2021-11-23 Growth Committee Agenda Packet - Open SessionCity of Saint John
Growth Committee - Open Session
AGENDA
Tuesday, November 23, 2021
11:15 am
Meeting Conducted by Electronic Participation
1. Call to Order
Pages
1. 1. Approval of Minutes - October 12, 2021 1 - 2
1.2. Growing in Saint John Series - Ms. Jen Brown (No report)
1.3. Quality -of -Life, Liveability, and Growth 3 - 29
1.4. Agencies, Boards, and Commissions Reporting Policy 30 - 52
1.5. Strategy Update (Verbal)
Growth Committee Meeting
Open Session
October 12, 2021
MINUTES- OPEN SESSION GROWTH COMMITTEE MEETING
OCTOBER 12, 2021 AT 12:00 P.M.
MEETING CONDUCTED THROUGH ELECTRONIC PARTICIPATION
Present: Mayor Donna Noade Reardon
Deputy Mayor John MacKenzie
Councillor Joanna Killen
Councillor Brent Harris
Councillor Gerry Lowe
Also
Present: City Manager J. Collin
Commissioner Growth and Community Services J. Hamilton
Director Growth and Community Planning P. Ouellette
Director Permitting and Development A. Poffenroth
Growth Manager D. Dobbelsteyn
Manager Special Project N. Moar
Communications Manager L. Caissie
Councillor P. Radwan
Communications Officer N. Logan
City Clerk J. Taylor
Administrative Assistant K. Tibbits
1. Meetine Called to Order
Councillor Killen called the Growth Committee open session meeting to order
1.1 Approval of Minutes —September 14, 2021
Moved by Deputy Mayor MacKenzie, seconded by Mayor Noade Reardon:
RESOLVED that the minutes of September 14, 2021, be approved.
MOTION CARRIED.
1.2 Growine in Saint John Series — Percv Wilbur
The Growing in Saint John series shares success stories in the city and provides an opportunity to
profile local businesses, leaders, newcomers, investors, and entrepreneurs. Ms. Poffenroth
introduced Mr. Wilbur, Developer, who has undertaken significant development within the city.
Over the past few years, Mr. Wilbur's focus has been on the city core and has sought out derelict
and run-down properties, to replace and restore with new product that fits within the
neighbourhood and attract working class people to the city. His business model is to create new
product, as opposed to renovating an existing property, to increase the population within the
city core and build on the vibrancy of the uptown.
Moved by Deputy Mayor MacKenzie, seconded by Councillor Lowe:
RESOLVED that the Growing in Saint John Series — Percy Wilbur, be received for information.
Growth Committee Meeting
Open Session
October 12, 2021
MOTION CARRIED.
1.3 Saint John Affordable Housing Plan Update (Verbal)
Mr. Ouellette provided updates on the following:
• City Market: A call for applications for the City Market Strategic Planning Steering
Committee will be issued, including appointments of two vendors from the market. An
engagement strategy will be undertaken with respect to the City Market. The RFP for
consultant services is expected to be issued by the end of the week.
• Immigration Strategy: The contract for the development of the Immigration Strategy was
awarded to Portfolio Solutions. The consultant team has begun work on Phase 1.
• Affordable Housing Action Plan: The RFP has concluded, and proposals are being
evaluated to support the initiation of the engagement process intended to begin by year-
end.
Moved by Councillor Harris, seconded by Mayor Noade Reardon:
RESOLVED that the Saint John Affordable Housing Plan update be received for information.
MOTION CARRIED.
1.4 One Stop Development Shop Orientation
Ms. Poffenroth reviewed the submitted presentation "One Stop Development Shop Orientation."
The One -Stop Development Shop was developed in response to concerns expressed by the
development community and has addressed a number of challenges. The process began with
robust stakeholder engagement and best practice research in order to successfully implement
service improvements.
Moved by Mayor Noade Reardon, seconded by Deputy Mayor MacKenzie:
RESOLVED that the One Stop Development Shop Orientation be received for information.
MOTION CARRIED.
Adjournment
Moved by Mayor Noade Reardon, seconded by Deputy Mayor MacKenzie:
RESOLVED that the open session meeting of the Growth Committee be adjourned.
MOTION CARRIED.
The open session meeting of the Growth Committee held on October 12, 2021, was adjourned
at 1:15 p.m.
06
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Saint John Aquatic Center Commission
• • • • January 1, 2021 to June 30, 2021
The operation of the Canada Games Aquatic Centre (CGAC) to:
• permit, sponsor, promote and initiate recreational programs and activities and sporting events
for persons of all ages and interests in order to advance health, welfare and well-being of people;
• to stimulate interest in the activities that may be carried out in the facility; and
• to establish, promote and encourage programs for the health, welfare and well-being of people
with disabilities
• 1. Increase the
1. Hours increased year over year by an
number of paid
estimated 1,000 hours. The bulk of the
summer guarding &
increase will be in the second half of the
instruction hours
year.
outside of the CGAC by
2. We were operational 25 of 26 weeks. We
5,000 hours
were required to close as a result of a
2. Remain operational
Provincially mandated COVID-19 Red Alert
for 51 weeks (We will
Level in our health zone.
close over Christmas)
3. Year to date, we have increased 140%
3. Increase pool
increase over the same period in 2020
rentals by 30% over
(Note: we were closed for nearly 3 months
2020.
in the prior ear
• 64
44
• 96,342 unique visits
71,752 unique visits (January to June)
(January to June)
• • •0 Operate the qplex pool for the first time
• Attracting more rentals from swimming clubs
outside of our region
• Given the pandemic, our focus has been on remaining operational and serving
patrons at a reduced capacity to encourage
retention.
• Ensuring COVID-19 protocols are followed and operational details were messaged out
• to users through social media, e-mail, our
website, and internal signage
•0 Recruit lifeguards and instructor for the qplex and beaches (we have —50 summer
• • students)
• Reach out to clubs to advise we have space
available and we partnered with the Delta
hotel to have a special rate for stays at the hotel
!II
• $400,000 (Budgeted)
$497,000 (Budgeted)
in k
�.
• $797,648
$825,021
$563,994
• • • = $297,365
$349,959
$311,106
• 64
N/A
44
• $597,301
$843,680
$410,398
• $1,095,013
$1,174,980
$875,100
-$497,713
-$331,300
-$464,702
• Most staff were laid -off for nearly three months in 2020, the qplex did not open, and
• - beach hours were reduced, resulting in lower FTEs and wage costs
• Revenues are down due to COVID-19 restrictions on capacity and reduced demand
as a result of public hesitancy
• Not qualifying for the anticipated Canada Emergency Wage Subsidy (CEWS) for 2021
has reduced anticipated revenues in excess of $200,000
•
1. Have 100% of our 1. 20% of our data has been
IT data restored by restored
April 30, 2021
2. To have zero 2. We have had at least three
material violations of inspections by Public Safety or
the Government of WorkSafeNB during the period. No
New Brunswick's violations were found
Mandatory Order
3. Recruit 25 3. We have hired 24
lifeguards/instructors lifeguards/instructors in June of
for our summer 2021. There will be additional hirings
operations at in the subsequent period.
beaches and gplex.
•
1. Successfully deliver the aquatics operations at the qplex
2. Continue to provide the largest lifesaving and Leadership programs (swimming
instruction) in New Brunswick
3. Operate safely and provided patrons with the confidence that they are safe using
the facility during the pandernic
• -
1. We recruited sufficient staff and have successfully begun qplex operations
•
2. A session of swimming lessons were cancelled due to restrictions imposed by the
government of New Brunswick. Nonetheless, we anticipate providing more swimming
lessons than any other facility in New Brunswick
3. We operated in compliance with COVID-19 restrictions and in some cases exceed
require ents
• •
1. A potential liability of $325,000 for 2020 CEWS claims that were paid
• • -
2. Additional waves of COVID-19 that impact public confidence and restrict our
ability to operate
3. Cash flow pressured form the denial of CEWS claims for the last quarter of 2020
and all of 2021
4. Changerooms are not gender neutral or as accessible as they should be by current
standards. We are increasingly seeing usage by the transgender persons and
changerooms do not permit a support worker of the opposite sex to remain with a
client that requires assistance.
:1 PA,
Agencies, Boards, and Commissions Policy - Standard Reporting Template
Saint John Trade and Convention Center
• • • • January 1- June 30, 2021
To operate a first class convention centre in North American and foster the development of the tourism
industry within the region and the province.
•
1. Rebuild revenue 1. Secured 3 new recurring meeting clients
streams post COVID for Mon -Fri meeting series through multiple
by focusing on meeting events in 2021. Meeting room revenue is
room rentals for 2021. up $20,368 to budget up 141% due to
Target - Increase the strategies employed
Meeting Room rental 2.Package sales increased capture and drive
by 10% over budget additional Audio Visual spend. $24,760 of
2. Improve bottom bottom line improvement is because of
line by $5000 as a meeting room only contribution.
result of increased
contribution from
meeting only events
•
#6.5 # 20
Still ramping up from Prior to COVID
COVID
•
Steady meeting client Centre closed for 5 + months. Reopened in
base through August for two series events - NB Power
weekdays including training and Dept of Justice. 1 Food and
Xplornet, Siemens, Beverage event post COVID - Discover
local law firms and Saint John AGM in October.
arbitrations. Food
events resumed in
June - 3 events - 1 in
July and 2 in August.
Other revenue results
down to budget due to
COVID restrictions
continuing for a longer
period than
anticipated.
• • •0
Increase revenue from highest flowing revenue streams - Room rental and AV
rental by 10% over previous years
• New strategy for business evaluation to ensure highest use of space and least labour
to qenerate maximum revenue. Reduce required contribution by 10%
• Re-evaluate pricing strategy and structure to ensure methodology fully addresses
•
demand conditions and perishable nature of our inventory (renews everyday)
•0
Improve room rental capture for large events through packaging, revising pricing
• •
structure and improving marketing of space capabilities
Agencies, Boards, and Commissions Policy - Standard Reporting Template
2. Restructure staffing
2. Full time staffing operating at 65%
model to reduce payroll
of 2019 levels. Total payroll down
as a percentage of
$65,280 to budget year to date not
total subsidy. Reduce
including CEWS subsidy and $140,998
payroll to 70% of
including subsidy.
2019.
3. Meeting Room rental and AV
3. Increase Meeting
comprise 95% of revenue stream
Room Rental and AV
YTD 2021. Total revenue up 20,626
comprise larger portion
to budget on strength of meeting
of sales mix. Target
room rental revenue.
50% of total
revenue
• $129,455 YTD
$ 457,694 Budget 2020
•
$484,614 Actual 2019
$412,898 Budget
$148,372 Actual 2020
Major COVID impacts in 2020
• $59462 $200460
$157043
••• = $119558 $188522
$49012
• #6.5 # 15
#20 pre COVID
• - $49565 $28940
$69652
• - $ 179020 $388981
$206055
• $-129455 $-360042
$-136203
• CEWS (Cdn Employers Wage Subsidy) extended into 2021 generating $75000 in
• - wage savings
• One time staffing restructuring costs reflected in Good and Services expenses for
2021 totaling $73000 YTD. $100,000 included in budget for this
• Reduced spend for operational costs due to lack of convention events
• Strong contribution from meeting
room rental and AV improving flow
Agencies, Boards, and Commissions Policy - Standard Reporting Template
AV revenue by
10% to budget
• 1. Continue to focus on meeting room rental and AV revenue to ensure financial
success while meeting and convention business rebounds
2. High success rate in rebooking 2020 and 2021 events to future years
3. Minimal spinoff to local economy due to absence of national and international
events in 2021. Strong return of these events in 2022.
• - 1. Meeting room rental revenue up over 100% to budget
• 2. AV rental up 95% to budget
3. Subsidy expenditure to budget improved by 50% YTD
• • 1.COVID restrictions returning
• • - 2.Impact of Delta Variant
3.Air lift into Saint John
!l+91
Agencies, Boards, and Commissions Policy - Standard Reporting Template
TD Station
M-k • • January 1st to June 30th 2021
To ensure that all who use TD Station want to return by providing outstanding value and exceeding
their expectations.
1.Increase hourly ice 1. Our Operational plan during the Pandemic
rentals by 14.75% has allowed us to utilize our ice rentals to
through utilization. the point of over doubling our ice rentals
from the previous year.
2.Increase the days 2. Although we had hoped to have more
the Facility is utilized major events such as concerts and trade
by 40% over 2020. shows we did utilize the building for 57
more days or 86% with ice rentals.
•
# 124 # 201
•
# 23 # 14
• • •
To continue to work with Promoters and Major tenants to reach and exceed goals
• Due to Covid, normal avenues taken to reach goals were not utilized. The Pollstar and
•
IAVM conventions have been attended during non Covid years. Contact with
•
Promoters has continued during this time.
• •
Working with the Province of NB an operation plan was created to allow patrons to
attend Sea Dog games, High School Graduation, Car Show and many hours of minor
hockey and other ice rentals.
Agencies, Boards, and Commissions Policy - Standard Reporting Template
• $569 508.00
$786 588.00
$761 696.00
• • • $369 747.00
$482 226.00
$550 388.00
# 12
# 13
# 12
#112
#187
#189
• - $438 114.00
$769 417.00
$854 917.00
• - $939 255.00
$1 268 814.00
$1 312 084.00
• $(501 141.00)
$(499 397.00)
$(457 167.00)
• With Covid restrictions still in affect we didn't have as many projected hockey games,
• - concerts, trade shows or our Annual Fair.
• The Committee of the Whole recommending we give relief to the Saint John Sea
Dogs for a new lease agreement.
Agencies, Boards, and Commissions Policy — Standard Reporting Template
Saint John Transit Commission
• • • • January 01,2021 to June 30, 2021
• The Commission exists to provide municipal transit service in alignment with the municipal and
' transportation plan(s). (PlanSJ & MoveSJ)
•
1. Ratio of annual 1. 20.4 Below Target
Ridership per
population. (How well 2. Goal of 85% with route re -design.
is Transit used?) Currently 123 square kms are covered
Comparable avg 28.5 within 800m of a stop but no measure for
percent of population currently exists.
2. Transit coverage:
85% of pop within 3. 15.6 Below Target (affected by Covid-19,
800m of a bus stop pre-Covid-19 level was 21.18)
3. Riders per revenue
hour comp avg 22
(measures service
hours and ridership as
a ratio of
effectiveness)
•
#70 (Inclusive of 3 #89 (Full time and part time/casuals
casuals) included)
•
#72,000 service hours #97,000 service hours in 2019.
1,123,165 riders 2,054,260 riders
• • •0
Saint John Transit Commission has outlined some KPI's that are important to measure
but may not have full capability to measure at this time. A transit re -design project is
currently being developed for consideration by the Commission.
• Comparable data is pre-Covid-19 so may not be accurate reflection of true data.
• Goal is growth in ridership by providingconvenient and reliable transit service.
• Currently investigating data collection technologies for Transit systems. Capital
•
budget for 2022 has been allocated.
•0
Transit re -design in development.
!E:3
Agencies, Boards, and Commissions Policy - Standard Reporting Template
• 1. Revenue/cost ratio
1. $0.39 Above target
Comparable rate is
$0.35
2. $108
2. Cost per vehicle hour.
3. $4.93 On target
Comparable is
$106.78
3. Expense per rider,
comparable is $5.34
• $5,044,787
$5,894,787
GE 'rzT7T
• $2,795,734 $2,647,055
$3,216,537
• • • $1,220,943 $1,486,649
$1,555,086
• 70 70
89
• - $3,768,032 $4,042,679
$4,419,331
• - $4,016,677 $4,133,704
$4,771,623
• $(248,645) $(91,025)
$(352,292)
0 Low ridership as a result of ongoing fears related to Covid-19 and restrictions
• - mandated by the Province of New Brunswick.
Cuts made to balance budget are not strategic.
Transit re -design for sustainable and im actful service is underway.
Agencies, Boards, and Commissions Policy - Standard Reporting Template
1. On -time 1. TBD
performance (How
often do buses arrive 2. TBD
at stops as
scheduled). 3. $25.91 (Older fleet will drive up
Target TBD maintenance cost)
2. Wrench time % 4. 9.5 years
(Productive time of
maintenance). 5. TBD
Industry standard is
65% 6. TBD with project outcome
3. Maintenance cost
per vehicle hour.
Target TBD
4. Avg Fleet Age.
(6 year target)
5. Travel Time Ratio
(Auto vs Transit).
Target TBD
6. CO2 emissions to
align with "Greening
the Fleet" project.
Target TBD
• In the absence of data, the SJTC, is able to provide limited measurement. Our goal
is to review our current fleet management system and create data sets to develop
future benchmarks. SJTC will work in conjunction with the Performance Management
Team to develop appropriate KPI's.
• - 1. Focus has been on balancing the budget while maintaining operating hours.
• 2. Low ridership due to covid 19 impacts and uncertainty around Transit service.
1. Low ridership based on Covid-19 fears.
2. Possibly reverting back to more restrictive phases of the pandemic recovery plan.
3. Aging fleet and associated costs.
4. Greening of the transit system.
67i]
Agencies, Boards, and Commissions Policy - Standard Reporting Template
Lord Beaverbrook Rink
• • • • First Half - 2021
To provide recreational opportunities to residents of the City of Saint John, with a focus on youth
recreation and sport.
51
Agencies, Boards, and Commissions Policy - Standard Reporting Template
• #4
#4
#5
• - $128,717.93
$137,750
$120,859.01
• - $203,360.51
$215,250
$200,745.71
• $-74,642.58
$-77,500
$-79,886.70
• COVID Restrictions
• -• One less staff
• CEWS Subsidy
61