City of Saint John Committee of the Whole Open Meeting AGENDA

Transcription

1 City of Saint John Committee of the Whole Open Meeting AGENDA Tuesday, September 8, :00 p.m. Ludlow Room, City Hall Pages 1. Call to Order 1.1 Saint John Development Corporation (Mayor Norton) Priority Setting Session Agenda and Materials Financial Matter 10.2(4)(c) 1

2 September 2, 2015 His Worship Mel Norton and Members of Common Council Your Worship and Councillors: Subject: Saint John Development Corporation Motion: That Common Council hear from the Saint John Development Corporation at the next Council meeting on September 14, Respectfully Submitted, (Received via ) Mel Norton Mayor City of Saint John 1

3 M&C 2015 Priority Setting Session and Materials September 3, 2015 His Worship Mayor Mel Norton and Members of Common Council Your Worship and Members of Common Council: SUBJECT: 2015 Priority Setting Session Agenda and Materials The 2015 Priority Setting Session is designed to help Council achieve the following objectives. Reflect on the accomplishments and progress achieved in relation to Council s Priorities established in 2012 Collaborative approach to determining what projects and service initiatives to undertake during the remainder of Council s term (in alignment with Council s Priorities ) Input for the City Manager in setting guidelines for 2016 service-based budget preparation The following is an agenda for the session scheduled to start at 5:00 PM in the Ludlow Room, 8 th Floor City Hall. Part A: Accomplishments and Progress Identifying accomplishments, progress and potential gaps towards achieving Council s Priorities Part B: Priority Setting Guidelines Review of considerations for setting priorities (i.e., strategy, current commitments, capacity (resources), timing, achievability (setting Council up for success), citizen expectations, other external drivers) Part C: Priority Setting Determine direction for the City that aligns with Council s Priorities for the remainder of their term: Where is there work to be done and where do we go from here? Part D: Next Steps Confirm next steps 2

4 M&C 2015 Priority Setting Session and Materials In preparation for the priority setting session, Common Council will be provided with the following materials to review. Council s Priorities Annual Report (excerpts) 2014 Annual Report (excerpts) Strategic Alignment of Council s Priorities with the Service-Based Budget (2015 SBB) Progress on Council s External Priorities Respectfully submitted, Stephanie Rackley-Roach, P.Eng., PMP, MScEng Manager, Corporate Planning Neil Jacobsen, MBA Commissioner, Strategic Services Jeff Trail, City Manager 3

5 Council s Priorities Saint John Common Council will create policies that foster social, economic and sustainable growth in Saint John; have the courage to follow through on the tough decisions that are in the best interests of the whole community; and govern with a positive, supportive tone while being respectful of each other, City employees and our citizens. Economic Health Community of Choice Sustainable Infrastructure InvestSJ InvestSJ 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 Implement policies that create a livable community, one that has vibrant neighbourhoods and provides diverse and accessible opportunities to engage in arts, culture and recreation in a safe and caring environment Continue to invest in key community recreation facilities such as Rockwood Park and Harbour Passage Work with community partners to develop and maintain a new signature multi-purpose recreation facility and strategic neighbourhood projects that support PlanSJ Improve the face of our City by increasing investment in our roadways and sidewalks that connect our neighbourhoods Build a more robust transit system that is aligned with the principles of PlanSJ Implement policies that maintain and protect the quality and integrity of all our infrastructure assets in an environmentally sustainable way and reinforces the principles of PlanSJ Execute an equitable city-wide strategic road improvement plan that supports PlanSJ Implement a city-wide strategic recreation plan that right-sizes the delivery of quality recreation programs and facilities for our diverse population Secure funding for projects to deliver quality drinking water to our citizens Citizen Focused Service Delivery Strategic communication Accountability for service results Responsive customer service Service-based decision-making 4

6 Our Community and Corporate Strengths We enjoy strong community support with the ability for diverse groups to rally around a common purpose We have a strong urban flare with plenty of space to live, work, and play Our history is strong, with numerous heritage properties to complement our modern amenities Our parks, natural environment, and waterways offer a variety of recreation options We boast highly qualified and internationally-recognized staff and community leaders Our entrepreneurial spirit is alive and well We are a modern industrial leader Our Community and Corporate Aspirations We will become a community of choice for people and business We will create a culture of forward-thinking and positive action within City Hall and around our community We will actively promote the development of a diverse and growing population We will be seen as a well-run municipal government We will focus on sustainability a clean, green city with public transit that meets the needs of our citizens We will work toward integrated walkways and bike paths to connect our neighbourhoods and waterways We will boast an active network of community champions, advocating economic, social and community investment that drives positive change What are Council s Priorities? Setting priorities is about determining what goals and objectives will be acted upon during Council s term to support the community in achieving its long-term vision Our Saint John. Council s Priorities will also support the implementation of PlanSJ, our new municipal plan. As part of its governance role, Common Council establishes strategic priorities that will guide decisionmaking and allow the City to demonstrate accountability for service results. Building Our Priorities Public engagement was the cornerstone of the strategic planning process to identify goals and objectives that reflect the priorities of our citizens. Engagement with our citizens helped us to recognize the community s strengths, opportunities and aspirations while focusing on results. From there, Council agreed on priority outcomes for the community and the actions required to achieve these goals during their term. Keep the conversation going with your Council on Twitter using #sjcouncil Our Saint John Our Priorities Saint John Common Council

7 Investment in Our Priorities Building a Sustainable Saint John Annual Report For the year ended December 31, 2013

8 Message from Mayor Mel Norton We continued to improve our roads and recreation assets. Initiatives like PlanSJ and PlaySJ will ensure our continued quality of life with sustainable development of land and infrastructure. Financially we have a good story to tell about Focused decision-making, disciplined stewardship of community assets and dollars, and a commitment to continuous improvement are paying dividends. Council has been able to maintain the tax rate while retaining our core services and investing in our priorities. Poised and ready We ve been investing in this special place. We are building a renaissance city with the goal of achieving the community s vision of a more sustainable Saint John. We re investing to ensure we are ready for when the full potential of the City is realized and to restore our place on the national stage. A turnaround This past year marked a turnaround for the City of Saint John. In 2013, Common Council saw significant progress on a number of the priorities we set for the community when we were first elected. We secured funding for the City s Safe Clean Drinking Water project, a rehabilitation of our aging water treatment and distribution system that will treat and deliver quality drinking water across the City. We implemented affordable, sustainable changes to our pension plan to keep our commitment to employees and taxpayers. For centuries Saint John has connected New Brunswick and our nation to the world. The wood that built the world s fastest ships and the grain shipped west to east from our prairie provinces, all left Saint John s year-round, deep water port to reach ports of call around the globe. Along the way we ve invested in transportation and industrial infrastructure. We have developed a hardworking, skilled workforce and a culture open to change, innovation and development. We are open for business poised and ready to take that next step to become a global energy connector. I ve had the pleasure of taking our renaissance message on the road. In 2013, I met with business and government organizations in Calgary and Toronto. We have their support. More importantly, we have piqued their interest. The past becomes the future Two particular events in 2013 crystalized our renaissance and demonstrated how investment continued and new contribute to quality of life in Saint John. The City Market was named Best Public Space 2013 in Canada by the Canadian Institute of Planners. The Market, a City owned and operated historic landmark, celebrated its 228 th year of continuous service in the heart of Saint John. Through the investment of two private donors, the King s Square Bandstand was restored to once again bring live music and entertainment to our cherished square. It is important to pause and celebrate our wins but then we must quickly focus on our next objectives and the task ahead. This annual report not only captures the financial position of the City, it recognizes the work and investment Common Council, City staff and the community has taken to ensure a sustainable future for Saint John and our residents. With the momentum that has started, the support of citizens and the daily effort of our hard-working staff, Saint John is once again going to be a leading Canadian city. On behalf of Saint John Common Council and City staff, I am pleased to present the 2013 Annual Report of the City of Saint John. 7 4 City of Saint John Annual Report 2013

9 Message from City Manager Patrick Woods Accomplishments and achievements I am struck by the volume and variety of our achievements in 2013, and the extraordinary collaborative effort behind them. We are incredibly fortunate that other levels of government, organizations, corporations and our citizens work together to move our city forward. Our Annual Report highlights the investments that Common Council, staff, organizations and citizens have made in Saint John in In 2012, Common Council identified their key priorities: investing in a healthy economy; making Saint John a community of choice by enhancing recreation and neighbourhoods; and ensuring sustainable infrastructure, specifically roads and drinking water. Staff have been challenged to deliver citizen focused and cost effective services. A year in review In 2013, our financial investments addressed Council s priorities and PlanSJ, the City s multiaward-winning municipal plan. Significant investments were made in roads and transportation; the tools and equipment necessary to deliver services effectively and efficiently; implementation of PlanSJ; improved recreation infrastructure; and support required to redevelop our priority neighbourhoods. We continued to address the challenging drainage issues across the City, and we worked to promote economic development. Careful attention to our debt and expenditure levels allowed us to finish 2013 with an operating budget surplus. We invested in True Growth 2.0 an integrated approach to economic development that emphasizes community partnerships. Our capital investment program supported upgrades to the Saint John Trade and Convention Centre (STCC) in order to ensure it remains competitive in the growing convention business market. Our financial commitment to Saint John Waterfront Development was designed to stimulate private sector investment in Fundy Quay. Our partnership with the Saint John Hotel Association allowed us to continue to invest aggressively to promote tourism in Greater Saint John. Through partnerships with the Government of Canada and the Province of New Brunswick, we continue to make great gains in upgrading our infrastructure. Perhaps the most noteworthy examples are the significant progress made on Harbour Clean-up, and the record-level financial commitments announced by all levels of government for the Safe Clean Drinking Water project. With the assistance of corporate and community partners, we are working towards becoming a community of choice. Mispec Park and the Little River Reservoir were restored as key recreation assets and phase one renovations at the Nick Nicolle Community Centre were completed. With the leadership of ONE Change, services will be delivered under a new community based model consistent with PlaySJ. The ideas and expertise gathered from two citizen engagement processes were used to develop initiatives that are strategic and citizen focused. We adopted PlaySJ a multi-year, city-wide recreational strategy to guide investments and programming for years to come. ZoneSJ will result in zoning bylaws that will give life to the community s new municipal plan and ensure sustainable development in the City s Primary Development Area. City Employees developed AdvanceSJ, a Corporate Strategic Plan that sets out how we will deliver programs and services that contribute to achieving Council s priorities and ensuring cost effective and sustainable service delivery. It will allow the Administration to make progress on our primary goal to establish the City of Saint John as a service-based, results-oriented, highperformance public service organization. We are committed to spending tax dollars wisely. Initiatives such as: a new west operations depot; an automated brine system; an in-house solid waste collection model; our awardwinning Municipal Energy Efficiency program (MEEP); and, a new and improved web mapping tool are examples of changes that have allowed us to achieve efficiencies, reduce costs and better address community service needs. The long-term prospects for our community are promising and it is only by being innovative and forward looking that we will be able to capitalize on these opportunities and best respond to the needs of our citizens. It is my hope that this annual report begins to provide an understandable, meaningful and transparent picture of how we are investing in the community to build a sustainable Saint John. 8 6 City of Saint John Annual Report 2013

10 Investing in... Economic Health 10.07% Debt Ratio Within the Province s acceptable range and one of lowest amongst New Brunswick municipalities Facilitating Investment and Sustainable Development The 2013 service-based budget committed resources over a three year period to support the One Stop Development Shop initiative a project to enhance customer service with clear and consistent internal processes to facilitate investment and quality development in Saint John while maintaining community standards that align with PlanSJ. Transforming the development service also requires a full review of the by-laws and processes necessary to effectively implement PlanSJ. This work is well underway with the ZoneSJ initiative public engagement and modernization of the City s zoning by-law. A draft by-law was completed in The new integrated service model and related suite of by-laws are expected to be completed by Investing in Saint John s Waterfront In 2013 a development agreement was completed for the Fundy Quay. Located in the heart of the waterfront, this six acre site will be the location of a potential redevelopment project of significant value that will transform Saint John and the waterfront. The Fundy Quay property is already generating a new revenue stream of $464,000 annually for the City of Saint John and the Parking Commission. When fully developed, the property will create new residential, business, and investment opportunities. Economic Development The City supports four economic development agencies including Saint John (Waterfront) Development Corporation, Saint John Industrial Parks, Enterprise Saint John, and Discover Saint John. Each of these agencies contributes to the City s long-term growth, affordability and sustainability. Encouraging Wealth Creation The Economic Development envelope was increased by $143,000 in 2013 with the additional funding going to Enterprise Saint John in order to allow it to take a leadership role in the 9 10 City of Saint John Annual Report 2013

11 implementation of True Growth 2.0 a plan to drive development and pride in Saint John. Projects include advancing the Energy East Pipeline and continuing development of Health & Life Sciences New Brunswick knowledge cluster at the Tucker Park campus. A number of community leaders serve on a variety of True Growth 2.0 working groups. New wealth creation and tax base growth will provide the revenue needed to deliver affordable services in the future. $79 million in New Construction Building permit value within the primary development area (PlanSJ) first increase year over year since 2008 Engaging the Business Sector The City has revised the Sunday Shopping By-law to provide flexibility to retail owners in setting their hours of business. This flexibility allows retailers to tweak their business practices in order to meet their customer demands. Enhancing Transparency and Accountability All municipalities across Canada are required to follow Public Sector Accounting (PSA) standards. In 2013, the City produced its first set of consolidated financial statements for 2012 that integrate the financial results of over 100 City functions and 17 entities. PSA provides a more complete picture of a municipality s financial position to enhance transparency and accountability. It also provides information for the development of financial and capital investment strategies. With tangible capital assets, the City can start to develop a more detailed plan of the assets it owns and how they are replaced, upgraded and/or financed. Adopting an Affordable, Sustainable Pension Solution The City of Saint John s Pension Plan converted to a shared risk model in December 2012 when the municipality and its four unions all signed a memorandum of understanding. The new model went into effect January 1, 2013 and a new pension board has been appointed. Under the shared-risk model, the City and its workers will share the risk for future deficits. Taxpayer contributions to the plan reduced from $26,470,886 in 2012 to $15,117,102 in ,400 Visitor Guides requested with an estimated 1.5 Million tourist visits $95,000 Tax Revenue / Growth Resulting from investment in the City s industrial parks City of Saint John Annual Report 2013

12 Investing in a... C ommunity of Choice 16% Reduction in Crime Rate Reduction over the last five years with a focus on prevention, more specifically intelligence-led policing Strengthening Neighbourhoods The Neighbourhood Stimulation Grant Program is a catalyst in strengthening priority neighbourhood organizations. By effectively engaging residents to identify needs, issues and concerns, they are empowered to take the actions required in their own neighbourhoods. The City awarded $152,000 in grants to seven organizations in 2013 including Waterloo Village and East Side Neighbourhood, Around the Block Neighbourhood Newspaper, One Change Inc., PULSE (People United Lower South End), Crescent Valley Resource Centre, Teen Resource Centre for Youth, and Westside PACT (Police and Community Together). Safer Community Additional funding was allocated in 2013 to double the efforts of the City s by-law enforcement program with a particular focus on dangerous, vacant and unsightly properties. Enforcement activity protects residents of these buildings and reduces the risks to neighbouring properties to improve neighbourhood safety. Service targets were exceeded by hiring one additional staff person mid-year. Voluntary compliance increased substantially with 40 buildings being repaired and/ or occupied and 15 buildings being demolished by property owners (13 and 8 respectively in 2012). The City has also experienced five years of significant, sustainable crime reduction. This is a result of the Police Commission s investment in intelligence led policing and other crime prevention activities. Promoting Arts and Culture Activities The City has aligned its arts, culture and neighbourhood enrichment (recreation) services under one program. In a variety of ways, this team supported the investment of over $590,000 in arts and culture grants in the community. The Saint John Arts Summit, sponsored by the Saint John Community Arts Board, was held November 1, Over 75 stakeholders from a wide variety of arts backgrounds participated in this event. The session addressed how to encourage participation and engagement in the arts, access resources and promote art, and make art connect with and be accessible to the larger community. This information will be used to set a strategic direction for arts and culture sector over the next five to ten years. Enhancing Recreation Facilities Recreation infrastructure plays a key role in establishing the quality of life in a community. The largest single investment in 2013 was Phase 2 of the renewal of the Nick Nicolle Community Centre in the City of Saint John Annual Report 2013

13 North End. This project is consistent with the direction of PlanSJ, PlaySJ and Council s commitment to invest in our priority neighbourhoods. Other investments included a mini skate park and outdoor exercise equipment at Market Place West, improvements to Rainbow Park and commissioning of Greenslade Park. Summer lifeguard services were also restored at a number of City beaches. 98 % of Fires Contained to Point of Origin Service level is to have initial apparatus on scene within 5 minutes and 30 seconds 90% of the time Partnerships The City worked with corporate and community partners to make improvements at the Little River Reservoir, Lou Murphy Park, Mispec Park, and the King s Square Bandstand. These initiatives would not have been possible without the support of our partners. Improving the Face of Our City Recognizing the need to improve the overall condition of our road and sidewalk infrastructure, Council increased funding for roadway maintenance projects by $1.3 million for a total of $4,400,000. Council also approved $1.45 million to implement the concrete curb and sidewalk renewal program. This allowed the City to meet its target of approximately 60 lane kilometres of asphalt rehabilitation and/or reconstruction work to be completed in The program also afforded the replacement and upgrade of 14.6 kilometres of asphalt curb and 5.7 kilometres of asphalt sidewalk with concrete. Active Transportation Under the leadership of Uptown Saint John and the Green Feet Committee, the Campus Harbour Connection was introduced providing a bicycle route between the Tucker Park Knowledge Cluster and the Uptown. Extending Public Transit Hours In 2013, the City increased funding to Saint John Transit. The additional $350,000 supported extended service hours (early morning, evening and night, Sunday or holiday) in priority neighbourhoods. Frequency of trips was also increased on key routes. This resulted in an additional 6,200 service hours and 54 trips (combination of daily, weekly and holiday trips). The Transit Commission continues to work to stabilize ridership. 638 Youth Placements in Recreational and Cultural Activities Through P.R.O. Kids children are provided with opportunities to participate in activities with the support of $150,000 raised 279,450 Participating in Inclusive Recreation Programming Estimated total number of youth, seniors, disabled and adults participating in programs delivered by the City or in partnership 60 Building Cases Resolved in Total Enhancement of Vacant and Dangerous Building By-law Enforcement Program allowed the service area to exceed the target of 20 in City of Saint John Annual Report 2013

14 Investing in... Sustainable Infrastructure Managing Our Assets Roads The City uses a Pavement Condition Index (PCI) to develop a preventative maintenance strategy to ensure that roads are repaired in a timely manner to avoid more expensive reconstruction costs. Additional funding in 2013 of over $1.3 million dollars in roadway maintenance resulted in improving the PCI to 77 from 72 in the previous year. The number of streets that are considered to have a poor or lower rating (PCI < 55) decreased from 12.56% in 2012 to 7.5% in Facilities The City manages the maintenance, capital investment, and operational requirements of approximately 80 City-owned buildings (not inclusive of Saint John Water). In 2013, staff calculated and analyzed Facility Condition Indices (FCI) for these assets based on estimations of deferred maintenance and building replacement costs. In the long-term this work will allow the City to more efficiently invest in these facilities. The City also streamlined the Facilities Work Order system. This improved system allows the service area to prioritize maintenance of City facilities to ensure a more cost-effective response. Strategic Plan for Recreation and Parks In 2013, Common Council adopted PlaySJ a parks and recreation strategic plan for Saint John. In addition to looking at innovative ways of delivering recreation programs more costeffectively, PlaySJ sets a direction to right-size and modernize recreation and sports facilities. Quality Drinking Water The Government of Canada and the Province of New Brunswick have demonstrated their faith in the future of Saint John by announcing up to $114.6 million in funding through a Public Private Partnership (PPP) to renew the City s drinking water system. This is the largest infrastructure project in the history of Saint John and the Province. It will ensure citizens have access to quality drinking water. It includes the construction of a water treatment plant, watershed improvements and upgrading a network of water mains and pipes City of Saint John Annual Report 2013

15 4.4 km of Watermains Lined The City plans to send out a request for proposals in The design and construction phase is expected to begin in late 2015 with work continuing over the next three construction seasons. The project is expected to be completed in Harbour Clean-Up 77 Pavement Condition Index Additional funding improved the PCI from 72 in 2012 to 77 in 2013 to work toward the City s roadway network target of 80 Lining is an innovative and costeffective means of extending the life of water infrastructure and ensuring the delivery of quality water to the public Common Council adopted a plan for Harbour Clean- Up with the goal of enhancing the quality of life in the community by ensuring our waterways are free of untreated sewerage. Joint funding with the Province of New Brunswick and the Government of Canada was announced in March Construction of the Eastern Wastewater Treatment Facility was completed in In 2013, an additional six lift stations were commissioned. To date, construction on 23 of the 24 pumping (lift) stations required are complete with only the Mill Street Sanitary Lift Station construction remaining. The completion date for the final lift station under the Harbour Clean-Up Program is expected in Once this project is completed 100% of the City s wastewater will be treated to benefit the harbour for future generations. One-Mile Interchange The City played a key role in working with the Province of New Brunswick to construct the One- Mile Interchange. City staff was responsible for renewing the underground infrastructure to allow for the completion of the project at Kane s Corner. The intersection at Westmorland Road and Loch Lomond Road was reconstructed with new traffic lights to improve traffic flow. The One-Mile Interchange was officially opened on December 13, Working in coordination with the Province, this new interchange is intended to improve access to the industrial parks and redirect heavy vehicle traffic from local roadways to ensure their long-term sustainability. 96% of Available Peak Ice Time Booked Available ice allocations at the City s four arenas is at 83% capacity City of Saint John Annual Report 2013

16 Investing in... Citizen-Focused Service Delivery Engaging Citizens The City is committed to engaging citizens and neighbourhoods so that residents contribute to decision-making. In 2013, larger scale public engagement programs were delivered to support ZoneSJ and PlaySJ initiatives. ZoneSJ held 12 stakeholder events with over 350 people participating in the program. Over 60 people attended open houses for PlaySJ. In an effort to inform citizens and better understand their concerns related to specific construction projects, the City held six open houses in Continuous Improvement Roads The City initiated a brine program to support winter maintenance of streets. Two brine units were purchased in 2013 (east and west). Brine (liquid salt) is an effective, pre-wet solution for combating icy winter roadways. As a result, roads stay wet and clear, and the driving public benefits from safer travelling. The goal is to reduce the amount of salt used by 20%. Solid Waste In the fall of 2012, the City began collecting solid waste and compost on all of its 53 residential routes. After a full year of utilizing the in-house service model, the City has saved $723,000 compared to 2011 expenditures. Employees are engaged and productively working in this service area. Additional staff and three new packers (fleet replacement efforts) have contributed to the efficiencies gained keeping workers healthier and reducing downtime respectively. As a result, citizen complaints to customer service have declined considerably due to more efficient collection. City staff have also been able to respond more quickly to citizen concerns. WASTEWATEr Savings of over $130,000 in energy costs were realized at the Lancaster Wastewater Treatment Facility through repairs to the aeration system and changes in operating procedures. Arenas A spring and summer ice program was implemented in 2013 at the City s four arenas. This allowed for more equitable access to all recreational program operators. As a result, approximately $79,000 in new revenue was generated. The City also invested in facility upgrades with the installation of carbon dioxide monitors at all arenas and energy efficient lighting and a low emissivity ceiling at the Peter Murray Arena City of Saint John Annual Report 2013

17 Risk Management The City is incorporating risk management in its decision making, business planning, and performance management practices. With the realignment of this service area and related resources, the City is in a better position to limit the financial impact (from asset loss or destruction) and liability. As a result of service changes, the City reduced the overall claim count by 7% in 2013 on top of a 13% reduction from the pervious year. The City also experienced a 20% reduction in claim payments in % Solid Waste Service Objective Met City crews collected all residential solid waste and compost placed curbside within an 8 hour shift 95% of the time Responsive Customer Service The City consolidated the booking of all Anglophone South School District fields to one point of contact allowing for better facility usage, management and customer satisfaction. This initiative resulted in generating approximately $6,000 in revenue. The City introduced a new and improved web mapping tool that provides citizens with enhanced and easy access to visualize various types of data (e.g., civic addressing, parks and recreation facilities, public transit, winter management plan, sanitation schedules, zoning). AdvanceSJ City staff completed a draft of AdvanceSJ, its new Corporate Strategic Plan. Aligning with Council s priorities, the plan outlines the strategic directions and initiatives that will allow the organization to make progress on its goals. 98% Information Request Target Met Over 13,000 inspections Inspections completed by Growth & Community Development and Public Safety Services to ensure the safety of the public Acknowledgement of request within 24 hours and processing of request within legally required timeframe City of Saint John Annual Report 2013

18 Investment in Our Priorities Working Together for a Sustainable Saint John 2014 Annual Report For the year ended December 31,

19 Message from Mayor Mel Norton We are working together. Common Council, City staff, citizens, businesses (small and large), community groups and other levels of government are working to help the citizens of Saint John realize their vision of leading the nation as an example of a sustainable community. The 2014 Annual Report gives all of our stakeholders an opportunity to see how we ve been investing to make the Community s Vision a reality. Common Council is not doing this alone. When I look back on the year, I am struck by how much we ve been able to achieve through partnerships. Highlights Throughout this report, you ll read many examples of what this community achieved in Here are some of my highlights: a particularly historic day, October 31, when together with the Government of Canada and the Province of New Brunswick, we announced the completion of the Harbour Clean-Up Project signaling the beginning of a harbour clear of sewage; the work of City Staff, the community and the Royal Canadian Legion Branch # 69 to re-imagine Quinton Park into Larche Memorial Park, a fitting dedication for one of Saint John s own; Irving Oil and Port Saint John partnered with the Saint John Fire Service on a training facility to ensure that they can respond to the unique public safety challenges in our city; the re-invigorated Mayor s Cup part of the City s not-to-be missed Canada Day celebrations where 300 spectators watched boarders from around Saint John compete at the Station One Skate Park; the TD Bank Group worked with Saint John Waterfront to interpret life along Harbour Passage through two eco-hubs; the opening of the Nick Nicolle Centre, where O.N.E. Change and the City work together to deliver community programs, and; the resounding success of the inaugural Passport to Parks this past summer, where thousands of Saint Johners got to re-experience our phenomenal parks and the natural beauty of our outdoor public spaces. We ve been making sure those beyond our borders are also aware of our investments and how much we believe in our potential. This year we brought the Saint John message to Ottawa, Houston and Halifax. Council continues to work towards achieving their priorities as we enter into the latter part of our term. Although we still have much work to do, we look forward to working with all of our partners and investing to make Saint John what we know it can be. On behalf of Common Council and City Staff, I am pleased to present the 2014 Annual Report for the City of Saint John City of Saint John Annual Report 2014

20 Message from City Manager Patrick Woods City staff and our partners continue to focus on delivering citizen-focused and cost effective services to achieve the priorities Common Council adopted in Our Annual Report highlights how Common Council, City staff, organizations and citizens have been working together to invest in Saint John during We are incredibly fortunate that the other levels of government, community organizations, corporations and our citizens are committed to working together to move our city forward. I am proud of our achievements in 2014, and the extraordinary collaborative effort behind them. ive services. Working Together The One Stop Development Shop initiative has been well received. Through extensive stakeholder engagement, this initiative is focused on realigning our service delivery to realize our future as envisioned in the City s municipal plan, PlanSJ. ZoneSJ, the City s newly adopted Zoning By-Law, is the first major accomplishment of the One Stop Development Shop and will support sustainable development in the City s Primary Development Area (PDA). We are already seeing progress. Ninety percent of building permit activity occurred in the PDA and the City awarded 100% of the funding available through our heritage grant program. As the City embarks on the largest infrastructure project in its history for quality drinking water, we are proud to celebrate the completion of Harbour Clean-Up. Through partnerships with the Government of Canada and the Province of New Brunswick, we continue to make great gains in renewing our critical water and wastewater infrastructure. Shamrock Park, TD Bank Eco-Hubs along Harbour Passage, several public art projects and Canaport LNG s support of Mispec Park. Likewise, the City s support of priority neighbourhood programs, funding for the Saint John Arts Board and the purchase of the new Green Machine clean-up trailer are partnership initiatives that enhance the quality of life in our community. The partnerships created in the development of our new Fire Training Facility will support responsible and safe industrial development in our city. Community safety was further enhanced with the addition of a leadership position in the City s Emergency Management Organization to facilitate planning, preparedness and coordinated responses to major incidents. These initiatives also have the potential to generate new revenue opportunities. We are committed to investing your tax dollars wisely. Adoption of PlaySJ and implementation of AdvanceSJ, the City s corporate strategic plan, will continue to guide our decision-making towards achieving Council s Priorities and enabling continuous improvement in our service delivery. By working together and being innovative we can better respond to the needs of our citizens. It is my hope that this annual report provides an understandable and meaningful picture of how we are working together for a sustainable and prosperous Saint John. We continue to work together towards creating a community of choice. Significant contributions from corporations and organizations allowed for many additions and improvements to our recreation assets including the Emera New Brunswick Field at 6 19 City of Saint John Annual Report 2014

21 Investing in... Economic Health ZoneSJ The City adopted a comprehensive new Saint John Zoning By-Law (ZoneSJ), a key by-law required to implement the land use framework for the future outlined in PlanSJ. Substantial engagement efforts were undertaken throughout the development of ZoneSJ to reach out to major industrial land owners, developers, builders, and investors to provide information and awareness on the impact of the by-law on land holdings and to support stakeholders through this process. Engagement was supported with Saint John s own internationally recognized GIS-based on-line mapping tool that helped property owners understand existing and proposed zones for their property. One Stop Development Shop The One Stop Development Shop initiative is focused on streamlining the City s development process in order to facilitate investment and quality development in Saint John while maintaining community standards that align with PlanSJ. ZoneSJ was the first major deliverable of this initiative. Another significant accomplishment was the launch of a comprehensive draft service model in the fall of The proposed service model was the focus of public consultation sessions with key stakeholders and staff to ensure service delivery aligns with expectations. Infill Development The City s total value of construction activity stood at just under $90 million in 2014, generating about $870,000 in annual building permit revenues. This revenue offsets the cost of delivering the building permitting and inspections service in Saint John. Most of this activity (about 90%) is occurring in the City s Primary Development Area (PDA) targeted by PlanSJ. Annual building permit volumes have held constant around the 1,000 mark in the last five years. Fire Training Facility The new Fire Training Facility was opened in This was achieved through a partnership with Irving Oil who provided the space on Grandview Avenue, site servicing work, and a state-of-the art training classroom. Saint John s fire service will be responsible for delivering a variety of emergency planning, preparation, and response training programs. Port Saint John also contributed to help manage risk related to marine activity in the community. This unique partnership represents new opportunities for the City to further collaborate with other industries, attract investment in the community by preparing firefighters to support public safety activities related to large industrial projects, and generate revenue through the delivery of training programs City of Saint John Annual Report 2014

22 HotSpot Parking The City has deployed a new pay-by-phone parking service. HotSpot Parking technology is a free application developed in New Brunswick. Users who park uptown have the ability to pay for parking with a variety of devices and/or top up their parking meter or pay and display pass from any restaurant, retail operation or commercial business, at any time. HotSpot Parking provides uptown businesses with the ability to interact with HotSpot users and build their customer base. Introduced as a pilot project with no cost associated to the City implementation, the service has been extended until June Heritage Grants Improvements to the Heritage Grant Program were implemented in This is an incentive program that is designed to encourage heritage property owners to meet the spirit and intent of the Saint John Heritage Conservation Area By-Law. Recent reforms to the heritage grants program have improved access to grants and the program has proven to be successful with the full funding envelope awarded in Success of the program is an indicator of investment into the City s heritage areas and the economic health of the community. The grants program provides a high return on municipal investment given that Saint John s heritage districts represent some of the highest residential property assessments in the City. True Growth 2.0 The City continues to support Enterprise Saint John and its leadership in implementing True Growth 2.0 a regional economic development plan. In 2014, fifteen True Growth projects took flight impacting the areas of energy, supply chain, infrastructure, innovation, research and lead generation. The City played a key partnership role on a number of the energy files and the barge terminal. In collaboration with True Growth 2.0, the City adopted a new Capital Priorities Matrix that evaluates strategic infrastructure funding against the community s economic development objectives. Sustainable Service Review The City undertook an evidence-based review of key services at the policy level to develop the 2015 operating budget that addresses the needs of the community in an affordable and sustainable way. Service level options and their impact on the community were evaluated to support Common Council in their decision-making. An outcome of the process was the City s ability to maintain the tax rate for 2015 despite a number of financial challenges. 90% $89.5 million % New Construction - Building permit value in 2014, a slight increase over 2013 across Saint John Net new dwelling units created (one or more habitable rooms) in 2014 a decrease from 123 in the previous year Permit activity taking place in the City s Primary Development Area as defined in PlanSJ Planning Applications processed for rezoning, subdivision approval, and variances pursuant to the Community Planning Act Property Tax Referrals - Review of tax assessment billings on municipal assets resulting in a reduction of $91,075 Debt Ratio - Within the Province s acceptable range and one of the lowest amongst New Brunswick municipalities 0.6% Increased business confidence over the 2013 survey score conducted by the Canadian Federation of Independent Business only NB municipality to improve their standing in 2014 Forecasted $230.1 million in tourism expenditures in the City (0.7% increase from 2013) representing an all-time high for the city 66,111 Direct visitor inquiries and 121,702 visitor guides requested - decrease from previous year as a direct result of a decrease in cruise passengers in 2014 Discover Saint John generated double the average amount of unique website visitors versus its peer group with 216,923 visitors City of Saint John Annual Report 2014

23 Investing in a... C ommunity of Choice Passport to Parks As the school year drew to a close, the City of Saint John geared up for a fun summer with the launch of Passport to Parks a series of special events organized over a four week period to showcase and increase citizen s awareness of the City s signature parks including Rockwood Park, Little River Reservoir, Rainbow Park, Market Place West, Victoria Square, Dominion Park, Mispec Park and Station One Skate Park. The events were well received with over 1,500 in attendance and lots of community interest. As part of the program, over 60 skaters participated in the Mayor s Cup Skateboarding Competition. The event was designed to promote helmet use at Station One Skate Park. Over 200 free helmets were given out through the Canadian Tire Jumpstart Program and P.R.O. Kids. Emera New Brunswick Field at Shamrock Park The field at Shamrock Park was revitalized thanks to a $500,000 contribution from Emera New Brunswick. In partnership with the City, this $1.5 million project included the installation of an artificial turf field and a new lighting system. These improvements will increase the amount of available playing time (length of season and intensity of use). Artificial turf fields may also decrease the day-to-day maintenance required. Nick Nicolle Community Centre The Nick Nicolle Community Centre gave the Old North End a fresh new look. This modernized facility will serve to nurture our youth, enrich our citizens and strengthen our community. O.N.E. Change, a community-based organization, assumed responsibility for program and service delivery at the centre and provided recreational opportunities at neighbouring facilities in Larche Memorial Park In partnership with the community and businesses, a West side park was the focus of a number of improvements named in memory of Constable Douglas James Larche born in Saint John and one of three Codiac RCMP officers who lost their lives in the line of duty in June More than $50,000 from 20 donors was collected. Features of the park include twelve new park benches, a monument (dedicated to Constable Larche and donated by Nelson Monuments), and three maple trees that represent the fallen Mounties. The dedication ceremony was held on October 19, Milford Park Baseball Field Renovation The Milford Park Committee with the support of the City took the lead in making sure a number of upgrades to the baseball field were completed. Canaport LNG and Emera New Brunswick partnered with the Committee, donating $25,000 to complete the improvements. The field was renamed in the honour of the late Donnie Dwyer, a Milford resident and police officer who was instrumental in introducing family protection and youth services to the Saint John Police Force. Public Art Investments Shards of Time, a sculpture celebrating the many generations who have lived in Saint John was officially unveiled on Harbour Passage. Created by sculptor Peter Powning, this piece of public art is a legacy of the City s 225 th anniversary and its designation as a Cultural Capital of Canada by the Government of Canada in Several public art maintenance projects were also completed including repainting the People Waiting at Barbour s General Store and repairs and installation of plaques at the Peel Plaza Fiddlehead sculpture, King s Square Bandstand and Afghanistan plaque at the Cenotaph City of Saint John Annual Report 2014

24 Harbour Passage Eco-Hub The City, in partnership with Waterfront Development and TD Bank Group, unveiled two of three planned ecological hub (eco-hub) installations along Harbour Passage. Thanks to a generous $500,000 contribution from TD, these eco-hubs feature interpretative signage and elements that will educate the community and visitors about the environment in and around the Saint John Harbour. This partnership demonstrates a commitment to the greening and sustainability along our waterfront. Safer School Zones The City began the implementation of the Safer School Zones Program in The program focuses on developing traffic calming solutions around a number of elementary schools. Safer School Zone projects were implemented at Prince Charles, Bayview and Bayside schools. Working with each school, City staff addressed their unique needs and safety requirements. Traffic calming solutions include parking, installation of signage and electronic driver feedback signs that encourage speed limit compliance. Neighbourhood Support Saint John Common Council presented over $150,000 in grants to community organizations in June as part of the City s Neighbourhood Stimulation Grant Program to build leadership capacity and increase engagement in neighbourhoods. Grants were awarded to Quality Learning New Brunswick, Crescent Valley Resource Centre, Village Association / East Side Motivators, Vibrant Communities Around the Block Neighbourhood Newspaper, O.N.E. Change Inc., Teen Resource Centre for Youth, Westside PACT, PULSE (People United Lower South End), and Anglin Drive Tenants Association (Story Tent). Transportation Master Plan (MoveSJ) A request for proposal was awarded for the development of a Transportation Strategic Plan for Saint John. MoveSJ will guide transportation investments in the City for the next 25 years. As a first step to the planning process, traffic counts were completed for both vehicle traffic and pedestrian movements in Y Facility The City continues to support the YMCA in the construction of their new facility. Approximately $343,000 was contributed to the YMCA s facility including land, grant for permit fees and capital contributions. The new facility will provide increased opportunities for recreation and wellness activities in Saint John. Emergency Preparedness The City has renewed our focus on emergency management. With the addition of a leadership resource, the City s Emergency Management Organization (EMO) can ensure proper planning, full preparedness and a coordinated response to major emergencies. A priority is to ensure responsible industrial development through risk assessment and planning. An emergency preparedness exercise that simulated a pipeline incident was conducted in 2014 involving approximately 35 people representing various stakeholders. Working with our stakeholders the City is committed to ensuring Saint John is a safe, liveable community. Over 90% of residents feel safe or very safe in their homes during the evening and at night 83% Resident satisfaction with the overall quality of police service provided; 8% increase from 2010 (very/satisfied) Building cases resolved 30 buildings repaired and/or reoccupied and 13 demolished by property owners 1,242 Youth Placements in recreational opportunities and cultural activities through P.R.O. Kids with the support of $200,000 raised Over 14,000 Visits to the Market Place and HOPE Wellness Centres in partnership with Horizon Health Responded to 69 structure fires; 91% contained to point of origin 1,230 Fire Prevention Inspections conducted to ensure public safety 1,521 children participated in the Fire Safety House Program a new Fire Safety House Trailer was purchased in partnership with Emera New Brunswick City of Saint John Annual Report 2014

25 Investing in...sustainable Infrastructure Investment in Roads Common Council remained committed to their priority to invest in roads. With funding levels consistent with the previous year, the City resurfaced 97 lane kilometres representing 7.8% of the road network. A slight decrease in the pavement condition index (PCI) in 2014 was a result of severe winter weather. Increased funding for asphalt resurfacing has resulted in a reduction of claims for damage from potholes. Quality Drinking Water The Safe, Clean Drinking Water Project (SCDWP) involves the construction of a water treatment plant (East), watershed and storage improvements, and upgrading a network of water mains and pipes. This past Fall, Common Council approved the three shortlisted bidders selected to enter into the Request for Proposal (RFP) process for the project. The selection of bidders marks a significant milestone that will ensure Saint John has quality drinking water. In an effort to reduce cost, testing for groundwater in both the East and West sides of the city was completed in Groundwater typically costs less to treat as the soil and rocks through which it flows acts as a natural filtration system. Testing indicated that there is enough water to supply groundwater to the West side and can be treated at the existing Spruce Lake Treatment Plant. As a result, the SCDWP scope was amended to account for groundwater with a reduction in capacity required at the new water treatment facility and a decrease in the amount of distribution and storage upgrades required. Harbour Clean-Up Representatives from the federal, provincial and municipal governments marked the final milestone of Saint John s Harbour Clean-Up project a harbour 100 percent free of raw untreated wastewater. Construction of the Eastern Wastewater Treatment Facility was completed in 2011 and the last of the 24 lift stations required to move wastewater to a treatment facility was completed in Water and Wastewater Infrastructure Maintenance The City is committed to managing its assets in an effective and efficient way. One initiative is the continued delivery of the unidirectional flushing program, a more efficient approach to cleaning and maintaining water mains to ensure quality drinking water. Another initiative is the implementation of a QuickTV (QTV) pilot project. QTV is a tool for identifying sewers that require further assessment and maintenance. This approach helps identify the lines that need immediate attention to prioritize cleaning and/or required repairs. This program will become part of the on-going asset management program City of Saint John Annual Report 2014

26 Stormwater Management The City continues to invest in stormwater management to protect infrastructure, private property and the environment. In 2014, the construction of a 100,000 cubic metre detention pond in Millidgeville was completed. The project included excavation, installation of new storm sewer, removal and installation of new cross culverts at Cambridge Drive and landscaping. The detention pond is intended to reduce flooding in the Brentwood area. Capital Infrastructure Investment A significant portion of a complex infrastructure project was completed on Prince William Street in The project was designed to reinvest in the urban core, ensuring alignment with PlanSJ. It involved the renewal of the existing watermain and sanitary sewer, installation of new storm sewer, and street reconstruction including curb and sidewalk. Several unique features highlight this project including partnerships with Public Works and Government Services Canada to remove a heating tunnel dating back to 1957 and Saint John Energy to facilitate the conversion of overhead utilities to underground services. Designated as the first historic streetscape in Canada, new granite curb, bike racks and park benches were installed. A focused effort was made to work with area businesses to ensure construction issues were dealt with easily and efficiently. A number of other infrastructure projects that included water, sanitary and storm work and road reconstruction were undertaken in These included work on Duke Street, Hillcrest Drive, Douglas Avenue and Rodney Street. Saint John Sign The iconic Saint John sign on Fort Howe received a facelift and an LED lighting retrofit in Improvements in lighting technology will provide more lighting hours, better illumination, and decrease maintenance requirements. The retrofit will also decrease operating costs. The City is responsible for ongoing maintenance including the cost of the energy. The cost to run the sign is now expected to be about $1,000 per year compared to the $9,000 prior to the retrofit. Advanced Water Metering Infrastructure The City started a project in 2014 that involves the installation of a radio frequency meter reading system that will collect hourly readings of all water meters in the water distribution system. As well, this past year a total of 669 new meters were installed. This infrastructure will facilitate the automation of meter reading in real time City of Saint John Annual Report ,350 Lining is an innovative and costeffective means of extending the life of water infrastructure and ensuring the delivery of quality water to the public 74.5 Pavement Condition Index (slight reduction in PCI in 2014) Efforts included 73 lane km milling /overlay, 5 lane km total reconstruction, 19 lane km maintenance Completed work requests at City facilities for repairs and preventative maintenance cost of $1.55 million Replaced 41 fleet assets and disposed of 33 assets (residuals value of $226,000) Cleaned and lined 4,405 m of watermains at a cost of $1.62 million an innovative maintenance technique to improve flow capacity, improve water quality and extend the service life of this infrastructure Replaced 669 industrial, commercial, and institutional water meters to ensure accurate consumption calculations and to meet the compatibility requirements of modern reading systems Replanted 24 trees in coordination with Deloitte Inc. Impact Day in the uptown parks 126 Traffic signal maintenance job orders completed Completed 7 drainage projects to protect municipal infrastructure and private property 12 wastewater lift stations activated as part of the Harbour Clean-Up Project Replacement of 16.3 km of asphalt curb and 7.5 km of asphalt sidewalk with concrete $1.58 million investment

27 Investing in... Customer-Focused Service Delivery Public Involvement The City of Saint John recognizes the importance of public involvement and participation in the decisions that impact our community. One way citizens can get involved is to serve on one of the City s agencies, boards or commissions (ABCs). In 2014, the City implemented a new on-line ABC application system. This new system allows for better tracking of committee composition and provides access to citizens to see who is on a committee or what vacancies are available. On-line Claims Reporting An on-line claims reporting system was introduced in A citizen can file a damage claim if it is believed that the City has been negligent in its maintenance of facilities, roads, trees, and sewers causing bodily injury or property damage. This new reporting system is easy to use and supports getting better information on incidents. Fire Inspection Field Reporting The Fire Prevention Service has fully deployed a field inspection reporting system. Inspectors directly enter inspection results in the field rather than returning to the office. This continuous improvement initiative has improved productivity. By-Law Enforcement Protocol In 2014, the Dangerous and Vacant Building Program developed an inspection protocol that outlines the frequency of inspections required depending on the condition and priority of the building. The objective was to enhance public safety and use resources more cost-effectively. As a result, by-law enforcement staff can focus on priority buildings to reduce the risks to neighbouring properties. Line Painting Improvements The addition of a new paint truck to the City s fleet has resulted in a number of productivity improvements and operational savings. The truck is equipped with measurement and heating devices that ensure the right thickness and consistency of paint is applied. There is also less paint wasted as there is no need to flush the truck every day. With the ability to use a drying product and carry a full day s worth of paint, travel time has been reduced. Traffic Control Enhancements A rectangular rapid flashing beacon (RRFB), a new solar powered technology, has been implemented on the existing traffic control devices at the top of Garden Street. RRFB devices use rapidly flashing beacons to alert motorists when a pedestrian is crossing. The average cost to install an RRFB is $6,500 compared to $50,000 to install a traditional pedestrian-activated overhead flasher system. The City of Saint John is one of the early adopters of this type of technology City of Saint John Annual Report 2014

28 Stormwater Maintenance Innovation The City installed a plastic catch basin and manhole on Farry Cove Lane as a pilot project in This new type of infrastructure material is manufactured in New Brunswick and has a life expectancy three times that of traditional concrete. Early analysis of the installation has been positive and has garnered interest from the supplier to partner with the City to write a research paper. Safer Arenas The City installed gas detection devices in all the City-owned arenas. Staff also facilitated the installation of these devices at the Lord Beaverbrook Rink. To support this initiative, Standard Operating Procedures were developed for arena operators and implemented at each of the arenas to improve overall public safety and meet regulatory requirements. Enhanced 911 Saint John is the first and only Public Safety Answering Point (PSAP) in New Brunswick to provide Enhanced 911 (E911) service before the December 31, 2014 deadline. This initiative provides 911 emergency operators with your mobile phone number, area code and approximate location to support more efficient service delivery and enhance public safety. Public WiFi More access points were added to the City s public space WiFi. This work was done in cooperation with Discover Saint John, Waterfront Development, Uptown Saint John, Saint John Energy, City staff and our primary technology partner, Bell Aliant. The goal is to build an affordable, sustainable, reliable and functional public space WiFi network to provide a level of convenience to the people who live, work, invest and play in Saint John. Webcams In 2014, a scalable and secure web portal was launched where live webcam feeds can be viewed. Web cameras have been installed to provide a bird s eye view of Saint John in motion in several key locations including King s Square, King Street, Loyalist Plaza and the City Market. The goal is to showcase key municipal assets and attractions. Post Tropical Storm Arthur Response Post tropical storm Arthur battered the Maritimes in In Saint John, many areas of the city were flooded with heavy rain. High winds caused extensive damage to infrastructure and private property. Through a coordinated effort, the City pruned or cut down many trees and replaced a number of concrete sidewalk panels that were lifted up out of place by tree roots. After the storm, the City assisted residents with tree/branch curb side collection. 99% Solid Waste Service Objective met City crews collected all residential solid waste and compost placed curbside within an 8 hour shift 99% of the time showing a steady improvement in the efficiency of service delivery 98% Right to Information Request Target met Acknowledgement of request within 24 hours and processing of request within legally required timeframe City s Lost Time Frequency remains 5% lower than our Industry Group (other New Brunswick Municipalities). As a result of our safety programs the City experienced 1.77 lost time accidents per every 100 employees. Supported over 40 events as part of the King s Square entertainment series and 26 local farmers markets in other City parks Repaired over 90 watermain breaks and 70 sewer mains Average daily potable (drinking) water production of 71 million litres per day and average daily production of industrial water of 78 million litres per day Achieved 100% compliance with Department of Environment effluent limits at the City s wastewater treatment facilities Primary winter roadway maintenance (plowing) service objective was met 94% of the time during the winter season City s public Wi-Fi provides access to 300 devices simultaneously and upwards of 900 devices a day City of Saint John Annual Report 2014