sont charges de I'application des dispositions du present arrete. (5) A Fire Prevention Officer may, upon complaint of a person interested, or when he deems it necessary, inspect any building or premises within the City, and for the purpose of inspection, at all reasonable hours, enter into and upon any buildings and premises. 5 INSPECTIONS AND ORDERS 5 (1) When the Fire Prevention Officer finds a building or other structure that, for any cause, is especially liable to fire, or that there are in or upon any building or premises, combustible or explosive material or conditions dangerous to the safety of persons, buildings or premises, he may order the owner or occupant to remove such combustible or explosive material or remove or repair anything that may constitute a fire hazard. (2) An order made under subsection 5(1) shall be served on the person named in the order by the Fire Prevention Officer (a) by leaving a copy of the order with the person, or (b) by sending a copy of the order by registered or certified mail addressed to the latest address of the person known to the Fire Prevention Officer through reasonable inquiry. (3) Where an order is served on a person by registered or certified mail under paragraph 5(2)(b), it is deemed to have been received by the person 4 (5) Un AGENT DE PREVENTION DES INCENDIES peut, sur formulation d'une plainte par une personne interessee ou, en ['absence de plainte, lorsqu'il le juge necessaire, inspecter un batiment ou des locaux dans les limites de la municipalite et, a cette fin, penetrer a toute heure raisonnable dans un batiment ou des locaux. 5 INSPECTION ET ORDRRS 5 (1) Lorsque L'AGENT DE PREVENTION DES INCENDIES constate qu'un batiment ou toute autre construction est, pour toute cause, particulierement exposee aux incendies, ou qu'il existe dans le batiment ou dans les locaux des matieres combustibles ou explosives ou d'autres conditions dangereuses pour la securite des personnes, des batiments ou des locaux, it peut ordonner au proprietaire ou a ]'occupant d'enlever les matieres combustibles ou explosives, ou d'enlever ou de reparer tout ce qui peut constituer un risque d'incendie. 218 (2) L'ordre donne en application du paragraph 5(1) doit titre signifie a la personne qu'y designe UAGENT DE PREVENTION DES INCENDIES par a) Demise d'une copie a cette personne, ou b) Son envoi par courier recommande ou certifie a la derniere adresse de cette personne connue par UAGENT DE PREVENTION DES INCENDIES par suite dune enquete raisonnable. (3) Un ordre signifie a une personne par courier recommande ou par courier certifie en vertu de I'article 5(2)b) est repute avoir ete requ par cette within ten days of the mailing thereof. (4) In carrying out the duties herein prescribed, the Fire Prevention Officer shall apply all relevant sections of this By -law, the Fire Prevention Act and the Regulations made thereunder. 6 OFFENCES 6 An owner or occupant who fails to comply with an Order of a Fire Prevention Officer made under this By- law is guilty of an offence and liable to a penalty of not less than dollars ($ ) and not more than dollars ($ ). 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. 2012 signed by. Mayor /Maire 5 personne dans les dix jours qui suivent sa mise 6 la poste. (4) Dans ['exercise des fonctions ci- prescrites, URGENT DE PREVENTION DES JNCENDIES applique tous les articles pertinents du present arrete, de la Loi sur la prevention des incendies et des reglements d'application de cette derniere. 6 INFRACTIONS 6 Tout proprietaire ou occupant d'un batiment qui omet d'observer un ordre d'un AGENT DE LA PREVENTION DES INCENDIES emis en vertu du present arrete commet une infraction et est passible d'une amende de $ a EN FOI DE QUOI, The City of Saint John a fait apposer son sceau municipal sur le present arrete le 2012, avec les signatures suivantes : Common Clerk/greffiere communale First Reading - Premiere lecture Second Reading Deuxieme lecture Third Reading Troisieme lecture 219 COMMON! CLERK'S OFFICE NOV 2 2 2012 CITY OF SAINT JOHN To Mayor Norton and Council: 4273 Loch Lomond Rd. Saint John, N.B. E2N 1C7 Nov. 21, 2012 Some of us have seen a helicopter with attached geophysical /geochemical survey equipment flying over the Loch Lomond Lakes and Lake Robertson area, the source of Saint John's drinking water supply, and we are concerned about the possibility of contamination of Saint John's precious drinking water by mining or by "fracking" for shale gas. The Loch Lomond Lakes system has been a precious, irreplaceable source of clean, fresh drinking water to the people of Saint John for over a century. This legacy has been temporarily entrusted to your care. Will you confirm that you will protect the Loch Lomond Lakes for the people of Saint John today and for the future? Yours truly, P. Tippett, on behalf of Members, Loch Lomond Water Protection Association 220 97 -92 COMMON COUNCIL /CONSEIL COMMUNAL October 23, 2012 /LE 23 Octobre, 2012 COMMON COUNCIL MEETING — THE CITY OF SAINT JOHN CITY HALL — OCTOBER 23, 2012 — 7:00 P.M. Present: Mel Norton, Mayor Deputy Mayor Rinehart and Councillors Farren, Fullerton, McAlary, Mackenzie, Merrithew, Norton, Snook, and Strowbridge W "I ew P. Woods, City Manager; J. Nugent, City Solicitor, C. Graham, Comptroller; W. Edwards, Commissioner of Transportation & Environment Services; K. Forrest, Commissioner of Growth and Development Services; J. Hamilton, Commissioner of Strategic Services; K. Clifford, Fire Chief; N. Moar, Communications Manager; P. Ouellette, Intergovernmental Affairs Officer; S. Rackley- Roach, Manager of Corporate Planning; E. Gormley, Common Clerk; and J. Taylor, Assistant Common Clerk Call To Order Mayor Norton called the meeting to order. On motion of Councillor McAlary Seconded by Councillor Snook RESOLVED that a Committee of the Whole closed session meeting to discuss an employment matter be scheduled for Tuesday, October 30th, 2012 at 4:30 p.m. Question being taken, the motion was carried. 1.1 Priority Setting Session Referring to the submitted agenda materials, Nicole Paquette Sullivan provided an overview of the draft version of Council's priorities. Council members provided input and Miss Paquette Sullivan revised some of the language appearing in the document based on the direction of Council. Ms. Paquette Sullivan advised that the final version of the document would be submitted to Council for approval in the near future. On motion of Deputy Mayor Rinehart Seconded by Councillor Norton RESOLVED that the Council meeting of October 23rd, 2012 be adjourned. Question being taken, the motion was carried The Mayor declared the meeting adjourned at 7:45 p.m. Mayor /maire Common Clerk /greffiere communale 221 97- COMMON COUNCIL /CONSEIL COMMUNAL OCTOBER 29, 2012/LE 29 OCTOBRE 2012 COMMON COUNCIL MEETING — THE CITY OF SAINT JOHN CITY HALL — OCTOBER 29, 2012 - 6:00 P.M. Present: Mel Norton, Mayor Deputy Mayor Rinehart and Councillors Farren, Fullerton, MacKenzie, McAlary, Merrithew, Norton, Snook and Strowbridge - and - P. Woods, City Manager; J. Nugent, City Solicitor; G. Yeomans, Commissioner of Finance and Administrative Services /Treasurer; K. Forrest, Commissioner of Growth and Development Services; W. Edwards, Commissioner of Transportation and Environment Services; M. King, Police Staff Sergeant; J. Armstrong, Fire Platoon Chief; E. Gormley, Common Clerk and J. Taylor, Assistant Common Clerk. Call To Order — Prayer Mayor Norton called the meeting to order and Councillor Snook offered the opening prayer. 2. Approval of Minutes On motion of Councillor McAlary Seconded by Councillor Snook RESOLVED that the minutes of the meeting of Common Council held on October 1, 2012, be lifted from the table. Question being taken, the motion was carried. On motion of Deputy Mayor Rinehart Seconded by Councillor Merrithew RESOLVED that the minutes of the meeting of Common Council held on October 1, 2012, be approved. Question being taken, the motion was carried. On motion of Councillor McAlary Seconded by Councillor Norton RESOLVED that the minutes of the meeting of Common Council held on October 9, 2012, be lifted from the table. Question being taken, the motion was carried. On motion of Councillor Merrithew Seconded by Councillor McAlary RESOLVED that the minutes of the meeting of Common Council held on October 9, 2012, be approved. Question being taken, the motion was carried. 3. Approval of Agenda On motion of Deputy Mayor Rinehart Seconded by Councillor Norton RESOLVED that the agenda of this meeting with the addition of item 13.2 Committee of the Whole: License to Build Ramp at Vito's Restaurant, be approved. Question being taken, the motion was carried. 4. Disclosures of Conflict of Interest 5. Consent Agenda 222 97- COMMON COUNCIL /CONSEIL COMMUNAL OCTOBER 29, 2012/LE 29 OCTOBRE 2012 5.1 That the letter from the Saint John Fire Fighters' Association regarding collective bargaining be referred to the City Manager. 5.2 That the Fred Trail request to build within the street right of way be referred to the City Manager and the City Solicitor. On motion of Councillor McAlary Seconded by Councillor RESOLVED that the recommendation set out for each consent agenda item respectively be adopted. Question being taken, the motion was carried. 6. Members Comments Council members commented on various community events 7. Proclamation 8. Delegations /Presentation 9. Public Hearings 10. Consideration of By -laws 10.1 Third Reading Proposed Amendment to Common Council Procedural By- Law On motion of Councillor McAlary Seconded by Councillor MacKenzie RESOLVED that the by -law entitled, "By -Law Number M -5 A Law to Amend a By -Law Respecting the Procedure of the Common Council of The City of Saint John," amending Section 8.4 by deleting the words "16. Adjournment" at the very end of the section, and replacing them with the following: 16 Supplemental Agenda, 17. Committee of the Whole, 18. Adjournment ", be read. Question being taken, the motion was carried. The by -law entitled, "By -Law Number M -5 A Law to Amend a By -Law Respecting the Procedure of the Common Council of The City of Saint John" was read in its entirety. On motion of Councillor McAlary Seconded by Councillor Merrithew RESOLVED that the by -law entitled, "By -Law Number M -5 A Law to Amend a By -Law Respecting the Procedure of the Common Council of The City of Saint John," amending Section 8.4 by deleting the words "16. Adjournment" at the very end of the section, and replacing them with the following: 16. Supplemental Agenda, 17. Committee of the Whole, 18. Adjournment ", be read a third time, enacted, and the Corporate Common Seal affixed thereto. Question being taken, the motion was carried. Read a third time by title, the by -law entitled, "By -Law Number M -5 A Law to Amend a By -Law Respecting the Procedure of the Common Council of The City of Saint John." 11. Submissions by Council Members 11.1 Glen Falls Flooding Issues (Councillor Strowbridge) On motion of Councillor Strowbridge Seconded by Councillor Merrithew RESOLVED that the City Manager be directed to provide a report on the current status of Glen Falls flooding issues by December 1, 2012, which is to include the current schedule for emptying the trenches, and the current status to maintain them. Question being taken, the motion was carried. 223 97- COMMON COUNCIL /CONSEIL COMMUNAL OCTOBER 29, 2012/LE 29 OCTOBRE 2012 s11.2 Recommendations concerning Agencies, Boards and Commissions (Councillor McAlary) On motion of Deputy Mayor Rinehart Seconded by Councillor Norton RESOLVED that Council suspend the requirement of section 12.7 of the procedural by -law respecting speaking time limitations. Question being taken, the motion was carried. On motion of Deputy Mayor Rinehart Seconded by Councillor McAlary RESOLVED that Item s11.2 Recommendations concerning Agencies, Boards and Commissions (Councillor McAlary) be lifted from the table. Question being taken, the motion was carried. On motion of Councillor McAlary Seconded by Councillor Snook 1. RESOLVED that all agencies, boards and Commissions ( "ABCs ") appointed by Council must give a written report outlining number of meetings, attendance, activities and decision making on a bi- annual basis; by the end of June and before mid - November unless otherwise directed by Common Council. Some major ABC'S may wish to report in person to Common Council on a more regular basis and that will be determined on an individual basis at the wish of Common Council 2. All appointments made by Council for all ABC'S will be for a period of three years with the possibility of one re- appointment term of three years which would allow an individual to serve a total of six years. After an individual has served a total of six years the individual must remain off that particular ABC for a period of at least one year. This will become effective as of the date of this report being approved by Common Council. 3. If Members of Common Council are nominated to serve on any given ABC they will serve only their full term of Council period. 4. The Nominating Committee should be conscious of the fact of appointing citizens to only one ABC, in order that more individuals may have the opportunity to serve. 5. As a first step towards ensuring that our ABC'S are more accountable to Common Council, each ABC should fully understand their mandate and should understand what skill sets they require in their Board Members to undertake their duties to perform in the best possible way. 6. Changes to appointments of Elected Officials and Senior City Staff; Only one elected representative should be appointed to each ABC if required and /or only one member of senior staff should be appointed to each ABC if required. This will allow for a greater number of citizens to be appointed to ABC'S which will allow for more input from our citizens. 7. Changes to some of our ABC'S; such as; The City Solicitor has already been given the mandate to address the consolidating of the Saint John Parking Committee and the Saint John Transit Board. 8. A new committee has been established in the name of Rockwood Park Endowment Fund, (formerly known as Deed of Gift - Brunswick Pipeline Committee), City appoints two members. 9. The following ABC's should be deleted as they have served their purpose and are no longer needed; Arbour Day Committee; Design and Building Standards Committee; Saint John Environment Committee; Justice /Peel Plaza Steering 224 97- COMMON COUNCIL /CONSEIL COMMUNAL OCTOBER 29, 2012/LE 29 OCTOBRE 2012 Committee; Performance Review Committee; Revenue Generating Committee; and Taxation Review Committee. 10. Common Council has the authority at any given time to establish new ABC'S with new mandates. 11. Consideration should be given to study the possibility of consolidating the Leisure Services Committee; Lord Beaverbrook Rink Board; Rockwood Park Advisory Board; Carleton Community Centre Advisory Committee and forming a new ABC that would represent all rinks, parks, recreation of all kinds with the suggestion that a new name be selected, especially in view of the fact that there will be the establishment of a new Regional Recreation Commission. Question being taken, the motion was carried with Councillor Fullerton voting nay. s11.3 Funding for Transit in 2013 Budget (Councillor Snook) On motion of Councillor Merrithew Seconded by Councillor McAlary RESOLVED that Item s11.3 Funding for Transit in 2013 Budget (Councillor Snook) be lifted from the table. Question being taken, the motion was carried. On motion of Councillor Snook Seconded by Councillor McAlary RESOLVED that the report entitled Funding for Transit in 2013 Budget (Councillor Snook) be referred to the 2013 budget deliberations. Question being taken, the motion was carried. On motion of Councillor MacKenzie Seconded by Councillor Snook RESOLVED that Council request a report from the Saint John Transit Commission which outlines all of the revenue generated outside of daily operations, or normal routes (ie chartered tours for cruise ship passengers) and any new initiatives that Saint John Transit has taken since May 2012 to improve revenue generation. Question being taken, the motion was carried. s11.4 Affordability of Aquatic Center Public Swims (Councillor Snook) On motion of Deputy Mayor Rinehart Seconded by Councillor McAlary RESOLVED that Item s11.4 Affordability of Aquatic Center Public Swims (Councillor Snook) be lifted from the table. Question being taken, the motion was carried. On motion of Councillor Snook Seconded by Councillor McAlary RESOLVED that the report entitled Affordability of Aquatic Center Public Swims (Councillor Snook) be referred to the Canada Games Aquatic Centre. Question being taken, the motion was carried. 11.5 Unresolved Actionable Resolution for Follow -Up (Councillor Fullerton) On motion of Councillor Snook Seconded by Councillor MacKenzie RESOLVED that Item s11.5 Unresolved Actionable Resolution for Follow -Up (Councillor Fullerton) be lifted from the table. Question being taken, the motion was carried. 225 97- COMMON COUNCIL /CONSEIL COMMUNAL OCTOBER 29, 2012/LE 29 OCTOBRE 2012 On motion of Councillor Fullerton Seconded by Councillor MacKenzie RESOLVED that the following resolution adopted by Council on June 7, 2010: "RESOLVED that as recommended by the City Manager in the submitted report M &C 2010 -195: Cedar Point Estates Development Standards and Infrastructure Maintenance, Common Council consider the issues and options outlined in said report, and direct staff to develop a long term strategy, in consultation with the neighbourhood and developers, for appropriate future standards for these developments" be prioritized by the City Manager, and that a follow up occur within 14 days of today's date. Question being taken, the motion was carried. (Councillor Farren withdrew from the meeting) 12. Business Matters - Municipal Officers s12.1 City Manager: Common Council Priorities 2012 -2016 On motion of Councillor McAlary Seconded by Deputy Mayor Rinehart RESOLVED that s12.1 City Manager: Common Council Priorities 2012 -2016 be lifted from the table. Question being taken, the motion was carried. (Councillor Farren re- entered the meeting) On motion of Councillor McAlary Seconded by Councillor Merrithew RESOLVED that as recommended by the City Manager in the submitted report entitled Common Council Priorities 2012 -2016, Common Council endorse their priorities as submitted that will guide decision - making and allow the City to demonstrate accountability for results during their term. Question being taken, the motion was carried. s12.2a,b,c) City Manager: CUPE Local 486 - Contract 2012 -2014 On motion of Councillor McAlary Seconded by Deputy Mayor Rinehart RESOLVED that Item s12.2a,b,c) City Manager: CUPE Local 486 - Contract 2012 -2014 be lifted from the table. Question being taken, the motion was carried. On motion of Councillor Merrithew Seconded by Councillor McAlary RESOLVED that as recommended by the City Manager in the submitted report entitled COPE Local 486 - Contract 2012 -2014 that Common Council authorize the Mayor and Common Clerk to execute the attached Collective Agreement with CUPE Local 486 for the period January 1, 2012 to December 31, 2014. Question being taken, the motion was carried with Councillor Farren voting nay. s12.3a,b,c) City Manager: 2011 -2012 Winter Management Plan Review and Update Referring to a submitted report, K. Rice, Deputy Commissioner of Municipal Operations outlined staff's recommendation and he responded to queries from Council members. On motion of Councillor McAlary Seconded by Deputy Mayor Rinehart RESOLVED that Item s12.3a,b,c) City Manager., 2011 -2012 Winter Management Plan Review and Update be lifted from the table. 226 97- COMMON COUNCIL /CONSEIL COMMUNAL OCTOBER 29, 2012/LE 29 OCTOBRE 2012 Question being taken, the motion was carried. Councillors Strowbridge and Merrithew expressed the opinion that the Red Head Road should be increased on the priority order. On motion of Councillor McAlary Seconded by Councillor Norton RESOLVED that as recommended by the City Manager in the submitted report M &C 2012 -273: 2011 -2012 Winter Management Plan Review and Update that Common Council: 1. Endorse the changes to the Winter Management Plan for Streets and Sidewalks that include: a) Street plowing for Peel Street, Wellington Row and Carleton Street are upgraded from Priority 4 to Priority 2 based on the anticipated higher volume of traffic. b) Reject a change in street plowing priority from Priority 3 to Priority 1 for Red Head Road as it is inconsistent with the street classification system and the Street Plowing Priority Structure and considering that access to an existing Priority 1 street (Hewitt Road) is nearby. 2. Endorse the Winter Management Plan to become a Best Management Practice that is managed by staff rather than as a policy of Council. Question being taken, the motion was carried with Councillors Merrithew and Strowbridge voting nay. s12.4 City Manager: Canadian Emergency Management College (CEMC) Agreement On motion of Councillor McAlary Seconded by Councillor Farren RESOLVED that Item s12.4 City Manager: Canadian Emergency Management College (CEMC) Agreement be lifted from the table. Question being taken, the motion was carried. On motion of Councillor McAlary Seconded by Councillor Farren RESOLVED that as recommended by the City Manager in the submitted report entitled Canadian Emergency Management College (CEMC) Agreement that The City of Saint John enter into a Memorandum of Agreement with the Department of Public Safety and Emergency Preparedness ( "Public Safety Canada "), as represented by the Canadian Emergency Management College, prepared August 9, 2012 respecting the participation of members of the Saint John Fire Department in the facilitation of Canadian Emergency Management College programming. Question being taken, the motion was carried. s12.5a,b) Commissioner of Finance and Administrative Services: City of Saint John Pension Plan On motion of Councillor McAlary Seconded by Deputy Mayor Rinehart RESOLVED that Item s12.5a,b) Commissioner of Finance and Administrative Services: City of Saint John Pension Plan be lifted from the table. Question being taken, the motion was carried. On motion of Councillor McAlary Seconded by Councillor Snook RESOLVED that the report entitled City of Saint John Pension Plan be received for information. 227 97- COMMON COUNCIL /CONSEIL COMMUNAL OCTOBER 29, 2012/LE 29 OCTOBRE 2012 Question being taken, the motion was carried. s12.6 City Manager: City Owned Vehicle Policy On motion of Councillor McAlary Seconded by Councillor Merrithew RESOLVED that Item s12.6 City Manager. City Owned Vehicle Policy be lifted from the table. Question being taken, the motion was carried. On motion of Councillor McAlary Seconded by Councillor Merrithew RESOLVED that the report entitled City Owned Vehicle Policy be received for information. Question being taken, the motion was carried with Councillors Farren, Fullerton and Snook voting nay. On motion of Councillor Farren Seconded by Councillor Merrithew RESOLVED that the report entitled City Owned Vehicle Policy be referred back to the City Manager for recommendation to update the policy, for example, by removing the provision permitting vehicles to be taken home by staff, or to add a provision which prohibits vehicles being taken outside the city boundaries unless it is for city related business. Question being taken, the motion was carried. s12.7 City Manager: 2012 Fleet Replacement Program Update On motion of Deputy Mayor Rinehart Seconded by Councillor McALary RESOLVED that Item s12.7 City Manager: 2012 Fleet Replacement Program Update be lifted from the table. Question being taken, the motion was carried. On motion of Councillor Fullerton Seconded by Councillor Strowbridge RESOLVED that the submitted report entitled 2012 Fleet Replacement Program Update be tabled until the 2013 budget deliberations. Question being taken, the motion was defeated with Deputy Mayor Rinehart and Councillors Farren, Norton, MacKenzie, McAlary, Merrithew and Snook voting nay. On motion of Councillor McAlary Seconded by Councillor Merrithew RESOLVED that as recommended by the City Manager in the submitted report entitled 2012 Fleet Replacement Program Update that Common Council approve the acquisition of vehicles and equipment as identified in the attached Schedule 1 at a cost not to exceed $2,360,000 plus applicable taxes. Question being taken, the motion was carried with Fullerton, Farren and Strowbridge voting nay. s12.8 Actionable Resolutions - Reflecting up to the October 15, 2012 Council Meeting (Councillor Farren withdrew from the meeting) On motion of Councillor McAlary Seconded by Deputy Mayor Rinehart RESOLVED that Item s12.8 Actionable Resolutions - Reflecting up to the October 15, 2012 Council Meeting be lifted from the table. 228 97- COMMON COUNCIL /CONSEIL COMMUNAL OCTOBER 29, 2012/LE 29 OCTOBRE 2012 Question being taken, the motion was carried. On motion of Councillor McAlary Seconded by Deputy Mayor Rinehart RESOLVED that the report entitled Actionable Resolutions - Reflecting up to the October 15, 2012 Council Meeting be received for information. Question being taken, the motion was carried. 13. Committee Reports 13.1 Recommended Appointments to Committees On motion of Councillor Snook Seconded by Councillor MacKenzie RESOLVED that the Committee of the Whole, having met on October 22, 2012, recommends that the following appointments to committees be made: Saint John Development Corporation: to appoint Michael Simon for a three year term from October 22, 2012 to October 22, 2015. Aquatic Centre Commission: to appoint Shane Dickie for a three year term from October 22, 2012 to October 22, 2015. Destination Marketing Organization: to appoint Paula Radwan for a two year term from October 22, 2012 to October 22, 2014. Question being taken, the motion was carried. 13.2 Committee of the Whole: License to Build Ramp at Vito's Restaurant On motion of Councillor McAlary Seconded by Deputy Mayor Rinehart RESOLVED that Vito's Restaurant be granted a license to have constructed a handicap ramp servicing the restaurant, in accordance with specifications stipulated by the Chief City Engineer, subject to the requirement that Vito's reimburse the City for any maintenance costs incurred by the City respecting the said handicap ramp; and further be it resolved that the City reimburse Vito's Restaurant respecting the cost of construction an amount not exceeding $6,000; and further be it resolved that the Mayor and Common Clerk be authorized to execute the related documentation. Question being taken, the motion was carried. 14. Consideration of Issues Separated from Consent Agenda 15. General Correspondence 15.1 Saint John Theatre Company — Fundy Fringe Festival On motion of Councillor McAlary Seconded by Councillor Merrithew RESOLVED that the report entitled Saint John Theatre Company — Fundy Fringe Festival be referred to the 2013 budget deliberations. Question being taken, the motion was carried. 15.2 Saint John Theatre Company — Annual Operating Funding On motion of Councillor McAlary Seconded by Councillor Snook RESOLVED that the report entitled Saint John Theatre Company — Annual Operating Funding be referred to the 2013 budget deliberations. 229 97- COMMON COUNCIL /CONSEIL COMMUNAL OCTOBER 29, 2012/LE 29 OCTOBRE 2012 Question being taken, the motion was carried. s15.3 Fundy Engineering Letter Re Safe Clean Drinking Water Program Groundwater Exploration On motion of Councillor Snook Seconded by Deputy Mayor Rinehart RESOLVED that Item s15.3 Fundy Engineering Letter Re Safe Clean Drinking Water Program Groundwater Exploration be lifted from the table. Question being taken, the motion was carried. The Common Clerk advised that she received a request from the submitter of the item to withdraw it from Council's agenda. On motion of Councillor McAlary Seconded by Councillor MacKenzie RESOLVED that item 15.3 Fundy Engineering Letter Re Safe Clean Drinking Water Program Groundwater Exploration, be withdrawn from the Common Council Agenda of October 29, 2012. Question being taken, the motion was carried. s15.4 Polaris Institute -Municipal P3 Projects and PPP Canada Inc. On motion of Councillor McAlary Seconded by Deputy Mayor Rinehart RESOLVED that Item s15.4 Polaris Institute — Municipal P3 Projects and PPP Canada Inc. lifted from the table. Question being taken, the motion was carried. On motion of Deputy Mayor Rinehart Seconded by Councillor McAlary RESOLVED that the report entitled Polaris Institute - Municipal P3 Projects and PPP Canada Inc. be received for information. Question being taken, the motion was carried. 16. Adjournment On motion of Councillor McAlary Seconded by Councillor Snook RESOLVED that the meeting of October 29, 2012 be adjourned. Question being taken, the motion was carried. The Mayor declared the meeting adjourned at 8:20 p.m. Mayor / maire Common Clerk / greffiere communale 230 97- COMMON COUNCIL /CONSEIL COMMUNAL NOVEMBER 5, 2012/LE 5 NOVEMBRE 2012 COMMON COUNCIL MEETING — THE CITY OF SAINT JOHN CITY HALL — NOVEMBER 5, 2012 - 6:00 P.M. Present: Mel Norton, Mayor Deputy Mayor Rinehart and Councillors Farren, Fullerton, MacKenzie, McAlary, Merrithew, Norton, Snook and Strowbridge - and - P. Woods, City Manager; J. Nugent, City Solicitor; C. Graham, Comptroller; K. Forrest, Commissioner of Growth and Development Services; W. Edwards, Commissioner of Transportation and Environment Services; M. King, Police Staff Sergeant; J. Armstrong, District Fire Chief; E. Gormley, Common Clerk and J. Taylor, Assistant Common Clerk. 1. Call To Order — Prayer 2. Approval of Minutes 3. Approval of Agenda The Mayor suggested that Council table the items on the agenda with the exception of the public hearings. He requested that Council recess and reconvene in Committee of the Whole closed to continue hearing a briefing from the Provincial Pension Task Force. On motion of Councillor McAlary Seconded by Councillor Snook RESOLVED that each of the agenda items of November 5, 2012 be forwarded to the Council meeting of November 13, 2012, with the exception of items 9.1 Proposed Zoning By -Law Amendment 317 City Line and 9.2(a)Proposed Zoning By -Law Amendment 290 Ludlow Street Question being taken, the motion was carried. The Mayor called for a recess and Council members withdrew from the meeting. Following a recess at 6:00 p.m., the Common Council meeting reconvened at 7:00 p.m. 4. Disclosures of Conflict of Interest 5. Consent Agenda 6. Members Comments 7. Proclamation 8. Delegations /Presentations 9. Public Hearings 7:00 P.M. 9.1(a) Proposed Zoning By -Law Amendment 317 City Line 9.1(b) Planning Advisory Committee Report Recommending Rezoning with Section 39 Conditions The Common Clerk advised that the necessary advertising was completed with regard to amending Schedule "A ", the Zoning Map of The City of Saint John, by re- zoning a parcel of land with an area of approximately 912 square metres, located at 317 City Line, also identified as being PID Number 00386193, from "R -2" One and Two Family Residential to "R -4" Four Family Residential with no objections being received. Consideration was also given to a report from the Planning Advisory Committee submitting a copy of planning staff's report considered at its October 16th, 2012 meeting at which the Committee recommended the rezoning of a parcel of land located at 317 City Line as described above with Section 39 conditions. The Mayor called for members of the public to speak against the re- zoning with no one presenting. The Mayor called for members of the public to speak in favour of the re- zoning with no one presenting. 231 97- COMMON COUNCIL /CONSEIL COMMUNAL NOVEMBER 5, 2012/LE 5 NOVEMBRE 2012 Responding to a question, Mr. Forrest stated that the Zoning By -law has a provision which allows a number of unrelated people to reside together as a family unit within one dwelling. He explained that the subject property is currently two separate bachelor apartment units and one boarding house consisting of eight rooms. He added that the owner has applied to change the 8 room boarding portion of the dwelling into two 4 bedroom apartments with the bachelor apartments being changed to 1 bedroom apartments. On motion of Councillor Snook Seconded by Councillor McAlary RESOLVED that the by -law entitled, "A Law to Amend the Zoning By -Law of The City of Saint John" amending Schedule "A ", the Zoning Map of The City of Saint John, by re- zoning a parcel of land with an area of approximately 912 square metres, located at 317 City Line, also identified as being PID Number 00386193, from "R -2" One and Two Family Residential to "R -4" Four Family Residential, be read a first time. Question being taken, the motion was carried with Councillor Farren voting nay. Read a first time by title, the by -law entitled, "A Law to Amend the Zoning By -Law of The City of Saint John ". On motion of Councillor McALary Seconded by Councillor Merrithew RESOLVED that the by -law entitled, "A Law to Amend the Zoning By -Law of The City of Saint John" amending Schedule "A ", the Zoning Map of The City of Saint John, by re- zoning a parcel of land with an area of approximately 912 square metres, located at 317 City Line, also identified as being PID Number 00386193, from "R -2" One and Two Family Residential to "R -4" Four Family Residential, be read a second time. Question being taken, the motion was carried with Councillor Farren voting nay. Read a second time by title, the by -law entitled, "A Law to Amend the Zoning By -Law of The City of Saint John ". 9.2(a) Proposed Zoning By -Law Amendment 290 Ludlow Street 9.2(b) Planning Advisory Committee Report Recommending Rezoning with Section 39 Conditions The Common Clerk advised that the necessary advertising was completed with regard to amending Schedule "A ", the Zoning Map of The City of Saint John, by re- zoning a parcel of land having an area of approximately 426 square metres, located at 290 Ludlow Street, also identified as being PID Number 00365098, from "R -1 B" One Family Residential to "B -2" General Business with no objections being received. Consideration was also given to a report from the Planning Advisory Committee submitting a copy of planning staff's report considered at its October 16th, 2012 meeting at which the Committee recommended the rezoning of a parcel of land located at 290 Ludlow Street as described above with Section 39 conditions. The Mayor called for members of the public to speak against the re- zoning with Julie Baribault, resident of an adjacent property at 106 St George St, advising that she would like to see a new retaining wall and a privacy fence built. Blair Read, a resident of the neighbourhood, expressed concerns with the poor condition of the retaining wall. He further noted that the area has water drainage problems. The Mayor called for members of the public to speak in favour of the re- zoning with Dwight Allaby appearing on behalf of the applicant. Mr. Allaby stated that he is in agreement with the recommendations from the Planning Advisory Committee, with the exception of recommendation 1d), the requirement to remove the barbed wired from the roof, noting that he would request a one year period to address the issue. 232 97- COMMON COUNCIL /CONSEIL COMMUNAL NOVEMBER 5, 2012/LE 5 NOVEMBRE 2012 Mr. Allaby explained that the applicant will be seeking the City's approval in the future to expand the structure for a small business, noting that the applicant would like to avoid addressing the barbed wire issue if the same area is to be renovated again in the near future. He noted, however, should the expansion not be permitted, then the applicant would have no objections to removing the barbed wire. Responding to a question, Mr. Forrest advised that when Council adopts section 39 conditions for the subject property, a requirement could be added for the property owner to complete the necessary work within one year. On motion of Councillor Farren Seconded by Councillor Snook RESOLVED that the by -law entitled, "A Law to Amend the Zoning By -Law of The City of Saint John" amending Schedule "A ", the Zoning Map of The City of Saint John, by re- zoning a parcel of land having an area of approximately 426 square metres, located at 290 Ludlow Street, also identified as being PID Number 00365098, from "R -1 B" One Family Residential to "B -2" General Business, be read a first time. Question being taken, the motion was carried. Read a first time by title, the by -law entitled, "A Law to Amend the Zoning By -Law of The City of Saint John ". On motion of Councillor McAlary Seconded by Councillor Farren RESOLVED that the by -law entitled, "A Law to Amend the Zoning By -Law of The City of Saint John" amending Schedule "A ", the Zoning Map of The City of Saint John, by re- zoning a parcel of land having an area of approximately 426 square metres, located at 290 Ludlow Street, also identified as being PID Number 00365098, from "R -1 B" One Family Residential to "B -2" General Business, be read a second time. Question being taken, the motion was carried. Read a second time by title, the by -law entitled, "A Law to Amend the Zoning By -Law of The City of Saint John ". 10. Consideration of By -laws 11. Submissions by Council Members 12. Business Matters - Municipal Officers 13. Committee Reports 14. Consideration of Issues Separated from Consent Agenda 15. General Correspondence 16. Supplemental Agenda 17. Committee of the Whole 18. Adjournment On motion of Councillor McAlary Seconded by Councillor Farren RESOLVED that the Common Council meeting of November 5, 2012 be adjourned. Question being taken, the motion was carried. The Mayor declared the meeting adjourned 7:45 p.m. The following items are forwarded to the Council meeting of November 13, 2012: 11.1 Spring Clean Up Program (Councillor Strowbridge) 11.2 Exhibition Association — Field House Project (Councillor Merrithew) 13.1 Planning Advisory Committee: Proposed Subdivision (Street Vesting) 210 Lawrence Long Road 233 97- COMMON COUNCIL /CONSEIL COMMUNAL NOVEMBER 5, 2012/LE 5 NOVEMBRE 2012 15.1 New Brunswick Dental Society — Maintaining Fluoride Levels 15.2 The Hardman Group Ltd. — New Year's Eve Celebrations 2012 16.1 Prostitution (Councillor Fullerton) 16.2 Pension Plan (Councillor Fullerton) Mayor / maire Common Clerk / greffiere communale 234 OPEN SESSION November 22, 2012 His Worship Mayor Mel Norton And Members of Common Council Your Worship and Councillors: SUBJECT: Terms of the November 2012 Debenture Issue BACKGROUND: On November 15th, 2012 the New Brunswick Municipal Finance Corporation negotiated the sale of a bond issue in the amount of $69,500,000, of which $24,500,000 related to the City of Saint John 2012 Capital Program. ANALYSIS: The terms of the issue as they relate to Saint John are as follows: Term: 15 and 20 year, serial form $24,500,000. Coupon Rate: Year 1 - 1.35% Year 11 - 3.20% Year 2 - 1.50% Year 12 - 3.30% Year 3 - 1.70% Year 13 - 3.40% Year 4 - 1.95% Year 14 - 3.45% Year 5 - 2.15% Year 15 - 3.55% Year 6 - 2.40% Year 16 - 3.60% Year 7 - 2.60% Year 17 - 3.70% Year 8 - 2.75% Year 18 - 3.75% Year 9 - 2.95% Year 19 - 3.80% Year 10 - 3.10% Year 20 - 3.80% 04-H SAINT JOHN P.O. Box 1971 Saint John, NB Canada E2L 4286 www.saintjohn.ca ! C.P. 1971 Saint John, N. -B. Canada E2L 41 Re: Terms of the November 2012 Debenture Issue Page 2 Price: $ 98.75 (Principal: $16,000,000) $ 98.64 (Principal: $8,500,000) Average Yield: 3.154% Settlement Date: November 30, 2012 The interest rates and the discount factor were within the limits approved by Common Council at its meeting held on September 24th, 2012. As such the Mayor and Common Clerk have signed the debentures between the City and the New Brunswick Municipal Finance Corporation for $24,500,000 at the terms listed above on November 21St, 2012. RECOMMENDATION: It is recommended that this report be received and filed. Respectfully submitt , Gregory . Ye mans, CGA, MBA Commi sion�r of Finance 236 November 21, 2012 Mayor and Council City of Saint John Re: Water Rates Your Worship Mel Norton and Members of Council: Council recently received a report outlining the projected water utility rate increases — proposing an overall increase of 24% over the next three years (2016) and another 7.4% in the fourth year (total of 31.4% by year 2017). My comments outlined in this letter will use the percentage increase up to 2016, since the staff report provides only the three year layout up to 2016. I would like to first begin by stating my appreciation of council's wish to have this report vetted in the public for a period of time before voting on the rate proposal. However, a genuine attempt at transparency and accountability falls apart when not all the information has been provided publicly. Mind you, Council can hardly be blamed because the construction of water rates is complex and the intricacies of the rate elements could easily be missed if you are unaware of them. Council relies on the staff to ensure full explanation and that detailed information is provided to them and to the public. Regrettably, this particular report failed to do so. In particular, I refer to water rate set for metered customers — of which I have several properties subscribed under that rate (and whereas, in part, my knowledge of that rate structure), In the report to council (M7C 2012 — 281 November 13, 2012), the rate structure for metered rates is incomplete — in fact only one component of the three part structure was provided. If the public or water customer took this at face value they would believe the metered rate was going to be reduced by approximately 2 /3rds. For clarification, the metered rate is structured with the following three components: 1. Water— monthly service charge (fixed charge) 2. Water consumption (metered rate) 3. Sewer consumption (metered rate at 122% of water consumption charge) The above referenced staff report only provided the metered water consumption rate. Beyond the importance of full disclosure, I would implore Council to scrutinize the proposed metered rates for households because they are —for the average household —significantly more than the flat rate. This is an issue given that the utility will be requiring at some point all households to be metered. The flat rate proposed for 2016 is $1,272. 1 237 The metered rate for block 1 water consumption (households) is $1.44 per cubic meter. The following chart illustrates a full build out of a household meter charge in an average household:' Based on annual consumption of 272 cubic meters BLOCK 1 Metered Rate (Household) Rate Components (annum) 2012 Rate Components (annum) 2016 Fixed water service charge $216 36 Fixed water service charge $28134 Fixed sewer service charge (122% of water service charge) $26394 Fixed sewer service charge (122% of water service charge) $327.29 Water consumption meter rate $ 1.10 / cubic meter $299 20 Water consumption meter rate $ 1.44/ cubic mete $39168 Sewer Consumption rate $1.39 / cubic meter $37808 Sewer Consumption rate $1.39 / cubic meter $47785 Total Charge (annum) $115758 Total Charge (annum) $1478 16 The following two charts provide a comparison between flat rate and metered rate households. Flat Rate vs Metered Household Rate (average household) 2012 Flat Rate 2012 2016 Flat Rate $972 $1272 Metered Rate $1157 $1478.16 Difference $182 $20616 2012 — 2016 Water Charge (assumption: meters required in households) 2012 Flat Rate 2016 Metered Charge (aver. Household) Difference in Dollars Percentage Difference $972 $147816 $506 16 52`Ya From these calculations an average household will pay $206.16 more than the flat customer in 2016. If meters are installed in all households by 2016 then customers will be paying $506.16 more than the current flat rate of $972 (52% more). 1 Average household of 4 consumes 68 cubic meters of water quarterly — total of 272 cubic meters per annum. 238 Concerns: 1. The difference between metered rates and flat rates is not inequitable but unaffordable. Flat rate customers have unlimited use of water while metered customers are billed for any consumption thus spreading the inequity even further. In my extensive research, the City of Saint John is the only municipality to levy a sewer charge greater than the water consumption charge. This is illogical as not all water consumed is discharged through the sewer. Most municipalities recognize this point and charge a lower sewer rate component. 4. Approx. 3 three years, the Water Utility undertook 11 water meter study to measure typical household consumption in Saint John. A number of households volunteered for this program and had water meters installed. Despite repeated requests, the results of this study were never disclosed. The results of this study should be applied against the proposed water meter rates so citizens can get a true sense of future water costs. 5. In the staff report submitted last Monday, appendix B was referenced. When I e- mailed City Hall to inquire about the appendix which would have listed a detailed breakdown of expenses by service, I was told that the appendix was removed from the report. My concern arising from this email communication is why did the appendix was removed from this public document which contained detailed expenditures. Again in the spirit of accountability and transparency, the public have a right to know and not the least Council should be informed. Finally, why was only partial information provided in the report on the water meter system? This is a staff accountability issue and would encourage Council to address it. Regards Stephen Chase (Source verified) 30 Anglin Drive Saint John NB 3 239 Saint John - Water Service Rates Page 1 of 1 0 SAINT JOHN Water Service Rates 2012 Plat Rates Effective January 1, 2012 A single unit residence, receiving realer and sewerage services, will pay $972,00. Units Gross Annual 6 month billing Pre- authorlted monthly payment 1.0 972.00 486.00 81.00 2.0 1944,00 972.00 16240 10 2916.00 4158.00 243.00 4.0 3888.00 1944.00 324.00 5.0 4860.00 2430.00 405.00 6.0 5832.00 2916.00 486.00 7.0 6804.00 3402.00 567,00 8.0 7776.00 3888,00 698.00 9.0 8748.00 4374.00 729.00 Lj Water Only 1.0 437.84 218.92 36.49 1 e a s 2.0 875.68 437.84 72.98 J Sewer Only 1.0 534.16 267.08 44.52 2.0 1068.32 534.16 89.03 Metered customers are billed bl•monthly at rates that vary with consumption. C Meter Size Water Sewer Total �/ 1 5/8' 15rnm 36.06 43.99 &7.05 2 3/4' 20mm 53.85 97.99 44.14 3 1' 25mm 60.28 73.54 133.82 4 1 1/2' 40mm 79.26 96.70 175.96 5 2" 54mm 158.12 192.91 351,03 6 3" 75mm 328,58 400,87 729.45 7 4' loomm 571.42 697.13 1, 5 8 6' BUM 898.04 1,095.61 1 3.65 9 8" 200mn1 1,290.40 1,574,29 864.69 10 10'+ 250mm + 1,747.66 2,132,15 3,879.81 Consumption Charge Consumption /Cu, M. /Cu. m. Rate -water Rate -sewer Level 1 For the first 100 11091400 t.9?1828 Level Forthe next 249,900 0.698800 0,652536 Level 3 For all In access of 250,000 0.246600 0.300852 Sewerage charge 122015 of Service Charge & Consumption Charge Penalty 1.5% per month. Q 2012 City of Saint John Sltemap I Privacy I Disclaimer i language 240 http: / /www.saintiolin.ca/er/ home/ cityseivices/ environinent /drinkingwater /rates.print.aspx 22/11/2012 Actionable Resolutions - Reflecting up to the November 19th, 2012 Council Meeting Date Made Resolution Councillor Staff Status RESOLVED that city staff bring forward a recommendation to Common Council on the feasibility of implementing anti - whistling legislation which would limit the use of train horns during specific hours in locations where railway crossings are in close proximity to residential neighbourhoods and people are subsequently 6/9/2008 affected. Donnie Snook City Manager Incomplete RESOLVED that the submitted letter from Karen Kincade dated October 21, 2008 be formally referred to the Ability Advisory Board for a full and comprehensive report on all of the various topics; and further, that upon request, City staff provide the Council's Ability 12/22/2008 necessary support to the Advisory Committee; Joe Mott Advisory Board Incomplete RESOLVED that the City Manager bring forward a report to Council, outlining the mandates and /or justification for the various commissions, boards and committees of common council and subsequently make recommendations on how we could create greater efficiencies by reducing the number of commissions, boards and committees of Council through the elimination and /or consolidation of any of these bodies and 1/12/2009 through the establishment of clear reporting procedures. Donnie Snook City Manager Incomplete RESOLVED that the letter from Councillor Killen dated January 21, 2009 regarding an exemption from flat rate water use increases be referred to the City manager and the City Solicitor for a report City Manager and 1/26/2009 and recommendations. Carl Killen City Solicitor Incomplete RESOLVED that the priorities outlined in the presentation from the Ability Advisory Committee be referred the Acting City Manager for a report and recommendation, and further, that the report include a review of the City of Saint John's workforce and 8/31/2009 1human resources practices to ensure inclusion /diversity practices. n/a ICity Manager lIncomplete 241 Date Made Resolution Councillor Staff Status RESOLVED that Council consider strengthening whatever by -laws exist that safeguard monuments and public spaces, specifically that sitting, standing, skate - boarding and /or other activities be prohibited on monuments; that signage be erected that indicates such prohibitions; that consideration be given to some form of general prohibition on loitering, the details to be provided in a report on the issue developed by the City Manager in 9/29/2009 consultation with the City Solicitor and with the police. Carl Killen City Manager Incomplete RESOLVED that the City Manager be directed to develop a policy framework which will allow City Staff to work safely within the area of community engagement forums, and further, that a report and recommendation be submitted to Council by June 1, 3/29/2010 2010. Peter McGuire City Manager Incomplete Staff report back to Council with the results of the Environmental Impact Assessment and a plan for phased implementation of the 5/25/2010 detention ponds and remaining Associated Works. n/a City Manager Incomplete Direct that a multi disciplinary staff team, including the City Solicitor, examine the existing legislative context in light of the proposal set out herein and identify any amendments which might be required to realize this proposal; and, additionally, that the nature and scope of authority of a public utilities commission, together with its terms of reference, guiding principles, stewardship responsibilities and relationship with Council, be 7/19/2010 articulated for submission to and consideration by Council. n/a City Solicitor Incomplete RESOLVED that the City Manager report back to Council in one month's time with a short term and long term plan for the enhancement of the green space area adjacent to the Martinon 9/13/2010 lCommunity Centre. I Peter McGuire ICity Manager lincomplete 242 Date Made Resolution Councillor Staff Status RESOLVED that the City Manager and the City Solicitor be directed to investigate the feasibility of creating a deferral payment plan, or other options, for citizens who cannot afford to City Manager and 12/20/2010 pay for future water utility increases. n/a City Solicitor Incomplete RESOLVED that the City Manager explore the feasibility of creating an "After Hours" PALS program support model for the City of Saint John's Community Centres in order to ensure that children and youth have an increased level of mentorship, support, and recreational opportunities. The goal is to ensure there are sustainable and enhanced programs in our community centres through the establishment of creative partnerships with 1/4/2011 local businesses. Donnie Snook City Manager Incomplete RESOLVED that the City Manager direct the appropriate City of Saint John staff to open discussions with the owners of the listed properties on Manawagonish Road to begin the process of remediation, with a forthcoming report updating Common 2/14/2011 Council. Peter McGuire City Manager Incomplete RESOLVED that as recommended by the Committee of the Whole (Closed Session), the City Solicitor or his designate be authorized to commence legal proceedings against the Town of Rothesay before the Court of Queen's Bench of New Brunswick arising from the Town of Rothesay's breach of a 1996 Agreement between its predecessor, the Village of Renforth, and The City of Saint John respecting the supply of water by The City of Saint John to the areas known as Kennebecasis Park and Hastings Cove 2/14/2011 in the Town of Rothesay. n/a City Solicitor Incomplete 243 Date Made Resolution Councillor Staff Status Seek appropriate cost sharing agreements with the Province of New Brunswick and the Government of Canada for total Program funding over four years (2012 to 2015) of $172,300,000 (or approximately $57,433,000 from each funding 4/11/2011 partner) n/a City Manager Incomplete RESOLVED that the letter from Councillor Farren entitled By -Law to Prevent the Feeding of Deer Within City Limits be referred to 5/24/2011 the City Solicitor for a report and recommendation. Bill Farren City Solicitor Incomplete RESOLVED that as recommended by the City Manager in the submitted report M &C 2011 -149: Glen Falls Flooding and Residential Relocation, Common Council: 3) Reviews the Flood Risk By -law as it may be applied to the flood risk area identified in the forebay; reviews By -law for changes to prevent further residential construction in the flood risk areas; revises flood risk areas based on Stormwater Management 6/20/2011 Strategy model; n/a City Solicitor Incomplete RESOLVED that the City Manager be directed to examine every option to find the funds for the noted repairs at Seaside Park and report back to Council as soon as possible so these repairs can 7/4/2011 move ahead in 2011. Bill Farren City Manager Incomplete RESOLVED that Council refer to the City Manager for a review, recommendation (and, if recommended implementation prior to the end of September 2011) on a trial basis the installation and broadcast of a live webcam feed from Rockwood Park and Rainbow Park with a view to establishing similar webcam feeds 7/4/2011 from other popular Saint John locations. Mel Norton City Manager Incomplete RESOLVED that the submitted letter from the Leisure Services Advisory Board be referred to the City Manager for a report and 7/4/2011 recommendation. n/a City Manager Incomplete 244 Date Made Resolution Councillor Staff Status RESOLVED that the City Manager review the steps necessary for direct investment from the General Fund in clean water infrastructure in Saint John, and how the payment of this investment can be generated beyond the water ratepayers, and 8/15/2011 to report back to Council on this matter. Mel Norton City Manager Incomplete RESOLVED that the matter of chalk art and busking on the City streets and sidewalks be referred to the City Manager and City City Manager and 9/12/2011 Solicitor for a report and recommendation. Ivan Court City Solicitor Incomplete RESOLVED that the City Manager be directed to explore the possibility of establishing a closer financial relationship with the Parking Commission whereby the City could potentially receive 9/12/2011 revenue from on- street and off - street parking. n/a City Manager Incomplete That the City give written notice to the New Brunswick Power Nuclear Corporation and the New Brunswick Power Holding Corporation in the submitted form of the City's desire to negotiate a new or replacement agreement to the agreement executed on November 2nd,1999 between the City and the New Brunswick Power Corporation respecting the City's provision of fire protection services on the latter's behalf at the Point Lepreau Nuclear Generating Station in accordance with Article 5 thereof (the "1999 Agreement "), and further Common Council direct the Acting Fire Chief or his designate, in collaboration with the City Solicitor or his designate, to negotiate and draft a new or replacement agreement to the 1999 Agreement with the appropriate corporate entity for the subsequent consideration of Common Council and such City Manager and 10/3/2011 jappropriate corporate entity. I n/a ICity Solicitor lincomplete 245 Date Made Resolution Councillor Staff Status RESOLVED that the Common Clerk forward all previously submitted reports regarding Safe Clean Drinking Water and all future reports on the subject to the local provincial caucus and to 10/24/2011 MP Rodney Weston. n/a Common Clerk Incomplete That the letter from Kirby Lucas regarding parking on Regent 11/7/2011 Street be referred to the City Manager. n/a City Manager Incomplete Commissioner of Refer this report to the Commissioner of Finance for an Finance and affordability analysis of the PS &I Plan Version 2 and financial Administrative 11/7/2011 recommendations; n/a Services Incomplete That Common Council direct the City Solicitor to commence the process of revising the By -law in a manner that incorporates the 12/5/2011 Ireform recommendations outlined in this report; I n/a ICity Solicitor lincomplete 246 Date Made Resolution Councillor Staff Status That the Advisory Committee be immediately tasked with studying and making recommendations to Common Council regarding: (1) the setting of the technical /operational requirements of the meters to be used in the Taxi Industry, and (2) the setting of a program to inspect and test the integrity of meters and to develop a system that renders meters "tamper proof ". Once the work of the Advisory Committee is carried out, Common Council will consider the resulting recommendations and direct the City Solicitor to incorporate, where necessary, the recommendations of the Advisory Committee into the By -law. That the Advisory Committee be immediately tasked with studying and making a recommendation to Common Council regarding the curriculum and implementation of taxicab driver training program. Once the work of the Advisory Committee is carried out, Common Council will consider the resulting recommendations and direct the City Solicitor to incorporate, where necessary, the recommendations of the Advisory Advisory 12/5/2011 Committee into the By -law. n/a Committee Incomplete That the Chief of Police and the City Solicitor to be directed to review the administration and enforcement requirements under the By -law and advise Common Council of the resources required to properly carry out these functions. The purpose of this exercise will be to ensure that the license fees charged under the By -law Police Commission 12/5/2011 will achieve cost recovery for administration and enforcement. n/a and City Solicitor Incomplete 4) Follows up to determine the current storage space available in 6/20/2011 the forebay area; n/a City Manager Incomplete 247 Date Made Resolution Councillor Staff Status 5) Prepares a comprehensive program of inspection and 6/20/2011 maintenance for Marsh Creek Drainage system; n/a City Manager Incomplete 6) Updates a flood response contingency plan in the event of flooding with warnings and public communications for severe 6/20/2011 events — through Saint John EMO; n/a City Manager Incomplete 7) Engages the services of a consultant to determine the benefit and feasibility of constructing detention reservoirs on Kelly Lake 6/20/2011 and Ashburn Lake and models the performance of Majors Brook n/a City Manager Incomplete 8) Consults with the YMCA (owners) concerning Ashburn Lake to determine interest in possibly re- building an outlet control structure for the dual purposes of the recreation facility and flood 6/20/2011 water storage; n/a City Manager Incomplete 9) Consults with appropriate staff of other government levels (eg NBEMO) regarding flood assistance and other programs that may 6/20/2011 be pertinent to this situation; n/a City Manager Incomplete 10) Consults with owners (Irvings) of the forebay lands to City Manager and 6/20/2011 determine current status; n/a City Solicitor Incomplete 11) Develops a feasible assistance program for private property owner based on an appropriate cost sharing model and pursue tri 6/20/2011 level government support; n/a City Manager Incomplete 12) Directs the City Solicitor to review the legal ownership of the creek system and physical structures and responsibilities arising therefrom for maintenance and efficiency performance in 6/20/2011 Icarrying flows. I n/a ICity Solicitor Incomplete 248 Date Made Resolution Councillor Staff Status RESOLVED that report dated December 9, 2011 entitled Consultant's Report — Fleet Evaluation Project, and the Executive Summary from Mercury Associates, be referred to the City Manager and Fleet Staff with a directive to report back to Council with; a) The development of a comprehensive fleet utilization and replacement policy, b) The development of a business model that will see the complete recovery by the Fleet Services Division of their operating costs while providing sufficient funding from the annual operating budget to facilitate a stable and sustainable fleet replacement program, c) The development of a Fleet operational model that will support an efficient and effective division that will work cooperatively with the user departments to provide them with the information they need to determine the most cost effective levels of service they can provide with the available assets, and d) To create a process for the periodic review of the size, configuration and effectiveness of the fleet related to service 12/12/2011 delivery. n/a City Manager Incomplete RESOLVED that the City Manager be directed to submit a plan and recommendation so as to bring the City of Saint John's water and sewerage rates within the average cost of communities in New Brunswick, within a defined period of time, including a review of other similarly situated municipalities throughout Canada, including comparators in terms of the technology of water and wastewater systems along with scenarios based on cost sharing 12/19/2011 land non -cost sharing models projecting out to 2025. 1 n/a ICity Manager lIncomplete 249 Date Made Resolution Councillor Staff Status RESOLVED that the City Manager be directed to ensure that necessary and appropriate steps are taken to communicate Council's support with regard to the proposed tax relief measures for public transportation systems in New Brunswick as outlined in Councillor Snook's submitted letter entitled Public Transportation Tax Reforms, Generation of New Revenue for Transit and 1/3/2012 Innovative Transportation Solutions. Donnie Snook City Manager lincomplete RESOLVED that the City Manager be directed to explore potential City Manager, partnerships /funding for the creation of innovative transportation Parking options in the City of Saint John; and further that this be referred Commission and 1/3/2012 to the Parking Commission and to Enterprise Saint John. Donnie Snook Enterprise SJ Incomplete RESOLVED that Council direct the City Manager to draft a governance policy on the appropriate use and non - appropriate use of City owned vehicles; and further, that this draft report be presented to Council no later than the first Council meeting of 1/3/2012 March 2012. Bill Farren City Manager Incomplete That the request to present by the Saint John Port Authority be 1/16/2012 referred to the Common Clerk for scheduling. n/a Common Clerk Incomplete RESOLVED the report entitled M &C 2012 -013: Traffic Line Painting Truck be tabled and the City Manager be directed to investigate whether the neighbouring municipalities would be interested in cost - sharing the traffic line painting truck; and further, that the cost of contracting out the service also be Common Clerk and 1/16/2012 1 investigated. I n/a lCity Manager lIncomplete 250 Date Made Resolution Councillor Staff Status RESOLVED that as recommended by the City Manager in the submitted report M &C 2012 -20: Traffic Line Painting Future Service Delivery: 1. Delay the purchase of updated traffic line painting equipment and salting /sanding attachment, and 2. Direct the City Manager to complete a detailed Traffic Line and Marking Service Outsourcing Decision review and recommend a 1/30/2012 service delivery model to Council in 2012. n/a City Manager Incomplete That the letter from the Saint John Ability Advisory Committee 2/13/2012 regarding Transportation be referred to the Transit Commission. n/a Saint John Transit Incomplete That as recommended by the City Manager in the submitted report M &C 2012 -046: Space Needs Analysis: 1. That The City of Saint John accept Ashford Properties Inc.'s offer to perform, for the City, a space use optimization analysis for the City's leasable area at City Hall; and further 3/12/2012 2. That Staff report back to Council upon receipt of the Report. n/a City Manager Incomplete RESOLVED that the submitted letter from the Cities of New Brunswick Association, dated February 14, 2012, regarding the adoption of a by -law respecting Jacob brakes be referred to the 3/26/2012 City Solicitor for a report. n/a City Solicitor Incomplete RESOLVED that item 11.2 Graffiti from the Common Council agenda of March 26, 2012, be referred to the City Solicitor with a view to preparing a report and recommendation on the implementation of the graffiti management by -law for the City of 3/26/2012 Saint John. Mel Norton City Solicitor Incomplete 251 Date Made Resolution Councillor Staff Status Common Council convene a Water Committee Meeting with provincial and federal counterparts. The meeting would provide an opportunity to exchange updates on the Safe, Clean Drinking Water Program, and inquire as to whether the Government of Canada is able to fund 50 percent of the costs to conduct the P3 Business Case and value for Money Study, and finally, to determine the level of support and cooperation from the 4/10/2012 Government of New Brunswick. n/a City Manager Incomplete RESOLVED that scenario four in the submitted report entitled Sport Field Fee Increases proposing an hourly sports field rate structure of $23.00 per hour for adults and $2.00 per hour for youth, be approved by Council; and that as recommended by the City Manager in said report, staff be directed to consult with members of the public and stakeholder groups about an overall policy guiding decisions on sport user fees and bring same back to 5/7/2012 Council for consideration. n/a City Manager Incomplete RESOLVED that the funding for lifeguards at our beaches previously withdrawn be re- instated, and further that the item be referred to the City Solicitor to examine if there is a legal process by which funding for lifeguards could be guaranteed annually and 5/7/2012 report back to Council. Ivan Court City Solicitor Incomplete RESOLVED that as recommended by the City Manager in the submitted report entitled ONE Change Inc. Proposal - Community Centre Management & Operations, the City Manager be directed to finalize a formal service agreement with ONE Change Inc. for the operation of the C.E. Nicolle Community Centre for Council's 5/7/2012 1consideration and approval. I n/a ICity Manager lincomplete 252 Date Made Resolution Councillor Staff Status RESOLVED that the City Manager be directed to present a progress report to Council with regard to Rainbow Park. This report should provide P.U.LS.E with the opportunity to update 6/18/2012 Council on the work it has undertaken with regard to same. Donnie Snook City Manager Incomplete RESOLVED that report to Common Council highlighting the key components of City's internal and external communication strategy updating Council with regard to the various items 6/18/2012 outlined in Councillor Snook's submitted letter. Donnie Snook City Manager Incomplete That the Multicultural Association of Saint John Inc. request for a representative from The City to the Board of Directors of the Multicultural Association, be referred to the Nominating Nominating 6/18/2012 Committee. n/a Committee Incomplete RESOLVED that the Parking Commission be requested to investigate a text -to -pay (mobile payment) system for submitting parking violations and report back to council with a Saint John Parking 6/18/2012 recommendation in six weeks. Greg Norton Commission Incomplete RESOLVED that the City Manager be directed to add a staff 6/18/2012 directory listing to the City of Saint John website. Donna Reardon City Manager Incomplete That as recommended by the City Manager in the submitted report M &C 2012 -173: Contractor Access on City of Saint John Land that Council: 1. Give permission to a contractor or contractors to undertake improvements to Rainbow Park subject to direction from City staff. 2. Direct staff to prepare for Council's consideration a policy that would set out suitable guidelines and criteria to allow staff to 'fast 7/3/2012 track' certain projects without seeking explicit Council approval. I n/a ICity Manager lincomplete 253 Date Made Resolution Councillor Staff Status RESOLVED that the letter from Councillor Farren entitled Formation of the Energy and Trade Development Committee of Common Council, be referred to the City Manager to seek input 7/3/2012 on the matter from representatives of the Irving Oil Refinery. Bill Farren City Manager Incomplete RESOLVED that the City Solicitor be directed to prepare a Procedural By -Law amendment so as to make it expressly clear in section 3.10 of the By -Law that the two- thirds vote required is two - thirds vote of the entire Council; and that the City Solicitor be directed to prepare for Council's consideration that amendment and, in addition the Solicitor be directed to bring to Council's attention all provisions of the By -Law which establish a two - thirds vote requirement and make any recommendation necessary so as to clearly establish in each case of reference to a two - thirds vote that it is either a two - thirds vote "of the entire council" or "of the members present and not disqualified from 7/3/2012 voting ". David Merrithew City Solicitor Incomplete RESOLVED that the letter from Mary Ellen Carpenter dated June 20, 2012 Regarding Truck Routes be referred to the City 7/16/2012 Manager. n/a City Manager Incomplete RESOLVED that the Police Commission be requested to investigate the implementation of a Citizen Online Crime Reporting System and report back to council with a 7/23/2012 1 recommendation in six weeks. IGreg Norton IPolice Commission lIncomplete 254 Date Made Resolution Councillor Staff Status RESOLVED that, as Council's representative on the Transit Commission, Councillor Snook will work directly with other Municipalities in New Brunswick to ensure that necessary and appropriate steps are taken in order to successfully advocate tax reforms for public transportation in New Brunswick as outlined in Councillor Snook's submitted letter, dated July 12, 2012, entitled Public Transportation Tax Reforms and Innovative Transportation Saint John Transit 7/23/2012 Solutions Tax Relief and Reforms. Donnie Snook Commission Incomplete RESOLVED that as suggested in Councillor Snook's submitted letter, dated July 12, 2012, entitled Public Transportation Tax Reforms and Innovative Transportation Solutions Tax Relief and Reforms, Common Council request that Enterprise Saint John explore potential partnerships /funding for the implementation of Enterprise Saint 7/23/2012 creative and innovative transportation options. Donnie Snook John Incomplete RESOLVED that the City Manager, or his designate, be directed to review upcoming Council agendas and prepare briefing notes on 7/23/2012 those issues which are likely to attract media attention. Shelley Rinehart City Manager Incomplete RESOLVED that the City Manager and /or the Common Clerk be directed to develop a briefing document for all groups or organizations to which Council is asked to nominate or appoint members. Those briefing booklets should, among other things, clearly define the relationship between the group and Council, any contractual or other documented agreements between the group and Council and the nature of their appointment by City Manager and 7/23/2012 lCouncil. IShelley Rinehart lCommon Clerk lincomplete 255 Date Made Resolution Councillor Staff Status RESOLVED that the Nominating Committee be tasked with developing a mechanism whereby (i) Council appointees provide regular written updates on the activities of the organization to which they have been appointed; (ii) Council appointees provide a record of their attendance; (iii) Council appointees provide Nominating information should a time sensitive issue come up that is of Committee and 7/23/2012 particular importance to Council or the City. Shelley Rinehart Common Clerk Incomplete RESOLVED that the letter from Councillor Merrithew entitled Budget Process Study be tabled pending a report from the City Common Clerk and 7/30/2012 Manager. David Merrithew City Manager Incomplete RESOLVED that Council instruct the City Manager and City Solicitor to determine the process and mechanics required to join the two boards (Transit and Parking) and to report back to City Manager and 7/30/2012 Council. David Merrithew City Solicitor Incomplete RESOLVED that the City Manager be directed to provide a report outlining the legal and financial relationship between the City and the Trade & Convention Centre and a summary of needed work 7/30/2012 and related costs. John MacKenzie City Manager Incomplete RESOLVED that item 12.6 Synopsis and Comment Upon the Regional Service Delivery Act be received for information; and further, that the City Solicitor be authorized to distribute this report to the Cities of New Brunswick Association and other 7/30/2012 municipalities. n/a City Solicitor Incomplete RESOLVED that item 11.5 Criminal Record Checks for appointees Common Clerk and 8/13/2012 be referred to the Common Clerk and City Solicitor. Susan Fullerton City Solicitor Incomplete RESOLVED that the City Manager be directed to examine the truck routes in Saint John and make recommendations to 8/13/2012 improve public safety. Shelley Rinehart City Manager Incomplete RESOLVED that the City Solicitor be directed to prepare a draft fire prevention by -law, which is to include the cost of 8/13/2012 enforcement and cost recovery fees. n/a City Solicitor Incomplete 256 Date Made Resolution Councillor Staff Status RESOLVED that the submitted report entitled By -Law Respecting Unsecured Refuse on Properties, be received for information; and further, the City Solicitor be directed to report back with a draft By -Law Respecting Unsecured Refuse on Properties, by the end of 8/13/2012 November 2012. n/a City Solicitor Incomplete RESOLVED that the City Manager be directed to devise a plan to complete the outstanding resolutions of Council appearing on the 8/13/2012 Actionable Items /Record of Motions document. Bill Farren City Manager Incomplete RESOLVED that the report M &C 2012 -203: Adding Topsoil and Grass Seed to Vacant lots after a Dangerous Building has been Demolished by the City be received for information; and further, the City Manager be directed to examine additional possible 8/13/2012 methods to supply topsoil to vacant lots. John MacKenzie City Manager Incomplete That the letter from Carleton Branch #002 regarding moving the 8/27/2012 cenotaph back to Tilley Park be referred to the City Manager. n/a City Manager Incomplete RESOLVED that Common Council direct the Common Clerk to report back to Council regarding the creation of an electronic solution whereby the Nominating Committee: (1) Would have safe, secure and convenient access of applicant's resumes and CV's. (2) Could view a comprehensive list of the ABCs, their respective 8/27/2012 members and mandate Greg Norton Common Clerk Incomplete RESOLVED that item 11.3 Press Releases (Councillor Fullerton) be 8/27/2012 referred to the City Manager for a report and recommendation. Susan Fullerton City Manager Incomplete RESOLVED that all lawsuits presently underway by the City be disclosed, in detail, to Mayor and all members of Common Council immediately, and that this is done in each and every City Solicitor and 8/27/2012 1 instance going forward. ISusan Fullerton ICity Manager lincomplete 257 Date Made Resolution Councillor Staff Status RESOLVED that all lawsuits currently being advanced against the City, and all lawsuits against the City, of which the City is aware, be disclosed, immediately, in detail, to the Mayor and all members of Common Council, and that this is done in each and City Solicitor and 8/27/2012 every similar instance going forward. Susan Fullerton City Manager Incomplete That the request to present to Council from the Saint John Board 9/10/2012 of Police Commissioners be referred to the Clerk to schedule. n/a Common Clerk Incomplete RESOLVED that the letter from Councillor Norton entitled Simms Corner be referred to the City Manager to arrange a meeting between City staff and Mr. Alan Benton, P. Eng.; and further, prior to a presentation being scheduled with Common Council that a report and recommendation be received from the City Manager 9/10/2012 on this item. Greg Norton City Manager Incomplete RESOLVED that Council direct the City Manager to report to Council in closed session within the next 30 days with respect to filling various staff vacancies, including that of the Deputy Fire 9/10/2012 Chief. Shirley McAlary City Manager Incomplete 258 Date Made Resolution Councillor Staff Status RESOLVED that as recommended by the City Manager in the submitted report M &C 2012 -233: Construction of Mattro Street, Bally Desmond Subdivision Phase 3 that Common Council agree to reimburse A.J. Mallette and Sons (1985) Limited for those costs associated with the cost of constructing the extension of Mattro Street from the Mallette and Sons property line westward to Jadvo Street consistent with the Saint John Subdivision Bylaw and the City's General Specifications respecting the construction of streets. Further, it is recommended that the City Solicitor be directed to prepare or revise the necessary City /Developer Subdivision Agreement to ensure provision of the required work and facilities 9/10/2012 and the City reimbursement proposed. n/a City Solicitor Incomplete 2. Direct staff to examine all remaining Truck Routes in the City of Saint John in conjunction with the preparation of an updated 9/10/2012 Transportation Strategic Plan. n/a City Manager lIncomplete RESOLVED that the letter from the Millidgeville -North End Lions regarding the Charles Gorman Canteen be referred to the City 9/10/2012 Manager. n/a City Manager Incomplete RESOLVED that Council request that the City Solicitor report back to Council regarding a previous Council resolution respecting 9/10/2012 vendors in public spaces. n/a City Solicitor Incomplete RESOLVED that the report from Morgan Lanigan regarding a proposed traffic calming pilot program for Douglas Avenue be 9/24/2012 referred to the City Manager. n/a City Manager Incomplete RESOLVED that the City Manager arrange for senior staff to complete a confidential 360 Review of members of Council the results of which would only be shared with the individual who is reviewed and the Mayor; and further, that Council complete a 9/24/2012 360 Review of the Mayor. Mayor Mel Norton City Manager Incomplete 259 Date Made Resolution Councillor Staff Status RESOLVED that Council direct the City Solicitor to amend By -law M -27 to include the mandatory use of an approved helmet and 9/24/2012 further that the amendment be referred to as Josh's Law. Greg Norton City Solicitor Incomplete RESOLVED that Council direct the City Manager to investigate the 9/24/2012 elimination of Chesley Drive and Douglas Avenue as truck routes. John MacKenzie City Manager Incomplete RESOLVED that the City Manager arrange a time to have all of Council brought up to speed on the pension changes that were put forward to the legislature for needed changes, otherwise 10/1/2012 known as S7b. Bill Farren City Manager Incomplete RESOLVED that the City Manager be directed to create a policy whereby heavily traveled streets in The City are paved in the off hours, and further, in cases where off hour paving is done that it not exceed 10 percent of normal cost and if so it is brought back 10/1/2012 for Council to decide on the value of doing so. Bill Farren City Manager Incomplete RESOLVED that the report entitled Planning Advisory Committee: Skills Matrix be referred back to the Planning Advisory Committee with the request that it submit a skills matrix to Common Council Planning Advisory 10/1/2012 in order to help ensure diversity on the committee. n/a Committee Incomplete RESOLVED that the request from the Canadian Folk Music Awards 10/1/2012 2012 Saint John Committee be referred to the Clerk to schedule. n/a Common Clerk Incomplete That the Discover Saint John request to present be referred to the 10/9/2012 clerk for scheduling. n/a Common Clerk Incomplete RESOLVED that item 15.1 entitled Harbour Skating Club — Request for Free Ice Time be referred through the City Manager to the 10/9/2012 Regional Mayor's Caucus. n/a City Manager Incomplete 260 Date Made Resolution Councillor Staff Status RESOLVED that item s11.1 entitled Parking on Douglas Avenue (Councillor MacKenzie) be referred to the City Manager to receive 10/9/2012 input from the Parking Commission and Municipal Operations. John MacKenzie City Manager Incomplete RESOLVED that item s11.2 Animal Control By -Law (Councillor MacKenzie) be referred to the City Manager and City Solicitor to draft appropriate language for a proposed by -law amendment, and further that this be brought back to Council for approval City Manager and 10/9/2012 within thirty days. John MacKenzie City Solicitor Incomplete RESOLVED that the City look into maintaining its vacant lots and 10/15/2012 that an acceptable standard of maintenance be established. Donna Reardon City Manager Incomplete RESOLVED that a revised policy with respect to requests by organizations to present to Council wherein organizations would provide a written submission to the Common Clerk's office to be added to the agenda for Council's review and that Council will make a decision as to the organizations that will appear before Council and further that the presentations be grouped together; and that Items 15.1 through 15.3 regarding the requests to present by various organizations are subject to this policy, be 10/15/2012 adopted. n/a Common Clerk Incomplete 11.1 RESOLVED that the City Manager be directed to advise Council of the list of vacant lots and lands, including parking lots, 10/22/2012 that could be advertised for sale. David Merrithew City Manager Incomplete 12.6 RESOLVED that as recommended by the City Manager in the submitted report M &C2012 -272 City Market Head Tower — Hydraulic Flushing of Sprinkler Lines: 4) The Common Council refers the recommendation for a two - phased approach to the renovation of the City Market Head City Manager 2013 10/22/2012 ITower to 2013 budget deliberations I n/a IBudget lIncomplete 261 Date Made Resolution Councillor Staff Status 14.2 RESOLVED that the Actionable Resolutions — Reflecting up to City Manager, City the October 15 Council Meeting be referred to the City Manager, Solicitor, Common 10/22/2012 Solicitor and Common Clerk to update the list. n/a Clerk Incomplete 5.1 That the letter from the Saint John Fire Fighters' Association 10/29/2012 regarding collective bargaining be referred to the City Manager. n/a City Manager Incomplete 11.1 RESOLVED that the City Manager be directed to provide a report on the current status of Glen Falls flooding issues by December 1, 2012, which is to include the current schedule for 10/29/2012 emptying the trenches, and the current status to maintain them. Ray Strowbridge City Manager Incomplete 262 Date Made Resolution Councillor Staff Status 1. All agencies, boards and Commissions ( "ABCs ") appointed by Council must give a written report outlining number of meetings, attendance, activities and decision making on a bi- annual basis; by the end of June and before mid - November unless otherwise directed by Common Council. Some major ABC'S may wish to report in person to Common Council on a more regular basis and that will be determined on an individual basis at the wish of Common Council 2. All appointments made by Council for all ABC'S will be for a period of three years with the possibility of one re- appointment term of three years which would allow an individual to serve a total of six years. After an individual has served a total of six years the individual must remain off that particular ABC for a period of at least one year. This will become effective as of the date of this report being approved by Common Council. 3. If Members of Common Council are nominated to serve on any given ABC they will serve only their full term of Council period. 4. The Nominating Committee should be conscious of the fact of appointing citizens to only one ABC, in order that more individuals may have the opportunity to serve. 5. As a first step towards ensuring that our ABC'S are more Common Clerk and accountable to Common Council, each ABC should fully Nominating 10/29/2012 understand their mandate and should understand what skill sets Shirley McAlary Committee Incomplete 11.3 RESOLVED that the report entitled Funding for Transit in 2013 Budget (Councillor Snook) be referred to the 2013 budget City Manager 2013 10/29/2012 Ideliberations. I Donnie Snook IBudget lincomplete 263 Date Made Resolution Councillor Staff Status RESOLVED that Council request a report from the Saint John Transit Commission which outlines all of the revenue generated outside of daily operations, or normal routes (ie chartered tours for cruise ship passengers) and any new initiatives that Saint John Saint John Transit 10/29/2012 Transit has taken since May 2012 to improve revenue generation. John Mackenzie Commission Incomplete 11.4 RESOLVED that the report entitled Affordability of Aquatic Center Public Swims (Councillor Snook) be referred to the Aquatic Aquatic Centre 10/29/2012 Centre Commission. Donnie Snook Commission Incomplete 11.5 RESOLVED that the following resolution adopted by Council on June 7, 2010: "RESOLVED that as recommended by the City Manager in the submitted report M &C 2010 -195: Cedar Point Estates Development Standards and Infrastructure Maintenance, Common Council consider the issues and options outlined in said report, and direct staff to develop a long term strategy, in consultation with the neighbourhood and developers, for appropriate future standards for these developments" be prioritized by City Staff and that a follow up has occurred within 10/29/2012 14 days of today's date. Susan Fullerton City Manager Incomplete RESOLVED that the report entitled City Owned Vehicle Policy be referred back to the City Manager to return with a recommendation to update the policy, for example remove the provision that permits vehicles to be taken home by staff, or prohibit vehicles being taken outside the city boundaries unless it 10/29/2012 is for city related business. Bill Farren City Manager Incomplete 15.1 RESOLVED that the report entitled Saint John Theatre Company — Fundy Fringe Festival be referred to the 2013 budget City Manager 2013 10/29/2012 deliberations. n/a Budget Incomplete 15.2 RESOLVED that the report entitled Saint John Theatre Company — Annual Operating Funding be referred to the 2013 City Manager 2013 10/29/2012 1budget deliberations. I n/a IBudget lincomplete 264 Date Made Resolution Councillor Staff Status 11.1 RESOLVED that Council consider reinstating the Spring Clean Up program beginning in the spring of 2013; and further that the City Manager be directed to submit a report including the cost of administering this program as well as any savings realized by the City when it discontinued the outsourcing of curbside garbage pick -up to FERO Waste & Recycling Inc.; and further that this City Manager and 11/13/2012 matter be referred to budget deliberations. David Merrithew 2013 Budget Incomplete 12.1 RESOLVED that as recommended by the City Manager in the submitted report M &C 2012 -275: Bike Route - Campus Harbour Connection Common Council: 4. Direct the City Solicitor to place in proper translated form the following amendments to the City's Traffic By -Law for Council's consideration when the bike route is implemented in 2013: a. Add Adelaide Street with limits Harrington Street to Metcalf Street to Schedule M -4 (40 KM /H Speed Limits); b. Add Metcalf Street with limits Main Street to Lansdowne Avenue to Schedule M -4 (40 KM /H Speed Limits); and c. Delete Metcalf Street with limits Main Street to Lansdowne 11/13/2012 Avenue from Schedule K (Truck Routes). n/a City Solicitor Incomplete 15.2 RESOLVED that the letter entitled The Hardman Group Ltd. — New Year's Eve Celebrations 2012 be referred to the City 11/13/2012 Manager. n/a City Manager Incomplete 16.1 RESOLVED that Common Council request that the Saint John Police Commission submit a report within 30 days regarding the feasibility of using existing City By -Laws such as the Sidewalk By- Law and Traffic By -law to be more proactive in removing prostitutes from the uptown area, specifically on Cliff Street, Coburg Street, Paddock Street, Peter Street, Garden Street and 11/13/2012 Waterloo Street. ISusan Fullerton 113olice Commission lincomplete 265 Date Made Resolution Councillor Staff Status 16.3 RESOLVED that the submitted report entitled Saint John Parking Commission — Feasibility of Text to Pay System for 11/13/2012 Payment of Parking Fines, be referred to the City Manager. n/a City Manager Incomplete 16.4 RESOLVED that the submitted report entitled Saint John Parking Commission — Pay by Phone System for Parking Meters, 11/13/2012 be referred to the City Manager. n/a City Manager Incomplete 16.6 RESOLVED that the letter entitled Hodges Hamm - Real 11/13/2012 Estate Signs on Public Property be referred to the City Manager. n/a City Manager Incomplete 17.1 RESOLVED that the Commissioner of Finance and Administrative Services be directed to request from the Commissioner of Superintendent of Pensions deferral of additional contributions Finance and required as a result of the 2011 Actuarial Valuation until such Administrative 11/13/2012 time as the result of the reform process has been finalized. n/a Services Incomplete 11.1 RESOLVED that the City Manager and appropriate staff be directed to initiate discussions with the Saint John Port Corporation to explore the potential for using the Long Wharf site 11/19/2012 as a potential location for a 4 -Plex recreation facility. Mel Norton City Manager Incomplete 11.3 RESOLVED that the letter from the Councillor Snook entitled Community Plans /Revitalization Strategy for Urban Core Neighbourhoods be referred to the City Manager for input and direction from our City's Growth and Development Services Department with regard to the creation and implementation of Community Plans /Revitalization Strategy for the above named 11/19/2012 urban core neighbourhoods. Donnie Snook City Manager Incomplete 15.1 RESOLVED that the letter from the Committee of the Irving Oil Saint John Christmas Tournament regarding arena fees be 11/19/2012 referred to the City Manager. n/a City Manager Incomplete 266 Date Made Resolution Councillor Staff Status 16.3 AND BE IT FURTHER RESOLVED that the City Manager is directed to deliver written notice thereof to W. J. Hargrave & Company Inc. in accordance to the terms and conditions of the 11/19/2012 Agreement. n/a City Manager Completed 16.5 Direct the Common Clerk to schedule two Council meetings, one on Friday November 30 (3 p.m. to 6 p.m.) and the second on Saturday December 1(9 a.m. to 2 p.m.) for core service review results and service level options to be considered as part of the 11/19/2012 2013 service -based budget. n/a Common Clerk Incomplete 16.6 RESOLVED that as recommended by the City Manager in the submitted report entitled City of Saint John and Atlantic Canada Opportunities Agency's Community Infrastructure Improvement Fund: Common Council: 1. Direct City Manager to immediately prepare and submit an application to ACOA for the City Market Head Tower Revitalization project under the Community Infrastructure 11/19/2012 Improvement Fund. n/a City Manager Incomplete 16.7 RESOLVED that the report M &C 2012 -260: 2013 Water and Sewer Utility Capital Budget Common Council be tabled until November 26, 2012. 16.13 RESOLVED that the submitted report M &C 2012 -281: Proposed 2013 Operating Budget — Water and Sewerage Utility 11/19/2012 Fund be tabled until November 26, 2012. n/a Common Clerk Incomplete 16.12 RESOLVED that the Common Clerk's Office prepare a letter on behalf of Mayor and Council congratulating Francis McGuire and the late Neil McKelvey c/o son Peter McKelvey on their 11/19/2012 inductions to the New Brunswick Business Hall of Fame. n/a Common Clerk Completed 267 Date Made Resolution Councillor Staff Status 16.15 RESOLVED that a Committee of the Whole meeting be scheduled on Wednesday, November 21st, 2012 at 4:30 p.m. in the 8th floor boardroom of City Hall to discuss a personnel matter; and further that a Committee of the Whole meeting be scheduled on Thursday, November 29th, 2012 at 7:00 p.m. in the 11/19/2012 8th floor boardroom of City Hall to discuss a financial matter. n/a Common Clerk Incomplete 17.1 RESOLVED that notwithstanding the hiring freeze, the City Manager be directed to proceed with filling following positions: Commissioner of Growth and Development; Manager of Industrial Relations; Manager of Staffing and Development; 11/19/2012 Facilities Management Position; Communications Officer. n/a City Manager Incomplete 16.2 RESOLVED that the letter from Councillor Merrithew entitled Meetings Between City Staff and Local Builders and Developers be referred to the City Manager for a report outlining the appropriate structure and terms of reference for the proposed 11/19/2012 meetings between staff and developers. David Merrithew City Manager Incomplete .: �6 5 REPORT TO COMMON COUNCIL M &C- 2012 -289 November 23, 2012 His Worship Mayor Mel Norton and Members of Common Council Your Worship and Councillors: 4 IU city of S" John SUBJECT: Saint John Irving Oil Christmas Tournament Arena Fees BACKGROUND: For many years hying Oil has hosted a major hockey tournament over the Christmas Break at our municipal arenas. When the tournament was in its infancy, the City of Saint John did not charge this group any rental fee. As the tournament grew and generated profit, a small fee was established and implemented. The amount of the fee increased slightly over the years to $2,320 in 2011 or approximately $16 per hour of ice. At the November 19a` Council meeting on the agenda was a letter from the Tournament Committee requesting that they be invoiced the same amount as in 2011. ANALYSIS: The fee charged to this group in 2011 was $2,320 while the applied 2012 tournament fee of $86 per hour equates to $12,298 for the 143 hours of ice requested. Consequently, the committee is seeking a sponsorship of from the City of Saint John in the amount of $9,978. The tournament will run from December 27a' to December 30`h 2012. The tournament attracts teams from many age groups including Atom, Pee Wee, Bantam, Midget and High School. The tournament has male and female teams and divisions while thirty five teams are from outside of Saint John. Information from Saint John Destination Marketing Organization (DMO) suggests that this could generate spin -offs of approximately $10,000 for the local economy over the three days. The tournament organizers reinvest the revenues generated from this tournament back into the Saint John community and this group has given a substantial amount of money to local hockey associations, PRO Kids, and MADD to name a few. The total to date since 1992 is approximately $204,000. - Report to Common Council Page 2 November 23, 2012 CONCLUSION: Staff believes the following benefits are associated with hosting the Irving Oil Christmas Tournament: 1. Fundraising initiative that benefits local minor sport organizations and community groups. 2. An activity that keeps youth active engaged and focused over the Christmas break. 3. Keeps City of Saint John Arenas occupied during a period where selling ice is challenging. 4. Promotes Saint John as a tournament destination. It is staffs belief that if the applied tournament rate of $86 per hour is instituted it will greatly affect the donation capabilities of the group. It is because of this along with the community benefits and economic spin -offs that a sponsorship is warranted. RECOMMENDATION: 1. Approve sponsorship request from the Irving Oil Christmas Tournament Committee; 2. Allow for a total tournament fee reflecting 2011 invoice of $2,320 plus 10% ($2,552) to be consistent with this year's 10% rate increases. 3. Direct staff to initiate changes to the Irving Oil Christmas Tournament contract and invoice. Respectfully submitted, Ad,— Ray Walsh BPE, MBA Parks Operations Manager Transportation and Environment Wm. Edwards P.Eng. Commissioner Transportation and Environment Michael Hugenholtz P. Eng. Deputy Commissioner Transportation and Environment ck Woods CGA City manager 270 REPORT TO COMMON COUNCIL M & C 2012 - 290 November 22, 2012 His Worship Mayor Norton And Members of Common Council Your Worship and Councillors: f -`% 11e city of Mat john SUBJECT: Land for Public Purposes Trust Fund Application Porter Memorial Playground Project (Seawood School) BACKGROUND The development of vacant land results in a further demand for land for recreational enjoyment of the neighbourhood, community and the City. The Community Planning Act requires the developer of a subdivision to either set aside land for public purposes, or to set aside an amount of money based on the market value of the land. These funds are held in the Land for Public Purposes Trust Fund. The Porter Memorial Playground Project has requested funding to install a new playground at Seawood Elementary School. This playground will serve as a memorial to Jack and Hannah Porter who were killed in a tragic car accident along with their father, Constable Jason Porter, on February 15, 2009. Hannah was a student at Seawood School. This proposed playground will provide accessibility features that will enable all children the opportunity for use and play. The playground is designed with environmental features and components that will encourage educational opportunities through experiential play and structured learning at Seawood School. The new playground replaces existing equipment which was installed in 1999 at the School. As well, the playground will be relocated to a new site on school property that enables the redesign and improvement of the school bus "drop off' area for students. The total cost of the project is $140,000. The applicant has secured $45,000 through fundraising efforts and continues to lobby support of the project through other means such as other government and community grants. The project committee is requesting $5,000 from the LPP Trust Fund. The Anglophone South School District and Seawood School support this project and will assume responsibility for maintenance and care of the playground. 271 M &C 2012 — 290 Page 2 LPP Trust — Porter Memorial Playground ANALYSIS This proposed project ties in well with Plan SJ which talks about better cooperation between the municipality and the local schools. This cooperation results in less duplication of recreational facilities as well as increased capacity to support investments in infrastructure improvements. The existing playground at this school is approaching the end of its useful life and is in need of replacement. This project meets the 'Guidelines for Evaluation of Requests for Contributions from the LPP Trust Fund', which is part of the policy document adopted by Common Council (see attached). INPUT FROM OTHER SOURCES The Anglophone South School District advises that the current enrollment of Seawood School is 120 students. Also there are 25 children from this neighbourhood who attend the French emersion program at Havelock School. In comparison Seawood School enrollment in 1999 was at 131 students, The Planning Department advises that there are 263 children under the age of 15 within the neighbourhood catchment area in comparison to 535 children in 1999. Although the demographic data shows a decline in this demographic age bracket, Seawood School remains stable in its enrollment. There remains a large number of children within the catchment area of this facility. Seawood School serves an active neighbourhood that will benefit from a revitalized playground. FINANCIAL IMPLICATIONS The balance in the LPP Trust Fund at the end of October 2012 was approximately $26,000. The application being considered will total $5,000. Should the recommendations be approved the balance of the LPP Trust Fund will be approximately $21,000. RECOMMENDATIONS It is recommended that Common Council, under the existing policy, 1. APPROVE a LPP grant of $5,000 to the Porter Memorial Playground Project with condition that; 272 M &C 2012 — 290 LPP Trust — Porter Memorial Playground Page 3 a. A certificate is received from the Superintendent of the Anglophone South School District stating that the playground and equipment at Seawood School shall be open for recreational use and the enjoyment of the general public; and that the Anglophone South School District accepts responsibility for maintenance and safety inspections of the area and equipment; a. that a letter be provided to the City of Saint John from the equipment supplier stating the equipment and installation fully comply with Canadian Safety Association standards; Respectfully submitted, Michael Hugenholtz, P.En . Deputy Commissioner, Transportation and Environmental Services Services R at ick Woods, CGA City Manager KW Wm. Edwards, P.Eng. Commissioner, Transportation and Environmental Attachments: Figure 1— Census information for area surrounding Seawood School Policies for the Acceptance of Land for Public Purposes and Use of LPP Funds Project Information from Porter Memorial Playground Committee 273 M &C 2012 — 290 LPP Trust — Porter Memorial Playground Page 4 Figure 1: Census information for Area surrounding Seawood School 274 August 21, 2012 Leisure Services City of Saint John 171 Adelaide Street Saint John NB, E2K 1W9 Attention: Mr. Michael Hugenholtz Be: SeawoA Elementary School (Porter Playground)- Support from Rand, for Public Purposes Dear Mr. Hugenholtx, My name is Keith Melvin and I am a committee member on the Porter Memorial Playground Project. The mission of this committee is to build a new playground at Seawood Elementary School in memory of Jack and Hannah Porter, who were killed In a tragic car accident along with their father, Constable Jason Porter, on February 15, 2009. Hannah was a student at Seawood School The committee is hard at work on the financing and development of the playground To date, the committee has raised over $45,000 for this $140,000 project. We are continuing to work hard with suppliers and government groups to secure the remainder of funding needed to complete the project. The reason we are writing Leisure Services is to formally request $5,000 through the Land for Public Purposes Program. For your reference, I have provided a small package that includes a further description of the project, schematics, an aerial photo showing the location, and a summary of other costs and sources of funding and support. I trust this will help you make a decision on this very worthwhile project for the west side community Should you have any questions you can contact me on my cell at 721- 3435. I can also be reached by email at skmelvin @rogers.com I look forward to talking with you. Sincerely, Keith Melvin 275 On February 15, 2009 a Saint John wife and mother of 2 went to work as a Registered Nurse at the Saint John Regional Hospital while her children and their father travelled to visit grandparents near Woodstock, New Brunswick. This otherwise ordinary day ended in tragedy when the car they were travelling in collided with a commercial bus. Jack Porter (age 2 ), Hannah Porter (age 5} and their Father RCMP Officer Constable Jason Porter were all killed instantly. In the wake of this tragedy, those left to mourn struggle to achieve some good in memory of lost loved ones. Christy Porter,along with her family, friends,and her devoted colleagues of the SaintJohn Regional Hospital Labor and Delivery Unit has set out to honor the memory of Christy's family. Plans are underway to build a new children's playground at Seawood Elementary School on SaintJohn's west side. This is the school Hannah attended for her Kindergarten year_ planting and an area to implement a school recycling program. The educational components we are addressing are to create a playground that isaccessible for all children. This would allow all students to participate in outdoor physical education classes, promoting gross motor development, providing sensory learning in a unique and engaging way while encouraging age appropriate learning. In Christy Porter's time of unimaginable grief and devastation, there is enormous sadness. In the midst of allthis,Christy has chosen to honor the Iegacyof her two children and husband who had spent countless hours at the playground that we are attempting to build and revitalize. An estimated cost of this project is $150,000 with a completion timeframe by end of 2012. We have partnered with the Saint John Regional Hospital Foundation to hold all the funds in trust. To date over $45,000 has been raised. Several major fundraisers have been held along with some creative heartfelt efforts by Hannah's classmates including a student play and children requesting birthday gifts to be donated to the playground fund. The playground committee consists of an excellent cross section of volunteers who are dedicated to bringing this project to fruition. Please find below a listing of past and current activities. The area itself is very active. In addition to the school activity, the ball field is occupied many evenings in the summer time with t -ball and children's baseball. As well, the school is used in the summer months for a municipal Parks & Recreation Program. Every day in the summer, kids from all over the 276 A working committee has been created to undertake this project. _ It is our hope that an accessible playground can be constructed *�w+� ►, j! on the grounds of Seawood Elementary School. We feel this ti would benefit the students of the school as well as the children ' and families in this community. It has been recognized that this area of the city is long overdue for adequate recreation facilities to promote healthy and active living. Some of the environmental features we will be focusing on are environmentally friendly lighting, a community garden,tree planting and an area to implement a school recycling program. The educational components we are addressing are to create a playground that isaccessible for all children. This would allow all students to participate in outdoor physical education classes, promoting gross motor development, providing sensory learning in a unique and engaging way while encouraging age appropriate learning. In Christy Porter's time of unimaginable grief and devastation, there is enormous sadness. In the midst of allthis,Christy has chosen to honor the Iegacyof her two children and husband who had spent countless hours at the playground that we are attempting to build and revitalize. An estimated cost of this project is $150,000 with a completion timeframe by end of 2012. We have partnered with the Saint John Regional Hospital Foundation to hold all the funds in trust. To date over $45,000 has been raised. Several major fundraisers have been held along with some creative heartfelt efforts by Hannah's classmates including a student play and children requesting birthday gifts to be donated to the playground fund. The playground committee consists of an excellent cross section of volunteers who are dedicated to bringing this project to fruition. Please find below a listing of past and current activities. The area itself is very active. In addition to the school activity, the ball field is occupied many evenings in the summer time with t -ball and children's baseball. As well, the school is used in the summer months for a municipal Parks & Recreation Program. Every day in the summer, kids from all over the 276 The Porter Memorial Playground Project Prepared: August 21,2012 Presented By: Porter Memorial Playground Committee (Seawood Elementary School) Seawood Elementary School 59 Sand Cove Road Saint John, NB, E2M K5 277 city come to Seawood School for recreation and day activities. Each year approximately 30 children participate in this program Between the regular school children, neighborhood children, and various activities that take place on school property, the new playground will provide a much needed asset for these children to develop lifelong habits of physical activity Once constructed, the school and school district will assume responsibility for the playground. Funding activities and sponsors Dinner /Auction - This was a collaborative effort between the Seawood School Committee members and the Nursing Staff at the Saint John Regional Hospital Labour and Delivery Unit We had generous donations from across the greater Saint John community and with the support of the AQ Tavern as a venue, the group held a successful fundraising auction_ This event raised over $20,040. Seawood School BBQ/Family Fun Day - On June 14`h, 2009 Seawood Elementary School hosted a community BBQ :Organized by school staff and the Seawood Parent Social Committee, all proceeds raised went directly to the Memorial Play Park Fund. At the event a number of different events took place that provided entertainment for patrons. From the BBQ, jumpy castles to performances from local children's entertainers Zanny Lane and local magicians, everyone in attendance enjoved the day. The overwhelming generosity of the greater Seawood community raised over $6,000 for the Memorial Playground • RCMP Vet's Association Donation - Upon learning about the tragedy through, Tim Hoban, VP of the RCMP Veterans Association, contacted the committee and upon receiving full support from their board made a monetary donation to the Playground fund • Saint John Regional Hospital Foundation Donation - The SJRH Foundation after learning about the tragedy offered to open a trust account for the committee and opened the account with a $1500 donation The SJRH Foundation gives the committee an instant credibility boost and has been involved through our fundraising efforts. • Collection Jars at West Side Sobeys -Tim Barton, Manager of the Sobeys West Side, began a fundraising effort to support the playground by adding collection boxes at all cashier counters and hosting a BBQ day for the community- Tim's efforts will be put toward food and drink for the build day. • Kiwanis Cash Calendars With the help of the Saint John Kiwanis Chapter, their 2011 Cash Calendars were sold and all funds raised went towards the playground fund. + Ossekeag (WesTides Publication): During the time the committee had entered into the Aviva Community Fund Competition, Ossekeag had provided free marketing space in the community publications to assist to promoting support for the playground 278 • City of Saint John The city has been directly involved and will be supporting this Memorial Playground Project with potential site preparations, equipment usage and project plan ning/corrimunications resources. Former west side councilor Peter McGuire has attended our committee meetings and fully supports the Playground. The committee will he working with the new city council to ensure this project is a success MP Redney Weston has also been contacted and confirmed that he will be searching various Federal departments for funding towards this playground project. Committee Chairman Michael Breau Phone 757 -8310 Email. breau7 @Kmail com Seawood Elementary School Principle Matthew Bedard Phone 658 -5366 Email matthew bedard@nbed.nb.ca 279 LML ol* 91 �d W �-e kR r 9 A c _ �1 0 L mac+ c saY ro E ENu°i + r r a? cc41 �?Z m i+ m ;I m P a NFg dab ryOeT 0, 'n 41 Fa- L a. C3 o.0 U .9 Y a QaFuLL E is i�� � SIT --UYU3 o��G6•�ws �4 $E���iie a�e 'a - 4..em V� � _ � 9� aLU YM1•t l� �_f�C }pp};; b m e ryxya'gJ �e aSSf3 a yT opR R @ m 5 upuG P22�'�� 1C4�� K i v p� v, �r .f .`ter •7� i - r r F 88 m @@E �o a g jIf LR 2 x N�. �� � ,E 83wGo_P�ZSe ��F b��i� Playgrounds Fun 8<Eand QUOTATION Quote Prepared For Michael Breau PlayPower LT Farmington, Inc. One Iron Mountain Drive Farmington, MO 63640 USA 1 -800- 325 -8828 Quote Number: LH648_41136788588_i Quote Date: 2012 -08-15 Valid For: 30 Days From Quote Date PlayArea 1 Product line: KidBuilders Age group: 5 -12 Post "type. Gaiv 13ga- / Plastic Global defaults Project Name & Location. Porter Memorial Playground 859 Send Cove Road Saint John, NB KB Accent Color Yellow Kid Builder Post Color NoValue KB PnVCrwl Tunnel Clr Train Green KB Roof Color Blue KB Sid/Float Stone CIr Sport Red KB Vinyl color Blue NRG Post Color NoValue Infinity, 1 Plastic Cir Blue Infinity 2 Plastic Cir Train Green InfinityPad 1 Plastic Cir Warm Granite NRG Accent Color Yellow Heritage Recepticale Clr Blue Legacy Paint Cir Blue Legancy Poly Cir NoValue Us/Csa Labels For Swings US Swing Label TP Swing Beam /Leg Cir Blue TP Yoke Color Blue Independent Accent Color Yellow MaxPlay Clr Option Contemporary Salo Spin Plastic Clr Train Green Solo Spin Post Cir Blue Hippo Cir Blue InfinityWing Blnk PI Cir Blue InfinityWing Foot P1 Cir Sport Red NRG Plastic Cir Yellow NRG Plastic Cir 2 Blue NRG Fun Wheel Clr Blue NRG Plastic Wall Cir NoValue Castle Panel Color Warm Granite 816/2012 282 Prepared by: Scott O'Reilly PfavPower LT Canada, Inc P O Box 125 Parts, ON N3L 3E7 800 - 265- 9953(phone) 902 - 463- 9839(fax) scoff oreilly@playpower.com Page 1 of 6 VerseClimb Plastic Clr Warm Granite VersaClimb Mounting NoValue KB Steel Roof Or Red Caterpillar Color Train Green NRG Plastic Clr 3 Sport Red Mount option Buried Components Part number DP�,zcription Qty Weight Volume 200200326 KIT, DBLWD SLIDE W /HDWR 1 5.00 0.30 200008729 FLAG DPRED SAMPLE WINO GRAPHICS 4 20.00 4 00 0 N/A 1 0.00 0.00 200007704 HDWR BAG F /CLAMP ELIMINATION (MM) 2 200 0.02 100001127 KB LONG DK/DK PLATE 205MM18" 3 75.00 1.14 100001134 K8 DK/DK PLATE 203 MM/8" 2 32,00 0.44 200013808 KS 8' GALV POST WITH PLASTIC CAP 4 16800 8.00 200013801 KB 176" GALV POST WITH PLASTIC CAP 6 46200 24.00 200201123 NRG TO KB SWOOP CONNECTION POST 1 11000 20.00 200013810 KB 148" GALV POST WITH PLASTIC CAP 8 51200 24.00 200013798 KS 136" GALV POST WITH PLASTIC, CAP 20 1180.00 60.00 200013795 KB 10' GALV POST WITH PLASTIC CAP 5 260.00 15.00 200201292 NRG INFINITY FLEX 1 38000 170.00 200201016 RAMP W/'TRACKS 2440 MM /8' W /SAFETY RAILS 1 365 00 32.00 KB 206202251 KB FIRE ESCAPE CLIMBER 56" 1 110.00 1900 200201070 KB CUSTOM ARCH SIGN F /SWAGE POST 1 80.00 8.00 200200264 SLIDE SPIRAL KB 1625164 (SMALL HOLE) 1 380.00 190.00 200200484 BONGO PANEL FREE -STAND 1 95,00 12.00 200200847 6' (1830mm) HERITAGE PARK BENCH WIBACK & 3 309.00 27.00 ARM Legacy Paint CU = Tropical Yellow Legancy Poly Clr = Red 100011367 DRAGONFLY CONTEMPORARY 2 480.00 384.00 200112154 KBP 4 WHEELER (2001) 1 312.01) 6500 200202122 KB INFINITY HI -CLMB 64 "(1625 MM) 1 230.00 130.00 200114680 MAXPLAY MINI MAX 1 1611.00 241.00 MaxPlay Clr Option = Primary 200047433 FLOATING BALANCE BEAM MAXPLA'r TM 1 116.00 500 200096593 SWING 2 -LEG 2440 (8 -) W/2 BELT (3200) 1 29300 12.00 200200101 BRIDGE "S" CURVE LFTKB W /SAFE RAILS 8' 1 980.00 79.00 200200859 32GAL HERIT FLARE TP SIDE DR INWARD LID 2 160.00 32.00 200096596 SWG ADD ON 2440MM (8') W/2 BELT (3200 TP 4 676 nO 28.00 200200177 HIPPO SCULPTURE 1 145.00 100.00 200007098 PANEL ANIMAL CRAWL -THRU PAT #/ D- 381,05 1 9300 4900 200092591 STEPPING. STONES F /KB 1 42.00 7.00 200202246 BRIDGE CLATTER 8' KB WISFTY RL(SM HOLE) 1 41700 3100 200201367 NRG "..C' BASE UNIT 1 50200 10200 200201289 NRG HUB FUNWHEEL 1 270.00 55 -00 200201298 NIZG OCEAN SURGE CLIMBER 1 200.00 95.00 200201370 NRG PERCH ALLEY LINK 1 235.00 45.00 200201334 NRG OVERHEAD RUNGE, INLINE GRIP & RINGS 2 53000 90.00 200201362 NRG HUB W /SHARK FIN CHALLENGE 1 1095.00 185_00 200202168 KB WAVY RUNG CLIMBER 48" 1 108-00 32.00 200201113 NRG BERMUDA TRIANGLE 1 245.00 78.00 200201299 KB OFFSET CLIMBING WALL ENCLOSURE 1 30.00 2.00 200200467 KB ACCORDION CLIMBER 1422MM(56 ") GROUND 1 124.00 18.00 13/1 0012 Project LH64B 4113678&1;88_1 283 Page 2 of 6 200202501 KB DECK 112 SQUARE SMALL HOLE 11 GA 6 39600 4800 200200393 BRIDGE ARCH 4' SFiY.RLKB(SMALL HOLES) 1 26800 900 200022122 MAST F /KB SHIP 4 140.00 4.00 200025141 PANEL SEVEN STATION PLAY FACTORY F /KB 1 92.00 16.00 200200640 VERSA -CLIMB RO ,KWALL F/KB 3 SECTION 1 330 00 7600 200200237 PANEL "PARACHUTE GUY' KB DKMT 1 4900 6 U0 00200452 WISHBONE 6' SGL F /K9 1 20500 10500 200200300 KB PANEL ARCH "FIRE SAFETY" DKMT 1 42.00 2.00 200007115 PANEL ARCH WINDOW DKMT. KB 1 33.00 800 200200722 KS FORECAST WEATHER PNL ABOVE DK 1 4000 4.00 200200028 CLIMBING NET 64" RED /BLU W /SAFE LOOPS K 1 304.00 1000 200200267 CLIMBER CURLY 1422MM156" KB (2004) 1 7100 3700 200202119 KB TRI- BRIDGE TDV 1 350,00 70.00 200202166 SPIN -R -G 1 6000 8.00 200095002 KB 915MM STONE CLIMBER 1 150.00 2400 200069823 KBP HEX ROOF (200 1) 1 19600 9.00 200200333 SLIDE COLOSSUS bA "11625MM F /KB 1 825,00 52000 200007075 PANEL CASTLE BATfLE,(FREE STAND) GRNT K 6 19200 4800 240200171 CATERPILLAR SCULPTURE 1 115.00 92.00 Caterpillar Color = Forest Green 200200401 STEPS DK/DK 610MM W /SFTY RLS F /KB SMLHL 2 40000 6800 200200185 DECK BALCONY KB SMALL HOLE 1 104,00 2500 200202503 KB DECK SQUARE SMALL HOLE 11 GA 5 580.00 50,00 200202504 KB DECK TRIANGLE SMALL HOLE 11GA 2 118.00 14.00 200200164 KB 1422MM SGL. WAVE SLIDE 1 130,00 54.00 200007049 PANEL SAFETY DKMT, KB 1 34.00 5.00 200115328 PANEL ARCH TOP GEAR F /KB 1 45.00 8.00 200109865 KBP SAFETY RAIL DKMT 1 5000 6.00 200006975 SLIDE DBL. W.D. 915 MM 136" KB 1 140.00 52.00 200202497 KB DECK HEX SMALL HOLE 11 GA 1 321.00 25.00 200201293 NRG INFINITY CLIMBER 1 35000 135.00 200201369 NRG WEBWALL STEPPER 1 17000 20.00 200201368 NRG KINETIC AGILITY PODS 1 126.00 25.00 200201870 SOLO SPINNER 2 76.00 7.00 200200663 KB TELESCOPE PANEL DKMT 3 180.00 12.00 200006959 BRACKET DECK TO POST KB 1 12,00 2.00 Additional Items 200104307 LABEL AGE APP. (5 TO 12 YRS) 4 000 0.00 200111492 LABEL, IDENTIFICATION STAMPED W /RIVETS 4 000 0.00 200305597 CRATE,LARGE 14' L X 54.5" H 5 19-1500 0.00 200008193 TOOL BOX KID BUILDERS (MM) 4 12.00 1.44 200200530 KIT MAINTENANCE K3 W /FAINT 1 10.00 100 200164519 MSDS BOOK 1 000 0.00 MD0116022 WARNING LABEL 3 MESSAGES 4 0.00 0.00 Parts By Other 600000001 On -Site Installation Supervisor 1 0.00 0 Oil 8;16.'2012 Project LH648_41136 7885881 284 Page 3 of 6 Totals Total Weight Total Volume Products Subtotal On-Site Installation Supervisro Estimated Sales tax' Freight Order total: Make Purchase Orders Out To- PlayPower LT Farmington, Inc Remit Purchase Girders To- PlayPower LT Canada, Inc Attention Sales Administration PO Box 125 Paris, Ontark?, Canada NX 327 1- 800 -265 -9953 22086 00 Ibs 4086 .3 4 ft' CND$99776 95 CND$, MO 00 CNDS16351 01 CNDS19500 00 CND$142127.96 Make Checks Payable To PlavPower LT Farmington, Inc Remit .,necks To PlayPower LT Canada, Inc C/O Accounts Receivtable PO Box 4306 Postal Station "A" Toronto, Ontario, Canada M5W 3V5 NOTE Applicable sales taxes will be confirmed once order and anv tax certificates are received t Denotes drop ship item. All pricing is in Canadian Dollars Unluading, storage, installation, surfacing and site work are not included unless specifically noted on quotation Not responsible for filter cloth, irrigation rerouting, grass damage, or checking for underground utilities if installation is quoted, it is assumed that the site has been prepared and that any .grade slope in any direction does not exceed 2 %. In the event that unexpected soil conditions; such as subsurface rock, are encountered during installation, additional costs to the customer will be applicable The acceptance signature below serves as authorization to order the items quoted and indicates acceptance of the prices listed Terms are net 30 days from invoice date based upon pnor credit approval. Please note order production does not begin until terms are approved Orders will not be processed unless they have poor credit approved and are accompanied by a Purchase Order or letter of confirmation The above pricing (if more than orie item) is based upon a package purchase. Any adjustments may be subject to a price revision. Delivery is 4 6 weeks from acceptance of Purchase Order. This may vary depending upon the time of year and product ordered and should be confirmed. - Projects vAth installation dates postponed by the customer beyond 120 days from order date, may result in storage charges billed to the customer - Any CSA noncompliant claims must be made within one year of product installation. COMMENTS Installation Supereisfon will ensure compliance to GSA standards and a letter confirming the equipment and installation conforms to CSA standarus will be issued following the completion of all work This Quote shall not b&come a binding contract until signed and delivered by both Customer and PlayPower LT Farmington Inc ('PPUr) Sales Representative is not authorized to sign this Quote on omhalf of PPLT or Customer, and signed Quotes cannot be accepted from Sales Representative To submit this offer, please sign below and forward a complete signed copy of this Quote directly to "PPLT Sales Administration" via fax (673)71)0 -7454 or 8.16.+7012 Project. LH648_41136788586 -1 285 Page 4 of 6 (573)769 -7465 or email outdoordes@LTCPS com. Upon acceptance, PPLT will return a fully- signed copy of the Quote to Customer (with copy to Sales Representative) via fax or a mail. THIS QUOTE IS LIMITED TO AND GOVERNED BY THE TERMS CONTAINED HEREIN. PPLT objects to any other terms proposed by Customer, in writing or otherwise, as material alterations, and all such proposed terms shall be void. Customer authorizes PPLT to ship the Equipment and agrees to pay PPLT the total amount specified. Shipping terms are FOB the place of shipment via commnr carrier designated by PPLT. Payment terms are Net -30 days from invoice date with approved credit ano all charges are due and payable in full at 8484 Solution Center, Chicago, IL 60677, unless notified otherwise by PPLT in writing Customer agrees to pay all additional service charges for past due invoices. Customer must provide proper tax exemption certificates to PPLT, and shall promptly pay and discharga all otherwise applicable taxes, license fees, levies and other impos*ons on the Equipment at its own expense. CUSTOMER HEREBY SUBMITS ITS OFFER TO PURCHASE THE EQUIPMENT ACCORDING TO THE TERMS STATED IN THIS QUOTE AND SUBJECT TO FINAL APPROVAL B'r' PPLT, Submitted By Printed Natne and Tide Date THE FOREGOING QUOTE AND OFFER ARE HEREBY APPROVED AND ACCEPTED BY PLAYPOWER LT FARMINGTON INC By Date. ADDITIONAL TERMS & CONDITIONS OF SAL, 1. Use & Maintenance Customer agrees to regularly inspect and maintain the Equipment, and to provide, inspect and maintain appropriate safety surfacing under and around the Equipment, in accordance with PPLTs product literature and the most current Consumer Product Safety Commission Handbook for Public Playground Safety 2. Default, Remedies & Delinquency Charges. Customer's failure to pay any invoice when due, or its failure to otherwise comply with the terns of this Quote, shall constitute a default under all unsatisfied invoices ( "Event of Default'). Upon an Event of Default, PPLT shall have all remedies available to it at law or equity, including, without limitation, an remedies afforded a secured creditor under the Uniform Commercial Code_ C'ustemer agrees to assist and cooperate with PPLT to accomplish its filing and enforcement of mechanic's or other liens with respect to the Equipment or its location or its repossession of the Equipment, and Customer expressly waives all rights to possess the Equipment after an Event of Default- All remedies are cumulative and not alternative, and no exercise by PPLT of a remedy wiN prohibit or waive the exercise of any other remedy. Customer shall pay all reasonable attorneys' fees plus any costs of collection incurred by PPLT in enforcing its rights hereunder. Subject to any limitations under law, Customer shall pay to PPLT as liquidated damages, and not as a penalty an amount equal to 1.5% per month of any payment that is delinquent in such month and is not re(erved by PPLT within ten (10) days after the date on which due 3, Limitation of Warranty/ Indemnity PPLT MAKES NO EQUIPMENT WARRANTIES EXCEPT FOR THOSE STANDARD WARRANTIES ISSUED WITH THE EQUIPMENT, WHICH ARE INCORPORATED HEREIN BY THIS REFERENCE, PPLT SPECIFICALLY DISCLAIMS ANY IMPLIED WARRANTY OF MERCHANTABILITY" OR FITNESS FOR A PARTICULAR PURPOSE AND ANY LIABILITY FOR INCIDENTAL OR CONSEQUENTIAL DAMAGES CUSTOMER AGREES TO DEFEND, INDEMNIFY AND SAVE PPLT HARMLESS FROM ALL CLAIMS OF ANY KIND FOR DAMAGES OF ANY KIND ARISING OUT OF CUSTOMER'S ALTERATION OF THE EQUIPMENT, ITS FAILURE TO MAINTAIN THE EQUIPMENT, ITS FAILURE TO PROPERLY SUPERVISE EQUIPMENT USE, OR ITS FAILURE TO PROVIDE AND MAINTAIN APPROPRIATE TYPES AND DEPTHS OF SAFETY SURFACING BENEATH AND AROUND THE EQUIPMENT IN ACCORDANCE WITH PPLT'S INSTALLATION AND OWNER'S MANUALS AND THE MOST CURRENT CONSUMER PRODUCT SAFETY COMMISSION HANDBOOK FOR PUBLIC PLAYGROUND SAFETY 4. Restrictions. Until all amounts due hereunder are paid in full, Customer shall not- (7 permit the Equipment to be levied upon or attached under any legal process, (ii) transfer title to the Equipment car any of Customers rights themin; or (Ili) remove or permit the removal of the Equipment to any location not specified in this Quote. $.'t 6,20 l2 Project LH648 41136788588_1 286 Page 5 of 6 5. Purchase Money Security Interest Customei hereby grants. pledges and assigns to PPLT, and PPLT hereby reserves a purchase money secunty interest in. the Equipment in order to secure the payment and performance in full of all of Customers obligations here !nder Customer agrees that PPLT may file one or more financing statements, in order to allow a to perfect, acquire and maintain a superior security interest in the Equipment. 6 Choice cif Law and Jurisdiction All agreements between Customer and PPLT shall be Interpreted, and the parties' obligations shall be governed, by the laws of the State of Missouri without reference to its choice of law provisions Customer hereby consRrits to the personal jurisdiction of the state and federal courts looted in the city and county of St Louis, Mtssoun. 7 Title, Risk of Loss, Insurance PPLT Retains full title to all Equipment until full payment is received by PPLT Customer assumes all risk of loss or destruction of or damage to the Equipment by reason of theft, fire. water, or any other cause, and the occurrenoe of any such casualty shall not relieve the Customer from its obligations hereunder and under env invoices Until all amounts due hereunder are paid in full, Customer shall insure the Equipment against all such losses and casualtieS. 8. Waller: Invalidity PPLT may wslve a default hereunder, or under any invoice or other agreement between Customer and PPi_T- or cute such a default at Customer's expense, but shall have no obligation to do either No waiver shall be deemed to have taken place unless it is in writing, signed by PPLT Any one waivei shall not constitute 3 waiver of other detaults or the same kind of default at another time, or a forfeiture of any rights provided to PPLT hereunder or under any invoice The invalidity of any portion of this Quote shall not affect the force and effect of the remaining valid portions hereof 9 Entire Agreement; Amendment Binding Nature This fully- executed Quote, as supplemented by Change Orders and invoices containing exact amounts of estimates provided herein; constitutes the complete and exclusive agreement between the parties. A Change Order i� a written instrument signed by the Customer and PPLT stating their agreement as to any amendment in the terms of this Quote Custorrier acknowledges that Change Orders may result in delays and additional costs The parties agree that all Change Order• -. shall include appropriate adjustments ire price and time names relating to any requested amendments. Upon full execution, this Quote shall be binding upon and inure to the benefit of the parties and their successors and assigns. 10. Counterparts- Electtonic Transmission. This Quote, any invoice, and any other agreement between the parties, may be executed in counterparts, each o•f which shall constitute an original The facsimile or other electronic transmission of any signed original document, and retransmission of any signed facsimile or other electronic transmission, shall be the same as the transmission of an original. At the request of either party, the parties will confirm facsimile or other electromcaliv transmitted signatures by signing an original document. fi. re/,1012 Project LHf48_4111'i678855R_1 287 Page 6 of 6 Arial' View MUP O pp p� N �I Ig; i0. g M 10! O! I lC N 1n 00 I o! o. rO1i.{ !o C� o' col o� m ! 1 O Q GO I O pp p� N �I Ig; i0. g M 10! O! I lC N 1n 00 I ly� r al S °o, o • °o O 10 OI � uM O i0p O IO N O f�Ien Ln: M aI a a I N fa C. C I N N N om` X3 1 X I O i { H b0 U d W g I s � 00 � j �.7 V I Q o�F' E �, I V) I C� m ! 1 O Q GO O mI aJ c OI b0 O C5I a IJ 0 ff cc .0I t� j � to C v al c LU +r 4A 4- M i I I!I 1�1 r I I m c 'o d7 LL I i H ci i 4- 12 I �, L c •• I GC c Ir` LL x O 0 0 x o 7— r- y o?j a I L 7 C� l!J — C1 ? s C �� — 4 iv i R Q w I3 a IM L! CP (V a 2 ICS Z cr ly� r al S °o, o • °o O 10 OI � uM O i0p O IO N O f�Ien Ln: M aI a a I N fa C. C I N N N om` X3 1 X I O i { H b0 U d W g I s � 00 � j �.7 V I Q o�F' E �, I V) I Melvin, Keith(DOE /MDE) From- Alan Gallant [alan.gallant(lPslenergy.corn) Sent: Wednesday, August 08, 201210:10 AM To: Melvin, Keith (DOEIMDE): Eric Marr Subject: RE Porter Playground Hello Keith, Saint John Cnergr - wouid he pleased to provide a 15OW high Pressure sodiurn Ousk to. dawn Light on a wooder, pole as an area light for the new proposed Poiter Memorial playground. The installation, and maintenance of this light and ongoing energy costs would be covered by Saint John Energy. Please let me know a.s the project. moves forward thanks Your truly Alan Gallant Power Line Designer Saint Jchn Energy Tel (506)658 -5233 Fax (506)65 6895 From: Melvin, Keith (DOE /MDE) [mailto:Keith.Melvin @gnb.ca] Sent: August -02 -12 11.33 AM To: Alan Gallant Subject: Porter Playground Hi Alan, As discussed, would you be able to send a quick email confirming Saint John Energy's willingness to support the Porter Playground Project? In it, can you just mention that Saint John Energy will: 1. Provide all equipment and supplies needed to install alight 2. Install the light, and 3. Maintain the light (i.e ongoing energy costs) We really appreciate the support you have provided on this project! Thanks, kelth Melvin 290 Melvin, Keith DOEIMDEI From: carol [carol@flewwellingpress com] Sent: Friday, July 20; 2012 8.51 AM To; Melvin, Keith (DOE /MDE) Subject: Re Sign Sample Hi Mark, Your price lust for the sign is $280 00, rectangular shape full colour + tax We charge $ 45.00 per hour for installation, and you provide material, otherwise there will be an additional charge for material. If we are to supply the material, someone will have to go and get proper measurements etc. Carol Carol (&flewweH 1nmress.eom Phone 634 -1654 Fax: 634 -7349 %w w.fle,A- wellmgDress.aom — Original Message ----- From: Melvin, Keith_(UOE/MDE) To. 'carol' Sent: Thursday, July 19, 20121.46 PM Subject: RE Sign Sample Hi, I saved it as a PDF May open up better for you. Keith Yels in (506) 658 -2174 From: carol Imallto :carol @flewwellingpress.mm) Sent: Thursday, July 19, 2012 1:24 PM To: Melvin, Keith (DOE/MDE) Subject: Re: Sign Sample Hi, I received your email and I have a question.. above the word PLAYGROUND, the wording is cut off. Does it say- PORTER MEMORIAL ?? Please advise. Carol Carol ta,flewwell in Qnress. com Phone. 634 -1654 Fax: 634-7349 % ww.flewwellm9press. com ----- Original Message ---- From: Melvin, Keith (DOE/MDE) To• 'carolAflewweilinepress com' 291 r_ l� \ i`• - L '44 t � 7be C"7 of samr wim Mayor Ivan Court Mayor's Office Bureau du maire Thursday, December 1b. 2010 Endorsement for Porter Memorial Playground project To whom it may concern: The loss of any citizen is a loss for the entire City of Saint John. In Saint John we stop for funeral procession to show respect for the dead The loss of the Jack, Hannah and Jason Porter had a broad reach in the community, from those who knew them to those affected by the loss of a young family. This project combines Saint John's respect for loss with one of Common Council's priorities, recreation Infrastructure. The playground at Seawood School is well- suited for development. It is situated in a neighbourhood with many young families on the grounds of the local elementary school. The school district has been asked to cut funding by our provincial government, and, therefore capital investment in a playground would not make the priority list. The work by the group spearheading this project has brought honour to the memories of Jack, Hannah and Jason Porter by bringing forth an idea that will provide a great place for families to play for years to come. We hope the Porter Memorial Playground project receives your support The volunteers involved have worked hard to promote this project through your program, and we wish to acknowledge their efforts to turn a terrible event into an investment in the community. Sincerely, Mayor Ivan Court City of Saint John rll?-7-9— SAINT JOHN C,t- P.C. Box 1971 Saint John, NB Canada E21-40 vmwsaintjohn.ca C.P 1971 Saint lohn, N.-B- Canada T2L 4L1 292