More
Help
About
Sign Out
No preview available
/
Fit window
Fit width
Fit height
400%
200%
100%
75%
50%
25%
View plain text
This document contains no pages.
The URL can be used to link to this page
Your browser does not support the video tag.
2011-03-14_Agenda Packet--Dossier de l'ordre du jour
�" tLl�- City of Saint John Common Council Meeting Monday, March 14, 2011 Committee of the Whole 1. Call to Order 4:30 p.m. 8th Floor Boardroom City Hall 1.0 Approval of Minutes 1.1 Personnel Matter 10.2(4)(b) 1.2 Legal Opinion 10.2(4)(f,g) 1.3 Financial Matter 10.2(4)(c) 1.4 Property Matter 10.2(4)(b,g) 1.5 Legal Opinion 10.2(4)(f,g) Regular Meeting 1. Call to Order — Prayer 6:15 p.m. Council Chamber 2. Approval of Minutes 2.1 Minutes of February 7, 2011 2.2 Minutes of February 14, 2011 3. Adoption of Agenda 4. Disclosures of Conflict of Interest 5. Consent Agenda 5.1 Enterprise Saint John: Business Bulletin (Recommendation: Receive for Information) 5.2 Saint John Trade and Convention Centre - Appointment of Auditors and Approval of 2008/2009 Audited Financial Statements (Recommendation in Report) 5.3 Electrical Maintenance Services - City Facilities (Recommendation in Report) 5.4 Amendment to Section 41 Conditions (Change of Non - Conforming Use) 100 Rodney St (Recommendation in Report) 5.5 Spruce Lake Industrial Park Watermain Installation (Recommendation: Receive for Information) 5.6 Sale of Stopped Up and Closed Portion of Harding St West (Recommendation in Report) 5.7 Acquisition of Property - 1720 Westfield Road (Recommendation in Report) 5.8 Lands for Public Purposes Proposed Townhouse Development 130 Gault Road (Recommendation in Report) 5.9 Tender for Fire Department Dress Uniforms (Recommendation in Report) 2 6. Members Comments 7. Proclamation 8. Delegations/ Presentations 8.1(a) P1anSJ: Formal Endorsement of P1anSJ Growth Strategy 8.1(b) P1anSJ Citizen Advisory Committee Recommendation 8.1(c) Saint John's Choice for Growth and Change Presentation 8.1(d) Growth Strategy March 2011 8.1(e) Engagement Report #3 9. Public Hearings 10. Consideration of By -laws 10.1(a) Proposed Rezoning 1147 Loch Lomond Road Josselyn Road Extension 10.1(b) Third Reading Zoning By -Law Amendment - 1147 Loch Lomond Rd 10.1(c) Section 39 Conditions 10.2 Third Reading Zoning By -Law Amendment - 78 Orange St 11. Submissions by Council Members 11.1 Fire Operations /Administration (Councillor Titus) 11.2 Capital Investment to Assist The Porter Memorial Playground Project (Councillor McGuire) 11.3(a) ONE Change Neighbourhood Planning Documents (Councillor Sullivan) 11.3(b) One Voice: Social Programming Initiative 11.3(c) Old North End - One Plan 11.4 Marketing Opportunities for Property Development (Deputy Mayor Chase) 12. Business Matters - Municipal Officers 12.1 City Solicitor: Designation of "Head" of Saint John under the Right to Information and Protection f Privacy Act (RTIPPA) 12.2 City Manager: Wind -Up of the City of Saint John Residential Infrastructure Assistance Program, Commercial Incentive Program and the Business Development Incentive 12.3 City Manager: Regional Hazardous Materials Emergency Response Agreements 12.4(a) City Manager: Proposed Mini Home on Undeveloped Section of Paisley St 12.4(b) Letter in Support of Mini Home 12.5 City Manager: Telecom Expense Management Software 13. Committee Reports 13.1 Committee of the Whole: Recommended Appointments to Committees 13.2 Planning Advisory Committee: Proposed Subdivision - 1147 Loch Lomond Road 14. Consideration of Issues Separated from Consent Agenda 15. General Correspondence 16. Adjournment 5 City of Saint John S6ance du conseil communal Lundi 14 mars 2011 Comit6 pl6nier 1.Ouverture de la s6ance 16 h 30 — Salle de conf6rence, 8e 6tage, hotel de ville 1.0 Approbation du proces- verbal 1.1 Question relative au personnel 10.2(4)b) 1.2 Avis juridique — alineas 10.2(4)f),g) 1.3 Question financiere — alin6a 10.2(4)c) 1.4 Question relative aux biens -fonds — alineas 10.2(4)b), g) 1.5 Avis juridique — alineas 10.2(4)f), g) S6ance ordinaire 1.Ouverture de la s6ance, suivie de la priere 18 h 15 Salle du conseil 2. Approbation du proces- verbal 2.1 Proces- verbal de la seance tenue le 7 fevrier 2011 2.2 Proces- verbal de la s6ance tenue le 14 fevrier 2011 3. Adoption de Pordre du jour 4. Divulgations de conflits d'int6rets 5. Questions soumises i Papprobation du conseil 5.1 Enterprise Saint John : Bulletin d'affaires (recommandation : accepter a titre informatif) 5.2 Saint John Trade and Convention Centre — Nomination de v6rificateurs et approbation des 6tats financiers v6rifi6s de 2008 -2009 (recommandation figurant au rapport) 5.3 Services d'entretien du syst&me 6lectrique — Installations de la Ville (recommandation figurant au rapport) 5.4 Modification aux conditions impos6es par Particle 41 (changement de 1'usage non conforme) — 100, rue Rodney (recommandation figurant au rapport) 5.5 Installation d'une conduite d'eau principale dans le parc industriel du lac Spruce (recommandation : accepter a titre informatif) 5.6 Vente d'un tron�on de la rue Harding Ouest ferm6 a la circulation (recommandation figurant au rapport) 5.7 Acquisition du bien -fonds situ6 au 1720, chemin Westfield (recommandation figurant au rapport) 5.8 Projet d'am&nagement de maisons en range sur les terrains d'utilit6 publique au 130, chemin Gault ( recommandation figurant au rapport) 5.9 Soumission relative aux uniformes de grande tenue du service d'incendie (recommandation figurant au rapport) 6. Commentaires pr6sent6s par les membres 7. Proclamation 8. Delegations et presentations 8.1a) P1anSJ : Approbation officielle de la strat6gie de croissance du P1anSJ 8. lb) Recommandation du Comit6 consultatif des citoyens pour le P1anSJ 8.1c) Presentation sur le choix de croissance et d'&volution de Saint John 8.1d) Strat6gie de croissance pour mars 2011 8.1e) Rapport sur la mobilisation no 3 9. Audiences publiques 10. Etude des arretes municipaux 10.1a) Projet de rezonage visant le 1147, chemin Loch Lomond et prolongement du chemin Josselyn 10.1b) Troisi6me lecture de la modification de 1'Arret& de zonage visant le 1147, chemin Loch Lomond 10.1c) Conditions impos6es par Particle 39 10.2 Troisieme lecture de la modification de 1'Arret6 de zonage visant le 78, rue Orange 11. Interventions des membres du conseil 11.1 Operations /administration des services d'incendie (conseiller Titus) 11.2 Investissement de capitaux pour contribuer au projet de terrain de jeu comm6moratif Porter (conseiller McGuire) 11.3a) Documents de ONE Change sur la planification de 1'am6nagement des quartiers (conseiller Sullivan) 11.3b) Une seule voix : Initiative relative a la programmation sociale 11.3c) Vieux quartier nord — Un seul plan 11.4 Possibilit6s de marketing pour 1'am6nagement des propri6t6s (maire suppl6ant Chase) 12. Affaires municipales evoquees par les fonctionnaires municipaux 12.1 Avocat municipal: Nomination du « chef)) de The City of Saint John en vertu de la Loi sur le droit a Pinformation et la protection de la vie privee 12.2 Directeur general : Dissolution du programme d'aide a l'infrastructure r6sidentielle, du programme d'encouragement commercial et du programme d'incitatifs pour la creation d'entreprises. 12.3 Directeur general : Accords sur l'intervention d'urgence r6gionale relative aux mati&es dangereuses 12.4a) Directeur general : Projet relatif a la construction d'une mini - maison sur une parcelle de terrain non am6nag6e de la rue Paisley 12.4b) Lettre d'appui au projet de construction d'une mini - maison 12.5 Directeur general : Logiciel de gestion des d6penses en t616communications 13. Rapports deposes par les comites 13.1 Comit& pl6nier : Recommandations de nominations pour si6ger aux comites 13.2 Comite consultatif d'urbanisme : Projet de lotissement au 1147, chemin Loch Lomond 14. Etude des sujets ecartes des questions soumises a 1'approbation du conseil 15. Correspondance generale 16. Levee de la seance 96 -67 COMMON COUNCIL / CONSEIL COMMUNAL FEBRUARY 7, 2011/LE 7 FEVRIER 2011 COMMON COUNCIL MEETING — THE CITY OF SAINT JOHN CITY HALL — FEBRUARY 7, 2011 - 5:00 P.M. Present: Ivan Court, Mayor Deputy Mayor Chase and Councillors Farren, McGuire, Mott, Norton, Snook, Sullivan, and Titus - and - P. Woods, City Manager; S. Brittain, Solicitor; C. Graham, Comptroller; P. Groody, Commissioner of Municipal Operations; K. Forrest, Commissioner of Planning and Development; A. Poffenroth, Deputy Commissioner of Buildings and Inspection Services; B. Morrison, Commissioner of Leisure Services; J. Flemming, Police Staff Sergeant; R. Simonds, Fire Chief; E. Gormley, Common Clerk and J. Taylor, Assistant Common Clerk. SEANCE DU CONSEIL COMMUNAL DE THE CITY OF SAINT JOHN TENUE A L'HOTEL DE VILLE, LE 7 FEVRIER 2011 A 17 H Sont presents : Ivan Court, maire le maire suppieant Chase et les conseillers Farren, McGuire, Mott, Norton, Snook, Sullivan et Titus et P. Woods, directeur general; S. Brittain, avocat; C. Graham, controleuse; P. Groody, commissaire aux Operations municipales; K. Forrest, commissaire au service Urbanisme et developpement; A. Poffenroth, commissaire adjoint aux Services d'inspection et des batiments; B. Morrison, commissaire des Services des loisirs; J. Holt, sergent d'etat -major du Service de police; R. Simonds, chef du service d'incendie; ainsi que E. Gormley, greffiere communale, et J. Taylor, greffier communal adjoint. 1. Call to Order — Prayer Mayor Court called the meeting to order and Councillor Snook offered the opening prayer. 1. Ouverture de la seance, suivie de la priere La seance est ouverte par le maire Court, et le conseiller Snook recite la priere d'ouverture. 2. Approval of Minutes 2. Approbation du proces- verbal 3. Approval of Agenda On motion of Councillor Titus Seconded by Councillor McGuire RESOLVED that the agenda of this meeting be approved. Question being taken, the motion was carried. 3. Adoption de I'ordre du jour Proposition du conseiller Titus Appuyee par le conseiller McGuire RESOLU que I'ordre du jour de la presente seance soit adopte. A I'issue du vote, la proposition est adoptee. A 96 -68 COMMON COUNCIL /CONSEIL COMMUNAL FEBRUARY 7, 2011/LE 7 FEVRIER 2011 3.1 2011 Capital Budget Referring to a submitted report, the City Manager outlined the proposed 2011 Capital Budget and he responded to Council members' questions. Responding to a question, the Commissioner of Municipal Operations stated that gas tax money is being used to fund the 3 Milford projects. He further noted that there are no specific projects designated for Westgate Park in 2011. Mr. Hugenholtz, Operations Manager for Leisure Services, was asked to list the capital projects that his department had identified for 2011, which were removed from the proposed capital budget, to which he explained that the design stage for the next phase of work at Rockwood Park has been removed. He further noted that a project planned for Market Place West and the upgrades to Shamrock Park will not be proceeding in 2011. On motion of Deputy Mayor Chase Seconded by Councillor Snook RESOLVED that Council request a verbal update from Uptown Saint John and the Saint John Waterfront Development Corporation, respectively, regarding the City's 2011 Capital Budget. Question being taken, the motion was carried. Mr. Asimakos, General Manager of Uptown Saint John, stated that the City's 2011 Capital budget has funds allocated for the Paramount Theatre restoration project, noting that it sends a positive message to the other potential funders of the project. Responding to a question, Mr. Maclntyre, General Manager of Saint John Waterfront Development, stated that capital funds allotted for the proposed Fallsview project will allow his group to leverage funds from the other levels of government to begin the master plan development of the Reversing Rapids. The Commissioner of Leisure Services was asked if the Market Place project would be moving ahead in the near future, to which he responded that there are currently unresolved land issues, noting that his department has plans to proceed with the project in 2012. Responding to a question, the City Manager stated that should funding be made available by the other levels of government for those projects appearing in Schedule E of the submitted report, the city's financial contribution would be booked against the 2012 capital budget. On motion of Councillor Titus Seconded by Councillor McGuire RESOLVED that Common Council: 1) Approve the 2011 Capital Budget in the amount of $19,520,528 (gross) with contributions from Other Sources of $7,485,528 yielding a capital budget in the amount of $12,035,000 (net) as set out in Schedule C, and 2) Give advance approval to three projects in the 2012 Capital Budget, namely the Pugsley Park EcoHub ($895,000), the acquisition of Two Transit Buses ($900,000) and the acquisition of a new Fire Pumper Truck ($500,000), and further 3) Identify the Saint John Trade and Convention Centre retrofit as an economic development priority of Common Council, and further 4) Approve the items identified in Schedule "E" to the submitted Capital Budget, with the exception of Millidgeville field - artificial turf, subject to satisfaction of the conditions set out therein and the satisfaction of any other conditions or requirements that may be established by Common Council in the future. Question being taken, the motion was carried. (Councillor Sullivan withdrew from the meeting) On motion of Councillor Titus 7 96 -69 COMMON COUNCIL /CONSEIL COMMUNAL FEBRUARY 7, 2011/LE 7 FEVRIER 2011 Seconded by Councillor McGuire RESOLVED that Common Council approve the item identified as Millidgeville field - artificial turf in Schedule "E" to the submitted Capital Budget subject to the satisfaction of the conditions set out therein and the satisfaction of any other conditions or requirements that may be established by Common Council in the future. Question being taken, the motion was carried. (Councillor Sullivan re- entered the meeting) 3.1 Budget d'immobilisations de 2011 A partir d'un rapport anterieur, le directeur general presente le budget d'immobilisations de 2011, puis rspond aux questions des membres du conseil. En reponse a une question, le commissaire aux Operations municipales indique que I'argent provenant de la taxe sur 1'essence sert a financer les trois projets en cours a Milford. II ajoute qu'il n'y a pas de projet precis concu pour le parc Westgate en 2011. On demande a M. Hugenholtz, directeur des operations des Services des loisirs, de dresser une liste des projets d'immobilisations releves par son service pour 2011 et qui ont sts retires du budget d'immobilisations propose. M. Hugenholtz explique que I'etape de la conception pour la prochaine phase de travail au parc Rockwood a ste retiree. II ajoute que le projet prevu pour la place Market Ouest et les ameliorations au parc Shamrock n'auront pas lieu en 2011. Proposition du maire suppleant Chase Appuyee par le conseiller Snook RESOLU que le conseil demande une mise a jour verbale de la part de Uptown Saint John et de Saint John Waterfront Development Corporation, respectivement, en ce qui concerne le budget d'immobilisations municipal de 2011. A Tissue du vote, la proposition est adoptee. M. Asimakos, directeur general d'Uptown Saint John, affirme que le budget d'immobilisations municipal de 2011 prevoit des fonds pour le projet de restauration du theatre Paramount et mentionne que ce projet envoie un message positif aux bailleurs de fonds eventuels du projet. En reponse a une question, M. Maclntyre, directeur general de Saint John Waterfront Development, affirme que les fonds d'immobilisations attribues au projet Fallsview propose permettront a son groupe de multiplier les fonds provenant d'autres ordres de gouvernement afin de commencer I'elaboration du plan d'amenagement du projet Chutes reversibles. On demande au commissaire des Services des loisirs s'il prevoit bientot aller de ('avant avec le projet de la place Market. Le commissaire repond que le projet est actuellement confronts a des problemes non resolus lies au terrain et que son service prevoit faire progresser le projet en 2012. En reponse a une question, le directeur general affirme que si des fonds sont accordes par d'autres ordres du gouvernement aux projets figurant a I'annexe E du rapport presente, la contribution financiere de la Ville sera comptabilisee dans le budget d'immobilisations de 2012. Proposition du conseiller Titus Appuyee par le conseiller McGuire RESOLU que le conseil communal: 1) Approuve le budget d'immobilisations de 2011, d'un montant de 19 520 528 $ (brut) incluant les contributions s'elevant a 7 485 528 $ provenant d'autres sources, ce qui correspond a un budget d'immobilisations s'elevant a 12 035 000 $ (net), tel que presente a I'annexe C; 2) Approuver au prsalable les trois projets faisant partie du budget d'immobilisations de 2012, c'est -a -dire le projet EcoHub du parc Pugsley (895 000 $), I'achat de deux autobus urbains (900 000 $) et I'achat d'un nouveau carrion equips d'une pompe a incendie (500 000 $); 96 -70 COMMON COUNCIL /CONSEIL COMMUNAL FEBRUARY 7, 2011/LE 7 FEVRIER 2011 3) Faire de la modernisation du Saint John Trade and Convention Centre une priorite sur le plan de I'amenagement economique du conseil communal; 4) Approuver les points figurant a I'annexe « E » du budget d'immobilisations soumis, a 1'exception du point concernant le gazon synthetique du terrain de sport Millidgeville, qui depend du respect des conditions enoncees et du respect de toutes les autres conditions ou exigences etablies par le conseil communal a I'avenir. A Tissue du vote, la proposition est adoptee. (Le conseiller Sullivan quitte la seance.) Proposition du conseiller Titus Appuyee par le conseiller McGuire RESOLU que le conseil communal approuve le point sur le gazon synthetique du terrain de sport Millidgeville figurant a I'annexe « E du budget d'immobilisations soumis, qui depend du respect des conditions enoncees et du respect de toutes les autres conditions ou exigences etablies par le conseil communal a I'avenir. A Tissue du vote, la proposition est adoptee. (Le conseiller Sullivan se joint de nouveau a la reunion.) 3.2 PlanSJ Meeting and 2011 Heritage Awards On motion of Councillor Farren Seconded by Councillor Titus RESOLVED that as recommended by the City Manager, Common Council agree to meet in an open session of Committee of the Whole on Monday February 21, 2011 to receive the final report of the consultants respecting the fiscal impact work for PlanSJ and to deliver the 2011 Heritage Awards. Question being taken, the motion was carried. 3.2 Reunion concernant le PlanSJ et les prix du patrimoine 2011 Proposition du conseiller Farren Appuyee par le conseiller Titus RESOLLI que, comme le recommande le directeur general, le conseil communal accepte de se reunir le lundi 21 fevrier 2011 dans le cadre d'une seance publique du Comite plenier, afin de recevoir le rapport final des consultants concernant le travail sur les repercussions fiscales du PlanSJ et d'attribuer les prix du patrimoine 2011. A Tissue du vote, la proposition est adoptee. 3.3 Peel Plaza — Municipal Services Easement On motion of Councillor Farren Seconded by Councillor McGuire RESOLVED that The City of Saint John acquire the municipal easement of 525 square metres between Carleton Street and Sewell Street at a price of $33,904.50 plus applicable taxes. Question being taken, the motion was carried. 3.3 Place Peel — Servitude pour services municipaux Proposition du conseiller Farren Appuyee par le conseiller McGuire RESOLLI que The City of Saint John achete la servitude municipale de 525 metres carres entre la rue Carleton et la rue Sewell pour la somme de 33 904,50 $, taxes en sus. A Tissue du vote, la proposition est adoptee. 9 96 -71 COMMON COUNCIL /CONSEIL COMMUNAL FEBRUARY 7, 2011/LE 7 FEVRIER 2011 3.4 Joshua Group Presentation (Mayor Court) On motion of Councillor Snook Seconded by Councillor McGuire RESOLVED that item 3.4 Joshua Group Presentation be referred to a closed meeting of the Committee of the Whole to discuss a personnel matter. Question being taken, the motion was carried. 3.4 Presentation du groupe de Joshua (maire Court) Proposition du conseiller Snook Appuyee par le conseiller McGuire RESOLU que le point 3.4 Presentation du groupe de Joshua fasse ('objet d'une seance privee du Comite plenier afin de discuter d'une question de nature personnelle. A ('issue du vote, la proposition est adoptee. 16. Adjournment The Mayor declared the meeting adjourned at 6:15 p.m. 16. Levee de la seance Le maire declare que la seance est levee a 18 h 15. Mayor / maire Common Clerk/ greff iere communale 10 96 -72 COMMON COUNCIL / CONSEIL COMMUNAL FEBRUARY 14, 2011/LE 14 FEVRIER 2011 COMMON COUNCIL MEETING — THE CITY OF SAINT JOHN CITY HALL — FEBRUARY 14, 2011 - 7:30 P.M. Present: Ivan Court, Mayor Deputy Mayor Chase and Councillors Farren, Higgins, McGuire, Mott, Norton, Snook, and Sullivan - and - P. Groody, Acting City Manager /Commissioner of Muncipal Operations; J. Nugent, City Solicitor; G. Yeomans, Commissioner of Finance and Treasurer; K. Forrest, Commissioner of Planning and Development; A. Poffenroth, Deputy Commissioner of Buildings and Inspection Services; T. Leblanc, Police Staff Sergeant; K. Clifford, District Fire Chief; B. Morrison, Commissioner of Leisure Services; E. Gormley, Common Clerk and J. Taylor, Assistant Common Clerk. SEANCE DU CONSEIL COMMUNAL DE THE CITY OF SAINT JOHN TENUE A L'HOTEL DE VILLE, LE 14 FEVRIER 2011 A 19 H 30 Sont presents : Ivan Court, maire le maire suppleant Chase, les conseillers Farren, McGuire, Mott, Norton, Snook, Sullivan et la conseillere Higgins -et - P. Groody, directeur general par interim /commissaire aux Operations municipales; J. Nugent, avocat municipal; G. Yeomans, commissaire aux finances et tresorier; K. Forrest, commissaire au service Urbanisme et developpement; A. Poffenroth, commissaire adjoint aux Services d'inspection et des batiments; T. Leblanc, sergent d'etat -major du Service de police; K. Clifford, chef du service d'incendie de district; B. Morrison, commissaire des Services des loisirs; E. Gormley, greffiere communale, et J. Taylor, greffier communal adjoint. 1. Call To Order — Prayer Mayor Court called the meeting to order and Reverend John Martin offered the opening prayer. Ouverture de la seance, suivie de la priere Le maire Court ouvre la seance et le pasteur John Martin recite la priere d'ouverture. 2. Approval of Minutes 2.1 Minutes of January 17, 2011 On motion of Councillor Snook Seconded by Councillor Sullivan RESOLVED that the minutes of the meeting of Common Council, held on January 17, 2011, be approved. Question being taken, the motion was carried. 2. Approbation du proces- verbal 2.1 Proces- verbal de la seance tenue le 17 janvier 2011 Proposition du conseiller Snook Appuyee par le conseiller Sullivan RESOLU que le proces- verbal de la seance du conseil communal tenue le 17 janvier 2011 soit approuve. A I'issue du vote, la proposition est adoptee. 11 96 -73 COMMON COUNCIL /CONSEIL COMMUNAL FEBRUARY 14, 201 VLE 14 FEVRIER 2011 2.2 Minutes of January 24, 2011 On motion of Councillor Snook Seconded by Councillor Sullivan RESOLVED that the minutes of the meeting of Common Council, held on January 24, 2011, be approved. Question being taken, the motion was carried. 2.2 Proces- verbal de la seance tenue le 24 janvier 2011 Proposition du conseiller Snook Appuyee par le conseiller Sullivan RESOLU que le proces- verbal de la seance du conseil communal tenue le 24 janvier 2011 soit approuve. A I'issue du vote, la proposition est adoptee. 3. Approval of Agenda On motion of Councillor Sullivan Seconded by Councillor McGuire RESOLVED that the agenda of this meeting, with the addition of item 13.4 Committee of the Whole: Town of Rothesay Breach of Water Supply Agreement, be approved. Question being taken, the motion was carried. 3. Adoption de I'ordre du jour Proposition du conseiller Sullivan Appuyee par le conseiller McGuire RESOLU que I'ordre du jour de la presente seance soit adopte, moyennant I'ajout du point 13.4 Comite plenier : violation de la convention d'approvisionnement en eau par la Ville de Rothesay. A I'issue du vote, la proposition est adoptee. 4. Disclosures of Conflict of Interest Councillor Norton declared a conflict of interest with agenda items 12.0 and 12.1 dealing with 32 Midwood Ave. 4. Divulgations de conflits d'interets Le conseiller Norton declare qu'il est en situation de conflit d'interets avec les points 12.0 et 12.1 visant le 32, avenue Midwood. 9. Public Hearings 7:00 P.M. 9.1 Business Improvement Area Levy By -Law Amendment The Common Clerk advised that the necessary advertising was completed with regard to the Business Improvement Levy; that there were no objections received, and that the amount of $0.16 per $100.00 of assessment for 2011 is the same as last year. On motion of Councillor Farren Seconded by Councillor Sullivan RESOLVED that as requested by the Board of Directors of Uptown Saint John Inc., Common Council approve the submitted 2011 budget for the Business Improvement Area as follows: 12 REVENUE BIA Levy Employment Grants Bad Debts Recovered Capital Interest Waterfront Dev. Events Co- operative Marketing Campaigns Miscellaneous Revenue Total Revenue EXPENDITURES Urban Design & Planning Waterfront Development Marketing Environment Events Communications Annual Meeting and Awards Operations Non - Recoverable Total Expenditures 96 -74 COMMON COUNCIL /CONSEIL COMMUNAL FEBRUARY 14, 2011/LE 14 FEVRIER 2011 $303,854.08 3,000.00 2,000.00 15,000.00 6,000.00 25,000.00 2,000.00 $356,854.08 $18,000.00 15,000.00 56,000.00 6,000.00 18,000.00 5,000.00 7,000.00 230,775.00 1,079.08 $356,854.08 Question being taken, the motion was carried. The Mayor called for members of the public to speak against the amendment with no one presenting. The Mayor called for members of the public to speak in favour of the amendment with no one presenting. On motion of Councillor Farren Seconded by Councillor Sullivan RESOLVED that the by -law entitled "A Law to Amend By -law Number BIA -2, Business Improvement Levy By -law ", 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 By -law Number BIA -2, Business Improvement Levy By -law ". On motion of Councillor Sullivan Seconded by Councillor Farren RESOLVED that the by -law entitled "A Law to Amend By -law Number BIA -2, Business Improvement Levy By -law ", 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 By -law Number BIA -2, Business Improvement Levy By -law ". 9. Audiences publiques a 19 h 9.1 Modification de I'Arrete concernant la contribution pour I'amelioration des affaires La greffiere communale indique que les avis requis ont ete publies relativement a la taxe d'amelioration des affaires, qu'aucune objection n'a ete soulevee et que le montant de 0,16 $ par tranche de 100 $ d'evaluation pour 2011 demeure le meme que I'an dernier. Proposition du conseiller Farren Appuyee par le conseiller Sullivan RESOLU qu'en vertu de la demande du conseil d'administration de Uptown Saint John Inc., le conseil communal approuve le budget de 2011 relatif a la zone d'amelioration des affaires, comme suit : 13 96 -75 COMMON COUNCIL /CONSEIL COMMUNAL FEBRUARY 14, 2011/LE 14 FEVRIER 2011 RECETTES Taxe relative a la zone d'amelioration des affaires 303854,08$ Subventions a 1'emploi 3000,00 Recouvrement de mauvaises crbances 2000,00 Participation au capital visant I'ambnagement riverain 15 000,00 Evenements 6000,00 Campagnes de mercatique symbiotique 25 000,00 Recettes diverses 2000,00 Recettes totales 356854,08$ DEPENSES Planification et ambnagement urbain 18000,00$ Ambnagement riverain 15 000,00 Marketing 56 000,00 Environnement 6000,00 Evbnements 18 000,00 Communications 5000,00 Assemblee annuelle et prix 7000,00 Exploitation 230 775,00 Depenses non recouvrables 1 079,08 Depenses totales 356854,08$ A Tissue du vote, la proposition est adoptee. Le maire invite le public a exprimer son opposition quanta la modification, mail personne ne prend la parole. Le maire invite le public a exprimer son appui quant a la modification, mais personne ne prend la parole. Proposition du conseiller Farren Appuybe par le conseiller Sullivan RESOLU que I'arrbtb intitulb « Arretb no BIA -2 modifiant I'Arret6 concernant la contribution pour I'amblioration des affaires » fasse ('objet d'une premiere lecture. A ('issue du vote, la proposition est adoptbe. Premibre lecture par titre de I'arrbtb intitulb « Arretb no BIA -2 modifiant I'arretb relatif a la taxe d'amblioration des affaires ». Proposition du conseiller Sullivan Appuybe par le conseiller Farren RESOLU que I'arrbtb intitulb « Arretb no BIA -2 modifiant I'arret6 relatif a la taxe d'amblioration des affaires » fasse ('objet d'une deuxibme lecture. A ('issue du vote, la proposition est adoptbe. Deuxibme lecture par titre de 1'arret6 intitulb « Arretb no BIA -2 modifiant I'arret6 relatif a la taxe d'amblioration des affaires ». 9.2 Proposed By -Law Amendment Stop Up and Close a Portion of Main Street The Common Clerk advised that the necessary advertising was completed with regard to the proposed by -law amendment to stop -up and close a portion of Main Street by adding thereto Section 216 immediately after Section 215 thereof, with no objections received. The Mayor called for members of the public to speak against the proposed amendment with no one presenting. The Mayor called for members of the public to speak in favour of the proposed amendment with no one presenting. 14 96 -76 COMMON COUNCIL /CONSEIL COMMUNAL FEBRUARY 14, 2011/LE 14 FEVRIER 2011 On motion of Councillor Farren Seconded by Councillor Sullivan RESOLVED that the by -law entitled "A By -Law Respecting the Stopping Up and Closing of Highways in the City of Saint John" regarding a portion of Main Street by adding thereto Section 216 immediately after Section 215 thereof, be read a first time. Question being taken, the motion was carried. Read a first time by title, the by -law entitled "A By -law Respecting the Stopping Up and Closing of Highways in the City of Saint John." On motion of Councillor Farren Seconded by Councillor Snook RESOLVED that the by -law entitled "A By -Law Respecting the Stopping Up and Closing of Highways in the City of Saint John" regarding a portion of Main Street by adding thereto Section 216 immediately after Section 215 thereof, be read a second time. Question being taken, the motion was carried. Read a second time by title, the by -law entitled "A By -law Respecting the Stopping Up and Closing of Highways in the City of Saint John ". 9.2 Modification proposee de I'Arrete concernant la fermeture et le barrage de routes — trongon de la rue Main La greffiere communale indique que les avis requis ont ete publies relativement au projet de modification de I'Arrete concernant la fermeture et le barrage de routes en vue de fermer et de barrer un trongon de la rue Main par I'ajout de I'article 216 a la suite de I'article 215, et qu'aucune objection n'a ete regue a cet egard. Le maire invite le public a exprimer son opposition quant a la modification proposee, mais personne ne prend la parole. Le maire invite le public a exprimer son appui quant a la modification proposee, mais personne ne prend la parole. Proposition du conseiller Farren Appuyee par le conseiller Sullivan RESOLU que 1'arrete intitule « Arrete sur ('interruption de la circulation et la fermeture des routes dans The City of Saint John » concernant un trongon de la rue Main par l'ajout de I'article 216 a la suite de ['article 215, fasse l'objet d'une premiere lecture. A ('issue du vote, la proposition est adoptee. Premiere lecture par titre de 1'arrete intitule « Arrete sur ('interruption de la circulation et la fermeture des routes dans The City of Saint John ». Proposition du conseiller Farren Appuyee par le conseiller Snook RESOLU que 1'arrete intitule « Arrete sur ('interruption de la circulation et la fermeture des routes dans The City of Saint John » concernant un trongon de la rue Main par l'ajout de I'article 216 a la suite de I'article 215, fasse ('objet d'une deuxieme lecture. A ('issue du vote, la proposition est adoptee. Deuxieme lecture par titre de 1'arrete intitule « Arrete sur ('interruption de la circulation et la fermeture des routes dans The City of Saint John ». 15 96 -77 COMMON COUNCIL /CONSEIL COMMUNAL FEBRUARY 14, 2011/LE 14 FEVRIER 2011 5. Consent Agenda 5.1 That as recommended by the City Manager in the submitted report M &C 2011- 026: Assent of a Public Utility Easement 3795 Loch Lomond Road, Common Council assent to the submitted Dan H. Estey & Rhonda D. Estey Subdivision with respect to any necessary public utility easements. 5.2 That the Saint John and Western Crime Stoppers' request for a financial donation be denied. 5.3 That the A. Melanson letter dated January 28, 2011 regarding the Winter Parking Ban be received for information. 5.4 That the request by Learn and Go Participants to present to Common Council, be referred to the Clerk to schedule. 5.5 That as recommended by the City Manager in the submitted report M &C 2011- 027: Assent of a Public Utility Easement 20 -30 Pokiok Road (Project File: 7 Pokiok Road), Common Council assent to the submitted Amending 639955 N.B. Ltd. Subdivision with respect to any necessary public utility easements. On motion of Councillor McGuire Seconded by Councillor Sullivan RESOLVED that the recommendation set out for each consent agenda item respectively be adopted. Question being taken, the motion was carried. 5. Questions soumises a I'approbation du conseil 5.1 Que, comme le recommande le directeur general dans le rapport soumis intitule M/C 2011 -026: Approbation de la servitude de service public visant le 3795, chemin Loch Lomond, le conseil communal approuve le lotissement pr6sent6 par Dan H. Estey et Rhonda D. Estey relativement a toute servitude de service public n6cessaire. 5.2 Que la demande de dons d'Echec au crime a Saint John soit refusee. 5.3 Que la lettre de A. Melanson datee du 28 janvier 2011 concernant ('interdiction de stationnement en hiver soit acceptee a titre d'information. 5.4 Que la demande soumise par Learn and Go en vue de faire une presentation devant le conseil communal, soit transmise a la greffiere pour qu'elle fixe une date de presentation. 5.5 Que, comme le recommande le directeur g6n6ral dans le rapport soumis intitul6 M/C 2011 -027: Approbation de la servitude de service public visant les numeros 20 a 30, chemin Pokiok (dossier de projet : 7, chemin Pokiok), le conseil communal approuve le lotissement modifie pr6sent6 par 639955 N.B. Ltd. relativement a toute servitude de service public n6cessaire. Proposition du conseiller McGuire Appuyee par le conseiller Sullivan RESOLU que la recommandation formulee pour chacune des questions soumises a I'approbation du conseil soit adopt6e. A ('issue du vote, la proposition est adopt6e. 6. Members Comments Council members commented on various community events. 6. Commentaires presentes par les membres Les membres du conseil s'expriment sur diverses activit6s communautaires. 16 96 -78 COMMON COUNCIL /CONSEIL COMMUNAL FEBRUARY 14, 2011/LE 14 FEVRIER 2011 7. Proclamation 7.1 YMCA Strong Kids Month February 15 — March 15, 2011 The Mayor proclaimed the month -long period of February 15th, 2011 to March 15th, 2011 as YMCA Strong Kids Month in the City of Saint John. 7.2 Freedom to Read Week February 20 -26, 2011 The Mayor proclaimed the week of February 20th —26 th , 2011 as Freedom to Read Week in the City of Saint John. 7. Proclamation 7.1 Mois de la campagne YMCA Pour nos enfants (du 15 fevrier au 15 mars 2011) Le maire declare que la periode du 15 fevrier au 15 mars 2011 est le mois de la campagne YMCA Pour nos enfants dans The City of Saint John. 7.2 Semaine de lecture en toute liberte (du 20 au 26 fevrier 2011) Le maire declare que la semaine du 20 au 26 fevrier 2011 est la Semaine de lecture en toute liberte dans The City of Saint John. 8. Delegations /Presentation 8. Delegations et presentations 10. Consideration of By -laws 10.1 Third Reading Traffic By -Law Amendment - Duke St. & Lancaster St. West On motion of Councillor Snook Seconded by Councillor McGuire RESOLVED that the by -law entitled "A Law to Amend a By -Law Respecting Traffic on Streets in The City of Saint John made under the Authority of the Motor Vehicle Act, 1973, and Amendments Thereto," amending Schedule B and Schedule D, be read. Question being taken, the motion was carried. The by -law entitled "A Law to Amend a By -Law Respecting Traffic on Streets in The City of Saint John made under the Authority of the Motor Vehicle Act, 1973, and Amendments Thereto" was read in its entirety. On motion of Councillor Snook Seconded by Councillor McGuire RESOLVED that the by -law entitled "A Law to Amend a By -Law Respecting Traffic on Streets in The City of Saint John made under the Authority of the Motor Vehicle Act, 1973, and Amendments Thereto," amending Schedule B and Schedule D, 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 "A Law to Amend a By -Law Respecting Traffic on Streets in The City of Saint John made under the Authority of the Motor Vehicle Act, 1973, and Amendments Thereto." 17 96 -79 COMMON COUNCIL /CONSEIL COMMUNAL FEBRUARY 14, 2011/LE 14 FEVRIER 2011 10. Etude des arretes municipaux 10.1 Troisieme lecture de la modification de I'Arrete relatif a la circulation visant les rues Duke et Lancaster Ouest Proposition du conseiller Snook Appuyee par le conseiller McGuire RESOLU que 1'arrCte intitule « Arrete modifiant I'Arrete relatif a la circulation dans les rues de The City of Saint John edicte en vertu de la Loi sur les vehicules a moteur (1973) et modifications afferentes » modifiant I'annexe B et I'annexe D, fasse l'objet d'une lecture. A Tissue du vote, la proposition est adoptee. L'arrete intitule « Arrete modifiant I'Arrete relatif a la circulation dans les rues de The City of Saint John edicte en vertu de la Loi sur les vehicules a moteur (1973) et modifications afferentes » est lu integralement. Proposition du conseiller Snook Appuyee par le conseiller McGuire RESOLU que I'arrete intitule « Arrete modifiant I'Arrete relatif a la circulation dans les rues de The City of Saint John edicte en vertu de la Loi sur les vehicules a moteur (1973) et modifications afferentes » modifiant I'annexe B et I'annexe D, fasse I'objet d'une troisieme lecture, qu'il soit edicte et que le sceau communal y soit appose. A Tissue du vote, la proposition est adoptee. Troisieme lecture par titre de 1'arrete intitule « Arrete modifiant I'Arrete relatif a la circulation dans les rues de The City of Saint John, edicte en vertu de la Loi sur les vehicules a moteur (11973) et modifications afferentes ». 10.2 Third Reading Traffic By -Law Amendment - Speed Limit Loch Lomond Rd On motion of Councillor McGuire Seconded by Councillor Farren RESOLVED that the by -law entitled "A Law to Amend a By -Law Respecting Traffic on Streets in The City of Saint John made under the Authority of the Motor Vehicle Act, 1973, and Amendments Thereto," amending Schedule M -1 — 60 km /h Speed Limit, be read. Question being taken, the motion was carried with Councillor Snook voting nay. The by -law entitled "A Law to Amend a By -Law Respecting Traffic on Streets in The City of Saint John made under the Authority of the Motor Vehicle Act, 1973, and Amendments Thereto" was read in its entirety. On motion of Councillor Farren Seconded by Councillor McGuire RESOLVED that the by -law entitled "A Law to Amend a By -Law Respecting Traffic on Streets in The City of Saint John made under the Authority of the Motor Vehicle Act, 1973, and Amendments Thereto," amending Schedule M -1 — 60 km /h Speed Limit, be read a third time, enacted, and the Corporate Common Seal affixed thereto. Question being taken, the motion was carried with Councillor Snook voting nay. Read a third time by title, the by -law entitled "A Law to Amend a By -Law Respecting Traffic on Streets in The City of Saint John made under the Authority of the Motor Vehicle Act, 1973, and Amendments Thereto." in 96 -80 COMMON COUNCIL /CONSEIL COMMUNAL FEBRUARY 14, 2011/LE 14 FEVRIER 2011 10.2 Troisieme lecture de la modification de I'Arrete relatif a la circulation concernant la limite de vitesse sur le chemin Loch Lomond Proposition du conseiller McGuire Appuyee par le conseiller Farren RESOLLI que I'arrete intitule « Arrete modifiant I'arrete relatif a la circulation dans les rues de The City of Saint John edicte en vertu de la Loi sur les vehicules a moteur (1973) et modifications afferentes » modifiant I'annexe M -1 — limites de vitesse de 60 km /h, fasse I'objet d'une lecture. A Tissue du vote, la proposition est adoptee. Le conseiller Snook vote contre la proposition. L'arrete intitule « Arrete modifiant I'Arrete relatif a la circulation dans les rues de The City of Saint John edicte en vertu de la Loi sur les vehicules a moteur (1973) et modifications afferentes » est lu integralement. Proposition du conseiller Farren Appuyee par le conseiller McGuire RESOLLI que I'arrete intitule « Arrete modifiant I'Arrete relatif a la circulation dans les rues de The City of Saint John edicte en vertu de la Loi sur les vehicules a moteur (1973) et modifications afferentes » modifiant I'annexe M -1 — limites de vitesse de 60 km /h, fasse I'objet d'une troisieme lecture, qu'il soit edicte et que le sceau communal y soit appose. A Tissue du vote, la proposition est adoptee. Le conseiller Snook vote contre la proposition. Troisieme lecture par titre de I'arrete intitule « Arrete modifiant I'Arrete relatif a la circulation dans les rues de The City of Saint John, edicte en vertu de la Loi sur les vehicules a moteur (1973) et modifications afferentes » . 10.3 (a) Deputy Mayor Chase letter: 3rd Reading Winter Overnight Parking Ban On motion of Deputy Mayor Chase Seconded by Councillor Higgins RESOLVED that Douglas Avenue (east side, from Main Street to Bridge Street) be added to the Overnight Winter Parking Ban schedule of street exemptions. Question being taken, the motion was defeated with the Mayor and Councillors Farren, McGuire and Snook voting nay. 10.3a) Troisieme lecture de ('interdiction de stationnement la nuit durant I'hiver (maire suppleant Chase) Proposition du maire suppleant Chase Appuyee par la conseillere Higgins RESOLU que ('avenue Douglas (cote est, de la rue Main Street a la rue Bridge) soit ajoutee aux exemptions d'interdiction de stationnement la nuit durant I'hiver. A Tissue du vote, la proposition est rejetee. Le maire ainsi que les conseillers Farren, McGuire et Snook votent contre la proposition. 10.3(b) Councillor Norton letter: Southern Lancaster St Area Lower West side On motion of Councillor Norton Seconded by Councillor Snook RESOLVED that the City Manager be directed to prepare advice as to the necessary steps to provide for alternate side parking on Lancaster Street between Clarence Street and Sutton Street. Question being taken, the motion was carried. 19 96 -81 COMMON COUNCIL /CONSEIL COMMUNAL FEBRUARY 14, 2011/LE 14 FEVRIER 2011 10.3b) Sud de la rue Lancaster se trouvant dans le vieux quartier ouest (lettre du conseiller Norton) Proposition du conseiller Norton Appuyee par le conseiller Snook RESOLU que le directeur general soit charge de preparer des conseils sur les etapes necessaires afin de permettre le stationnement en alternance sur la rue Lancaster, entre les rues Clarence et Sutton. A Tissue du vote, la proposition est adoptee. 10.3(c) Third Reading Traffic By -Law Amendment — Winter Parking On motion of Councillor Snook Seconded by Councillor McGuire RESOLVED that the by -law entitled "A Law to Amend a By -Law Respecting Traffic on Streets in The City of Saint John made under the Authority of the Motor Vehicle Act, 1973, and Amendments Thereto," amending Schedule H and Schedule R, be read. Question being taken, the motion was carried with Deputy Mayor Chase and Councillor Higgins voting nay. The by -law entitled "A Law to Amend a By -Law Respecting Traffic on Streets in The City of Saint John made under the Authority of the Motor Vehicle Act, 1973, and Amendments Thereto" was read in its entirety. On motion of Councillor Snook Seconded by Councillor McGuire RESOLVED that the by -law entitled "A Law to Amend a By -Law Respecting Traffic on Streets in The City of Saint John made under the Authority of the Motor Vehicle Act, 1973, and Amendments Thereto," amending Schedule H and Schedule R, be read a third time, enacted, and the Corporate Common Seal affixed thereto. Question being taken, the motion was carried with Deputy Mayor Chase voting nay. Read a third time by title, the by -law entitled "A Law to Amend a By -Law Respecting Traffic on Streets in The City of Saint John made under the Authority of the Motor Vehicle Act, 1973, and Amendments Thereto." 10.3c) Troisieme lecture de la modification de I'arrete concernant le stationnement en hiver Proposition du conseiller Snook Appuyee par le conseiller McGuire RESOLU que 1'arrete intitule « Arrete modifiant I'Arrete relatif a la circulation dans les rues de The City of Saint John edicte en vertu de la Loi sur les vehicules a moteur (1973) et modifications afferentes » modifiant ('annexe H et I'annexe R, fasse ('objet d'une lecture. A Tissue du vote, la proposition est acceptee. Le maire suppleant Chase et la conseillere Higgins votent contre la proposition. L'arrete intitule « Arrete modifiant I'Arrete relatif a la circulation dans les rues de The City of Saint John edicte en vertu de la Loi sur les vehicules a moteur (1973) et modifications afferentes » est lu integralement. Proposition du conseiller Snook Appuyee par le conseiller McGuire RESOLU que 1'arrete intitule « Arrete modifiant I'Arrete relatif a la circulation dans les rues de The City of Saint John edicte en vertu de la Loi sur les vehicules a moteur (1973) et modifications afferentes » modifiant I'annexe H et I'annexe R, fasse ('objet d'une troisieme lecture, qu'il soit edicte et que le sceau communal y soit appose. 20 96 -82 COMMON COUNCIL /CONSEIL COMMUNAL FEBRUARY 14, 2011/LE 14 FEVRIER 2011 A Tissue du vote, la proposition est acceptee. Le maire suppleant Chase vote contre la proposition. Troisieme lecture par titre de I'arrete intitule « Arrete modifiant I'Arrete relatif a la circulation dans les rues de The City of Saint John, edicte en vertu de la Loi sur les vehicules a moteur (1973) et modifications afferentes ». 11. Submissions by Council Members 11.1 Economic Development Task Force — Name Submission (Councillor Higgins) On motion of Councillor Higgins Seconded by Councillor Snook RESOLVED that the letter from Councillor Higgins submitting her name for appointment to the new Economic Development Task Force, be referred to the Nominating Committee. Question being taken, the motion was carried. 11. Interventions des membres du conseil 11.1 Groupe de travail sur le developpement economique — proposition de nom (conseillere Higgins) Proposition de la conseillere Higgins Appuyee par le conseiller Snook RESOLU que la lettre de la conseillere Higgins dans laquelle elle presente son nom pour faire partie du nouveau groupe de travail sur le developpement economique soit transmise au comite des candidatures. A Tissue du vote, la proposition est adoptee. 11.2 Rockwood Park Boundary (Councillor Sullivan) On motion of Councillor Sullivan Seconded by Councillor Snook RESOLVED that the City Manager be directed to submit a report to Council which outlines the actions necessary to include all City owned property located south and east of Sandy Point Road as part of Rockwood Park, to initiate the necessary amendments to the Municipal Plan and Zoning By -Law to designate and zone these lands for park purposes only, and to appropriately revise Common Council's position with respect to the approved concept plan included as part of the Sandy Point Road Planning Study by adopting only those recommendations that deal with improving access to the lands within Rockwood Park. Question being taken, the motion was carried. 11.2 Limites du parc Rockwood (conseiller Sullivan) Proposition du conseiller Sullivan Appuyee par le conseiller Snook RESOLLI que le directeur general soit charge de soumettre un rapport au conseil decrivant les mesures necessaires pour inclure toutes les proprietes de la Ville qui sont situees au sud et a 1'est du chemin Sandy Point dans le parc Rockwood Park, pour proceder aux modifications necessaires du plan municipal et de I'Arrete de zonage afin que ces terrains soient designes et rezones uniquement aux fins du parc, et pour revoir de fagon appropriee la position du conseil communal quant au plan conceptuel approuve qui fait partie de 1'etude de planification portant sur le chemin Sandy Point en n'adoptant que les recommandations relatives a I'amelioration de I'acces aux terrains a I'interieur du parc Rockwood. A Tissue du vote, la proposition est adoptee. 21 96 -83 COMMON COUNCIL /CONSEIL COMMUNAL FEBRUARY 14, 201 VLE 14 FEVRIER 2011 11.3 Rockwood Park (Councillor Norton) On motion of Councillor Norton Seconded by Councillor Snook RESOLVED that the City Manager request the appropriate City Staff prepare advice to Common Council as to the necessary steps to establish and entrench the boundaries of Rockwood Park as being the current existing Roadways around the perimeter of Rockwood Park. Question being taken, the motion was carried. 11.3 Parc Rockwood (conseiller Norton) Proposition du conseiller Norton Appuyee par le conseiller Snook RESOLU que le directeur general demande au personnel municipal approprie de preparer des conseils a ('intention du conseil communal sur les demarches necessaires pour etablir et confirmer les limites du parc Rockwood comme etant les routes actuelles autour du perimetre du parc Rockwood. A ('issue du vote, la proposition est adoptee. 11.4 Town Hall Meetings (West) Follow -Up and Action Steps — Properties (Councillor McGuire) On motion of Councillor McGuire Seconded by Councillor Snook 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 Council. Question being taken, the motion was carried. 11.4 Assemblees publiques locales (ouest) — Suivi et mesures quant aux proprietes (conseiller McGuire) Proposition du conseiller McGuire Appuyee par le conseiller Snook RESOLU que le directeur general charge le personnel approprie de The City of Saint John d'entamer des discussions avec les proprietaires des proprietes situees sur le chemin Manawagonish afin de mettre en place des mesures correctives et de presenter un rapport de mise a jour au conseil communal. A ('issue du vote, la proposition est adoptee. (Councillor Sullivan withdrew from the meeting) 11.5 Provincial Assistance on Vacant / Derelict Buildings On motion of Councillor McGuire Seconded by Councillor Snook RESOLVED that the Mayor immediately send a letter of thanks to Minister of Local Government Bruce Fitch and his Deputy Minister Sylvie Levesque -Finn for their valued support on the Vacant and Derelict Buildings file. Question being taken, the motion was carried. (Councillor Sullivan reentered the meeting) 22 96 -84 COMMON COUNCIL /CONSEIL COMMUNAL FEBRUARY 14, 2011/LE 14 FEVRIER 2011 (Le conseiller Sullivan quitte la seance.) 11.5 Aide provinciale pour les batiments vacants et abandonnes Proposition du conseiller McGuire Appuyee par le conseiller Snook RESOLU que le maire envoie immediatement une lettre au ministre des Gouvernements locaux, Bruce Fitch, et a sa sous - ministre, Sylvie Levesque -Finn, pour les remercier de leur precieux soutien dans le dossier des batiments vacants et abandonnes. A I'issue du vote, la proposition est adoptee. (Le conseiller Sullivan se joint de nouveau a la seance.) 12. Business Matters- Municipal Officers 12.0 City Manager: Dangerous and Unsightly Conditions at 32 Midwood Avenue 12.1(a,b,c,d) 32 Midwood Avenue (Councillor Norton withdrew from the meeting) The City Solicitor advised that Council will first hear from the City's Building Inspector and then the owner of the property, or his representative, noting that the Building Inspector will be given a final opportunity to respond to anything that has arisen out of the owner's presentation. Referring to submitted documents, the Deputy Commissioner of Buildings and Inspection Services advised that staff submitted a report to Council on December 20, 2010, which recommended the demolition of two dangerous structures located at 32 Midwood Avenue and that the property be cleaned up of the unsightly items. She explained that after having received two letters from the property owner, Mr. McGrath, Council adopted a resolution permitting him to appear before Council to present evidence with respect to the structural integrity of the two structures on his property. Ms. Poffenroth advised that three professional engineers of the Buildings and Inspection Services Department have inspected the structures in question and have come to the determination that the structures are a hazard to the safety of the public by reason of structural unsoundness. She further noted that Estabrooks Engineering Inc. Structural Consultants provided a letter in which Mr. Estabrooks, P.Eng, states that the ship structure located on the property is structurally unsound. Referring to photos of the structures in question, D. Crawford, Deputy Building Inspector, advised that he has safety concerns with the ship structure on the property which include the following: - incomplete safety rails - the high centre of gravity of the ship structure, - the deterioration of the sheathing - the absence of staggering on the seams and joints of the sheathing - the condition of concrete block foundation - the uncertainty of the existence of a footing - the horizontal plates resting on top of the foundation - the apparent lack of a foundation under the bow of the ship - the lack of cross bracing inside the ship to prevent lateral movement Mr. Crawford expressed concerns with the mass of the statue structure located on the property, noting that there is no indication of an organized underlying structure to keep the statue upright. Mr. Tim Collins, speaking on behalf of Mr. McGrath the property owner, stated that structural soundness is an arithmetical certainty, noting that two engineers operating from the same data should not disagree on the structural soundness of a building. He further explained that the two structures in question are unfinished works in progress. Referring to Mr. Crawford's submitted inspection report, Mr. Collins noted that the following information was presented: - the ship structure is missing guard rails - the ship's structure appears to be founded on concrete blocks 23 96 -85 COMMON COUNCIL /CONSEIL COMMUNAL FEBRUARY 14, 2011/LE 14 FEVRIER 2011 - there are narrow and confined spaces inside the building - the structure has a high centre of gravity and could be susceptible to sway Mr. Collins explained that in order to demolish a building, the legislation requires the building to be structurally unsound, noting that the first three observations appearing in the staff report do not relate to the structural integrity of the building. He added that resistance to sway is a calculation, noting that according to the calculations of Mr. John Johnson, P.Eng. the structures in question were sound and would resist a 1 in 10 year wind event. Mr. Collins noted that neither the City staff report, nor the Estabrooks Engineering report contained any structural analysis calculations. He further noted that new information was introduced by City staff which was not distributed to Mr. McGrath. Mr. Collins suggested that the appropriate course of action for Council is to rescind the demolition order or, alternatively, suspend the order. Responding to a question, the City Solicitor advised that it could be cause for concern if Mr. McGrath received the Estabrooks Engineering report only a few days prior to the Council meeting and he wished to challenge the opinions expressed in the report. Mr. Nugent further noted that it does not seem to be the case that the property owner has been prejudiced in his ability to respond, noting that Mr. Collins essentially said that the only relevant issue to the buildings' structural integrity is that of sway, which Mr. Collins noted was addressed in Mr. Johnson's report. In response to Mr. Nugent's suggestion that the staff report should have specifically identified staff's concerns about to the foundation of the ship structure, Ms. Poffenroth indicated that there is no evidence that the ship was anchored to the foundation, nor was there evidence of frost protection. She further noted that the concrete blocks were deteriorated and that the front portion of the ship had no foundation, adding that this would not meet the national building code. On motion of Councillor McGuire Seconded by Councillor Snook RESOLVED that the submitted report M &C 2011- 032: Dangerous and Unsightly conditions at 32 Midwood Avenue, PID# 345074, be received for information. Question being taken, the motion was carried. On motion of Councillor McGuire Seconded by Councillor Snook RESOLVED that as recommended by the City Manager in the submitted report M &C 2010 — 407: Demolition of unsound structures and cleanup of property at 32 Midwood Avenue,PID# 345074, Common Council directs one or more of the Officers appointed and designated by Council in connection with the enforcement of the Saint John Unsightly Premises and Dangerous Buildings By -law, to arrange for the demolition of the two structures at 32 Midwood Avenue as well as the clean up and disposal of the debris on the premise at 32 Midwood Avenue, Saint John, NB (PID# 345074), in accordance with the applicable City purchasing policies. Question being taken, the motion was carried with Councillor Farren voting nay. (Councillor Norton reentered the meeting) 12. Affaires municipales evoquees par les fonctionnaires municipaux 12.0 Directeur general : Conditions dangereuses et inesthetiques de la propriete situee au 32, avenue Midwood 12.1a), b), c), d) 32, avenue Midwood (Le conseiller Norton quitte la seance.) Uavocat municipal indique que le conseil entendra d'abord I'inspecteur des batiments de la Ville, puis le proprietaire de la propriete ou son representant, et it precise que I'inspecteur des batiments aura une derniere occasion de prendre la parole pour reagir aux propos souleves au cours de la presentation du proprietaire. 24 96 -86 COMMON COUNCIL /CONSEIL COMMUNAL FEBRUARY 14, 2011/LE 14 FEVRIER 2011 Se rapportant aux documents presentes, la commissaire adjointe aux Services d'inspection et des batiments indique que le personnel a presente un rapport au conseil le 20 decembre 2010, recommandant la demolition de deux structures dangereuses situees au 32, avenue Midwood et I'enlevement des articles inesthetiques de la propriete. Elle explique qu'apres avoir regu deux lettres de M. McGrath, le proprietaire, le conseil a adopte une resolution permettant a celui -ci de se presenter devant le conseil pour soumettre des preuves quant a I'integrite structurale des deux structures situees sur sa propriete. Mme Poffenroth indique que trois ingenieurs professionnels des Services d'inspection et des batiments ont inspecte les structures en question et qu'ils sont arrives a la conclusion qu'elles etaient dangereuses pour la securite publique en raison du mauvais etat de la structure. EIIe ajoute egalement que des ingenieurs de structures d'Estabrooks Engineering Inc. ont presente une lettre dans Iaquelle M. Estabrooks, ing., indique que la structure du bateau se trouvant sur la propriete est affaiblie. En faisant reference aux photos des structures in question, I'inspecteur adjoint des batiments D. Crawford indique qu'il a des preoccupations quant a la securite de la structure du bateau se trouvant sur la propriete, notamment des elements suivants — les garde -corps manquants — le centre de gravite eleve de la structure du bateau — la deterioration du revetement — I'absence de decalage sur les joints et les raccordements du revetement — la condition de la fondation en blocs de beton — 1'existence incertaine d'une semelle — les plaques horizontales recouvrant la fondation — I'absence apparente d'une fondation sous I'etrave du bateau — le manque de contreventement a l'interieur du bateau pour eviter le mouvement lateral M. Crawford se dit egalement preoccupe par la masse de la statue situee sur la propriete, puisqu'elle ne semble pas soutenue par une structure organisee pour la garder droite. M. Tim Collins, prenant la parole au nom de M. McGrath, le proprietaire, indique que la solidite structurale est une certitude arithmetique et que deux ingenieurs travaillant avec les memes donnees ne devraient pas titre en desaccord sur la solidite structurale d'un b5timent. II explique egalement que les deux structures en question sont en cours de construction. En faisant reference au rapport d'inspection de M. Crawford, M. Collins indique que les renseignements suivants ont ete presentes : — des garde -corps manquant a la structure du bateau — la structure du bateau semble reposer sur une fondation en blocs de beton — I'interieur du b5timent comporte des espaces restreints et clos — le centre de gravite de la structure est eleve et presente un risque de balancement M. Collins explique que pour demolir un b5timent, en vertu de la loi, la structure du b5timent doit titre en mauvais etat. Or, it souligne que les trois premieres observations figurant dans le rapport du personnel ne concernent pas I'integrite structurale du b5timent. II ajoute que la resistance au balancement est un calcul et que, selon les calculs de M. John Johnson, ing., les structures en question sont solides et peuvent resister a un episode de vent a periode de recurrence de dix ans. M. Collins indique que le rapport du personnel municipal et celui d'Estabrooks Engineering ne contiennent aucun calcul d'analyse structurale. II souligne egalement que le personnel municipal a ajoute de nouveaux renseignements qui Wont pas ete transmis a M. McGrath. M. Collins suggere que le plan d'action a suivre par le conseil est d'annuler I'ordre de demolition ou encore de le suspendre. En reponse a une question, I'avocat municipal indique qu'il y aurait lieu de s'inquieter si M. McGrath n'avait regu le rapport d'Estabrooks Engineering que quelques jours avant la seance du conseil et qu'il avait souhaite contester les opinions exprimees dans le rapport. M. Nugent ajoute que le proprietaire ne semble pas avoir subi de prejudice en ce qui a trait a sa capacite de repondre. II explique que M. Collins a essentiellement indique que la seule question pertinente en rapport avec I'integrite structurale des batiments etait le balancement et que cette question avait ete abordee dans le rapport de M. Johnson. 25 96 -87 COMMON COUNCIL /CONSEIL COMMUNAL FEBRUARY 14, 201 VLE 14 FEVRIER 2011 En reponse a la suggestion de M. Nugent que le rapport du personnel aurait du preciser expressement leurs preoccupations au sujet de la fondation de la structure du bateau, Mme Poffenroth indique qu'il n'y avait aucune preuve que le bateau avait ete ancre a la fondation ni qu'il y avait une protection contre le gel. Elle ajoute que les blocs de beton etaient deteriores et que la partie avant du bateau n'avait aucune fondation, ce qui ne serait pas conforme aux exigences du Code national du batiment. Proposition du conseiller McGuire Appuyee par le conseiller Snook RESOLU que le rapport soumis intitule M/C 2011- 032 : Conditions dangereuses et inesthetiques de la propriete situee au 32, avenue Midwood, NID 345074, soit accepte a titre d'information. A Tissue du vote, la proposition est adoptee. Proposition du conseiller McGuire Appuyee par le conseiller Snook RESOLU que, comme le recommande le directeur general dans le rapport soumis intitule M/C 2010 -407: Demolition de constructions dangereuses et nettoyage de la propriete au 32, avenue Midwood, NID 345074, le conseil communal mandate un ou plusieurs agents nommes et designes par le conseil relativement a ('application de I'Arrete concernant les b5timents et structures inesthetiques ou dangereux dans The City of Saint John, en vue de demolir les deux structures situees au 32, avenue Midwood, de nettoyer les lieux et d'enlever les debris se trouvant au 32, avenue Midwood, Saint John, Nouveau - Brunswick (NID 345074) conformement aux politiques en matibre d'approvisionnement applicables de The City of Saint John. A Tissue du vote, la proposition est adoptee. Le conseiller Farren vote contre la proposition. (Le conseiller Norton se joint de nouveau a la seance.) 12.2 City Manager: Update on Saint John Harbour Clean -Up On motion of Councillor Snook Seconded by Councillor McGuire RESOLVED that the submitted report M &C 2011- 30: Update on Saint John Harbour Clean -Up be received for information. Question being taken, the motion was carried. 12.2 Directeur general : Mise a jour relative au nettoyage du port de Saint John Proposition du conseiller Snook Appuyee par le conseiller McGuire RESOLU que le rapport soumis intitule M/C 2011- 30 : Mise a jour relative au nettoyage du port de Saint John, soit accepte a titre d'information. A Tissue du vote, la proposition est adoptee. 13. Committee Reports On motion of Councillor Sullivan Seconded by Councillor McGuire RESOLVED that the meeting time be extended beyond 10:00 p.m. as provided for in the Procedural By -law to deal with items 13.2 and 13.4. Question being taken, the motion was carried. 26 96 -88 COMMON COUNCIL /CONSEIL COMMUNAL FEBRUARY 14, 2011/LE 14 FEVRIER 2011 13.2 Saint John Board of Police Commissioners: Collective Agreement On motion of Deputy Mayor Chase Seconded by Councillor McGuire RESOLVED that the letter from the Saint John Board of Police of Police Commissioners dated February 9, 2011 regarding a tentative collective agreement be referred to the City Manager. Question being taken, the motion was carried. 13. Rapports deposes par les comit6s Proposition du conseiller Sullivan Appuy6e par le conseiller McGuire RESOLU que la r6union se prolonge au -dela de 22 h, conform6ment aux dispositions de 1'arr6t6 proc6dural, afin de traiter des points 13.2 et 13.4. A Tissue du vote, la proposition est adopt6e. 13.2 Bureau des commissaires de la police de Saint John : Convention collective Proposition du maire suppl6ant Chase Appuy6e par le conseiller McGuire RESOLU que la lettre reque du Bureau des commissaires de la police de Saint John, datee du 9 f6vrier 2011, relative a une convention collective provisoire soit transmise au directeur g6n6ral. A Tissue du vote, la proposition est adopt6e. 13.4 Committee of the Whole: Town of Rothesay Breach of Water Supply Agreement On motion of Councillor Farren Seconded by Councillor McGuire 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 in the Town of Rothesay. Question being taken, the motion was carried with Councillor Higgins voting nay. 14. Consideration of Issues Separated from Consent Agenda 15. General Correspondence 16. Adjournment The Mayor declared the meeting adjourned at 10:05 p.m. Items Forwarded to Council's February 28th, 2011 Agenda 12.3 City Manager: Saint John Water — 2010 Annual Wastewater Report 12.4 City Manager: Outdoor Plaza for Harbourfront Residences at Three Sisters 13.1 Saint John Energy: Power Rate for Food Banks 13.3 Enterprise Saint John: Activity Update 15.1 SPRNG Letter: Rockwood Park Boundaries Along Sandy Point Road 15.2 Friends of Rockwood Park Letter: Rockwood Park 27 96 -89 COMMON COUNCIL /CONSEIL COMMUNAL FEBRUARY 14, 201 VLE 14 FEVRIER 2011 13.4 Comite plenier : violation de la convention d'approvisionnement en eau par la Ville de Rothesay Proposition du conseiller Farren Appuyee par le conseiller McGuire RESOLU que, comme le recommande le comite plenier (seance privee), I'avocat municipal ou son remplagant soit autorise a entamer des procedures judiciaires contre la Ville de Rothesay devant la Cour du Banc de la Reine du Nouveau - Brunswick resultant de la violation, par la Ville de Rothesay, d'une convention de 1996 entre son predecesseur, le Village de Renforth et The City of Saint John concernant I'ap provision nement en eau par The City of Saint John aux r6gions connues comme le parc Kennebecasis et Hastings Cove dans la ville de Rothesay. A ('issue du vote, la proposition est adoptee. La conseillbre Higgins vote contre la proposition. 14. Etude des sujets ecartes des questions soumises a I'approbation du conseil 15. Correspondance generale 16. Levee de la seance Le maire declare que la seance est levbe a 22 h 5. Points reportes b I'ordre du jour du 28 fevrier 2011 12.3 Directeur general : Rapport annuel de 2010 relatif au reseau d'egouts de Saint John Water 12.4 Directeur general : Aire exterieure pour les Harbourfront Residences a Three Sisters 13.1 Saint John Energy : Tarifs d'electricite pour les banques alimentaires 13.3 Enterprise Saint John : Compte rendu des activites 15.1 Lettre de SPRNG : Limites du parc Rockwood le long du chemin Sandy Point 15.2 Lettre reque du groupe Friends of Rockwood Park : Parc Rockwood Mayor / maire Common Clerk / greffibre communale NA '� Ps�TJo� Business Bulletin Saint John is open for business Over the past decade Enterprise Saint John has been developing and implementing sector strategies based on our Community's greatest strengths - our people and their ideas. Today our economy is more diversified than any time in our history. With recent major investments in our infrastructure and assets, the tourism, information technology, health and life sciences and energy and advanced manufacturing sectors are all well positioned to generate significant new investment and employment over the next decade and beyond. Together with a new generation of skilled workers, entrepreneurs and investors we are spreading the word that Saint John is becoming a magnet for innovation, creativity and business investment! • During the month of February, Enterprise Saint John hosted 4 visits from investment clients and met with several others in Toronto. In addition, we were invited to participate in a luncheon /reception hosted by TD Deputy Vice Chair, Frank McKenna, to introduce Premier Alward to many captains of MWustry in Toronto. • 2011 Business Plan Competition Congratulations to Jordan Crawford of Valley Wine Cellar on winning $2,500 in Enterprise Saint John's 2011 Business Plan Competition! Open to entrepre- neurs between the ages of 18 and 34, the competi- tion promotes entrepreneurship as a career path. V, Most investment leads take many months and sometim years to develop. For example, over 200 hours have be invested with one of our clients over the past 6 months, a while things are looking quite positive there is still much work to be done. Combined with our other investment clients, the opportunities have the potential of creating over 800 jobs the region. • "Sarah Jones and Enterprise Saint John were a great help in gettirm business plan in place and giving me the opportunity to present to the judges in the final round. This is how we keep growing and yesterday we hit a high 3,300 site visitors in a single day. Thanks for supporting entrepreneurs like - this is how we foster a community of great minds, innovation, and a stron economy" Jason Richard, inspired Prop2Go NB Inc. property search engi software developer, young entrepreneur and finalist in the 2011 Busin Plan Competition. • Above: Participants in Enterprise SaintJohn's Business Immigrant Mentorship Program gain the support of a professional and caring social network which helps them integrate into Saint John's business community. Business Immigrant Mentorship Program Since August, 2010 Enterprise Saint John has helped eight new investor immigrants prepare to launch, start -up or expand their businesses through the Business Immigrant Mentorship Program.The program aligns business immigrants with mentors to help newcomers integrate into Saint John's business commu- nity. The program has been very successful supporting Amir Ardekani, Elamin Sobair, Zahra Sharifian, Andy He, Hae -Sug Kim, James Chen, Kpazay Tarr and Leo Sung Ho in their new business ventures, including: Atlantic Persian Rugs, Zee Confections, BuyTogether Technology and Trading, Hand in Hand Services Ltd., The Country Market and Blessed Fingers. • February's inspired entrepreneur; Scott Walton The business develop- ment team at Enterprise Saint John first met Scott Walton in 2010 when we assisted him with his business plan and success- ful application for $35,000 in Seed financing. Today, at the age of 24, Scott is president of Enovex and champion- ing the development of potentially the world's first economical carbon capture system. This has qualified Enovex as a finalist in the New Brunswick Innovation Foundation's 2011 Breakthru Business Plan Compe- tition. Scott is also actively engaged in the community, on the Fusion Board, was selected as one of the 21 Inc. leaders, and chosen as one of Atlantic Canada's top 50 leaders under 35. • The art of business On February 15th Enterprise Saint John presented a free seminarfor 15 local artists and creative entrepreneurs on how to prepare a press kit and attract the attention of the arts media in Saint John and the province. • "Thank you Enterprise Saint John, this was by for the best seminar I've EVER attended. Not only did it change the way 1 approach marketing and communications - it changed the way 1 do business." - Jeneca Klousen, inspired jewellery artist • limit Plan SJ ess development team at Enterprise J strategic consultation with a Je international aerospace company g with UNB Saint John on an innova- ect. • Entrepreneur deve �o�t In the month of February, Enterprise Saint John assisted 25 new, active and high potential entrepreneur clients. These clients have gone beyond the exploratory meeting stage and represent pursuits such as creating a new tourism product experience, starting a new restaurant in the Uptown, developing a renewable energy innovation and commercial- izing sculpture art. • Enterprise Saint John strongly supports the process to develop the City's new municipal plan — PIanSJ.. Our CEO, Steve Carson has been an active and engaged member of the PlanSJ Steering Committee, and Board members and staff have contributed to each of the /0'U open houses and other community engagement sessions. We look forward to continuing to collaborate and support the Plan SJ team as they work to finalize the plan which will as m•a ^�E�uE•�a guide Saint John's development over the next 25 years and be an important blueprint for economic development. • Information and communications technology (ICT) It was announced in early February that about 300 employees at the RCI division of the Wyndham Worldwide Canad]na John would be out of a job as early as April. This setback, however, is not indicative of a decline in our region's vibran centre industry. Rather, with approximately 4,200 people currently employed in the sector (Wyndham continues tmore than 400), Enterprise Saint John has been proactively assisting contact centres with job transitions and recruiwell as pursuing new investment to the sector. In February our workforce development team worked with Contevaluate the health of the sector and identify employment forecasts. It is expected the industry could potentially more than 200 jobs by late spring. Also, this past November 27th, using our contact network, we helped promote a job fair which resulted in generating 765 employment prospects for TD Insurance which for exceeded their expectations. • Women entrepreneurs doing what they love KpazayTarr opened her new business "Blessed Fingers "a hair braiding and African food shop in November, 2010. She arrived in Saint John four years ago after leaving a refugee camp in Ghana West Africa where she lived for many years because of a civil war in her home country, Liberia. We first met Kpazay in 2007 when she came to Enterprise Saint John for employment assistance. Now, after recently providing approximately 25 hours of free one -on -one business consultation, Kpazay is open for business. Licensed through the Cosmetology Association of NB, she has a wide range of clients - from people looking for hair extensions to those looking for intricate braids. Her business is located at 577 Rothesay Ave. • d you know our historic Uptown is a natLIFr44"T_ m "for ICT professionals and the creative class? Wori th Uptown SJ and other firms in the ecosystem, terprise Saint John is taking the lead in developing A ,iovative approach to promote, profile and empower e industry to go after new investment, attract skilled )rkers a3ndd maximize their export potential. • sZ, REPORT TO COMMON COUNCIL March 9, 2011 His Worship Mayor Ivan Court and Members of Common Council Your Worship and Councillors: The City of Saint John SUBJECT: Saint John Trade and Convention Centre — Appointment of Auditor's and approval of 2008 and 2009 Audited Financial Statements BACKGROUND: In 1984 the City entered into a Management Agreement with the Hilton Hotel with respect to the operation of the Trade and Convention Centre. One of the provisions of this agreement is as follows: "Hilton shall submit to the City detailed financial statements on the operations of the Centre, audited by an independent chartered accountant appointed by the City and charged as an operating expense. " ANALYSIS: One of the requirements for the performance of the audit is the signing of the engagement letter. Common Council is the body with the authority to appoint the auditor for the Trade and Convention Centre. As such the engagement letter is addressed to the City of Saint John for signature by the Mayor and Common Clerk. Each year staff has been bringing a letter to Common Council recommending the reappointment Grant Thornton, LLP as auditor for the Trade and Convention Centre. Staff would like to suggest that, similar to the arrangement with the City's external auditors, that Common Council appointment Grant Thornton, LLP as auditor for the Trade and Convention Centre for the five year period covering audits for the years 2010 to 2014. In addition since Common Council is the body to whom the Audit report is addressed, it would be appropriate for Common Council to approve the audited financial statement. It should be noted that these are note a full set of Financial Statements that the members of Common Council are used to receiving as they do with the City of Saint John General Fund and the City of Saint John Water & Sewerage Utility. 31 Report to Common Council Page 2 March 9, 2011 The statement prepared for the Trade and Convention Centre is in fact a Statement of Revenue and Expenses of the City of Saint John — Saint John Trade and Convention Centre in accordance with the management agreement Also attached to this report for the consideration of the members of Common Council are the audited Financial Statements for the years ended 2008 and 2009. The approval of the budget of the Trade and Convention Centre is the responsibility of the Regional Facilities Commission and is approved annually. As part of that process these statements are presented to the members of the Regional Facilities Commission for consideration during the budget approval process. However as indicated above since Common Council is the party for whom the audit is being performed they should also be the body approving the audited financial statements. RECOMMENDATION; It is recommended that Grant Thornton, LLP be appointed auditor for the Saint John Trade and Convention Centre for the five year period covering audits for the years 2010 to 2014 and that the Mayor and Common Clerk be authorized to sign the engagement letter on behalf of the City of Saint John annually as required. And further that the audited financial statements for the year ended December 31, 2008 and for the year ended December 31, 2009 be approved as presented and further that the Mayor and the Chair of the Finance Committee be authorized to sign on behalf of the City of Saint John. Respectfully Yeomans, CGA, MBA .oner of Finance 32 GrantThornton Statement of revenue and expenses The City of Saint John Saint John Trade and Convention Centre December 31, 2009 33 The City of Saint John Saint John Trade and Convention Centre Contents Auditors' report on the statement of revenue and expenses Statement of revenue and expenses Notes to the financial information 34 Page 3-4 GrantThornton Auditors' report on the statement of revenue and expenses To the Mayor and Council of the City of Saint)ohn Grant Thornton LLP 41h Fba, Brunswick Hi 44 Chipman Hill Saint John, NB E21- 2A9 T (506) 6342906 F (506) 6344569 www Gran[Thornlon ca We have audited the statement of revenue and expenses of the City of Saint John — Saint John Trade and Convention Centre (the Centre) for the year ended December 31, 2009. This Financial information is the responsibility of the Centre's management. Our responsibility is to express an opinion on this financial information based on our audit. We conducted our audit in accordance with Canadian GenerallyAcce�tedAuditing Standards. Those standards require that we plan and perform an audit to obtain reasonable assurance whether the Financial information is free of material misstatement. An audit includes examining, on a test basis, evidence supporting the amounts and disclosures in the financial information. An audit also includes assessing the accounting principles used and significant estimates made by management, as well as evaluating the overall financial information presentation. In our opinion, this Financial information presents fairly, in all material respects, the results of the operations of the Centre for the year ended December 31, 2009, in accordance with the management agreement as amended September 22, 2004, referred to in note 2 of this financial information. Saint John, New Brunswick Apra 30, 2010 Audit • Tax - Advl�ory Gran, Tmmton LLP A Canaan Member of Grant Thamlon Ni Ltd 35 Grant Thornton LLP Chartered Accountants The City of Saint John Saint John Trade and Convention Centre Statement of revenue and expenses Year ended December 31, 2009 Direct expenses Laundry 2009 2009 2008 Operating equipment and uniforms Buffet Actual Actual Revenue (note 1) 35,500 36,214 32,516 Commissions on food and beverage 212,414 214,569 214,612 sales and sundry revenue $ 181,907 $ 190,435 $ 188,953 Room rental 207,500 238,586 205,690 Overhead expenses 389.407 429.021 394.643 Direct expenses Laundry 7,475 9,070 6,271 Operating equipment and uniforms 1 ,300 2,880 1 ,749 Supplies 35,500 36,214 32,516 Wages and benefits 212,414 214,569 214,612 256,689 262,733 255,148 132.71 16_ 88 139,495 Overhead expenses Advertising and promotion 24,829 27,408 22,765 Bank charges 218 32 31 Cleaning and maintenance 50,300 46,331 48,673 Dues and subscriptions 1 ,139 298 1,035 Entertainment 5,015 2,760 4,426 Equipment rental 13,956 6,247 11,082 Garbage removal 6,120 11,181 8,543 Insurance 438 400 400 Legal and audit 10,500 19,400 9,422 Licenses 780 1,704 875 Light, heat and power 11,555 6,230 11,999 Miscellaneous 6,875 16,517 7,658 Outside services 1,800 10,419 1,654 Postage, printing and stationery 3,995 4,202 5,318 Salaries and benefits 353,525 343,087 342,171 Telecommunication 12,060 10,771 11,313 Travel 11,794 11,520 13,101 Water heating charges 6,400 5,700 8,972 521,299 524,207 509,438 Operating deficit for the year $ 388,581) $ 357,919 $ (369,943 ) Approved by Mayor Councillor See accompanying notes to the financial information. 2 36 The City of Saint John Saint John Trade and Convention Centre Notes to the financial information December 31, 2009 Revenue Under the terms of the management agreement dated June 1, 1984, with amendment dated September 22, 2004, Hilton Canada Co. pays to the Centre a percentage of gross revenue for food and beverage with cost of sales, including product and labour costs, being the responsibility of Hilton Canada Co. The Centre is responsible for all other operating costs. 2. Management agreement — Saint John Trade and Convention Centre The Centre is leased by the City of Saint John (the City) and managed by Hilton Canada Co. under an amended agreement dated September 22, 2004. The original agreement dated June 1, 1984, had a 20 year term with options to renew for three consecutive 10 year periods. Two 10 year renewal periods remain. According to the terms of this agreement, the City is responsible for the operating loss of the Centre. In addition to the operating loss under this agreement, the City incurs common area costs and management fees which are reflected in the general operating fund of the City. With the establishment of the Greater Saint John Regional Facilities Commission in 1998, operating deficits, management fees and property taxes included in common area costs are shared with the municipalities making up the Greater Saint John Regional Facilities Commission. These costs are allocated in proportion to the tax bases of the municipalities. 3. Recording of assets and liabilities The City s investment in the structure and related equipment, furnishings and fixtures is reported on the capital and loan fund balance sheet of the City. 3 37 The City of Saint John Saint John Trade and Convention Centre Notes to the financial information December 31, 2009 4. Due to (from) the City Working capital advanced by the City Current year Prior year's balance Less: operating deficit for the year Due to (from) the City The amount due to (from) the City is represented by: Operating bank account Trade and capital accounts receivable Consulting fees receivable from the City Prepaid expenses Less: trade accounts payable IN 2009 2008 $ 370,384 $ 344,891 (10,186) 14.866 360,198 359,757 357,919 369.943 $ 2,279 $ 10,186) $ 102,026 $ 27,326 180,351 272,616 39,732 - 259 589 322,368 300,531 320,089 310,717 $ 2,279 $ (10,186) 4 () GrantThornton Statement of revenue and expenses The City of Saint John Saint John Trade and Convention Centre December 31, 2008 39 The City of Saint John Saint John Trade and Convention Centre Contents Auditors' report on the statement of revenue and expenses Statement of revenue and expenses Notes to the financial information .M Page 3-4 GrantThornton Auditors' report on the statement of revenue and expenses To the Mayor and Council of the City of Saint]ohn Grant Thornton LLP 4!h Floor, Brunswick House 44 Chipman RU Saint John, MB E2L 2A9 T (506) 634 -2900 F (506 ) 634-4569 www GrantThorn lon.ua We have audited the statement of revenue and expenses of the City of Saint John — Saint John Trade and Convention Centre (the Centre) for the year ended December 31, 2008. This Financial information is the responsibility of the Centre's management. Our responsibility is to express an opinion on this financial information based on our audit. We conducted our audit in accordance with Canadian generally accepted auditing standards. Those standards require that we plan and perform an audit to obtain reasonable assurance whether the financial information is free of material misstatement. An audit includes examining, on a test basis, evidence supporting the amounts and disclosures in the financial information. An audit also includes assessing the accounting principles used and significant estimates made by management, as well as evaluating the overall financial information presentation. In our opinion, this Financial information presents fairly, in all material respects, the results of the operations of the Centre for the year ended December 31, 2008, in accordance with the management agreement as amended September 22, 2004, referred to in note 2 of this Financial information. Saint]ohn, New Brunswick April 30, 2009 Grant Thornton UP Chartered Accountants Audi- Tu - AdYfom GunL TMmlon LLP A Canad'an Member W Gran(Thwntnn In(em9mal Ltd 41 The City of Saint John Saint John Trade and Convention Centre Statement of revenue and expenses Year ended December 31, 2008 2008 2008 2007 Bu_ dget Actual Actual Revenue (note 1) Commissions on food and beverage sales and sundry revenue $ 166,742 $ 188,953 $ 187,089 Room rental 200.500 205,690 168,062 367.242 394,643 355.151 Direct expenses Laundry 7,475 6,271 6,139 Operating equipment and uniforms 1,300 1,749 1,164 Supplies 35,500 32,516 30,230 Wages and benefits 216,671 214,612 199,555 260,946 255,148 237.088 106,296 139,495 118,063 Overhead expenses Advertising and promotion 24,829 22,765 22,167 Bank charges 218 31 178 Cleaning and maintenance 50,300 48,673 50,849 Dues and subscriptions 1,139 1,035 1,080 Entertainment 5,015 4,426 3,342 Equipment rental 13,956 11,082 14,438 Garbage removal 6,120 8,543 6,927 Insurance 438 400 408 Legal and audit 10,500 9,422 10,564 Licenses 780 875 750 Light, heat and power 11,555 11,999 7,480 Miscellaneous 6,875 7,658 22,756 Outside services 1,800 1,654 1,728 Postage, printing and stationery 3,995 5,318 3,028 Salaries and benefits 338,070 342,171 323,083 Telecommunication 12,060 11,313 13,252 Travel 11,794 13,101 6,354 Water heating charges 6,400 8,972 9,002 505,844 509,438 497,386 Operating deficit for the year $ 399,548) $ 369,943 $ 379,323) Approved by Mayor Councillor See accompanying notes to the financial information. K EVA The City of Saint John Saint John Trade and Convention Centre Notes to the financial information December 31, 2008 Revenue Under the terms of the management agreement dated June 1, 1984, with amendment dated September 22, 2004, Hilton Canada Co. pays to the Centre a percentage of gross revenue for food and beverage with cost of sales, including product and labour costs, being the responsibility of Hilton Canada Co. The Centre is responsible for all other operating costs. 2. Management agreement — Saint John Trade and Convention Centre The Centre is leased by the City of Saint John (the City) and managed by Hilton Canada Co. under an amended agreement dated September 22, 2004. The original agreement dated June 1, 1984, had a 20 year term with options to renew for three consecutive 10 year periods. Two 10 year renewal periods remain. According to the terms of this agreement, the City is responsible for the operating loss of the Centre. In addition to the operating loss under this agreement, the City incurs common area costs and management fees which are reflected in the general operating fund of the City. With the establishment of the Greater Saint John Regional Facilities Commission in 1998, operating deficits, management fees and property taxes included in common area costs are shared with the municipalities making up the Greater Saint John Regional Facilities Commission. These costs are allocated in proportion to the tax bases of the municipalities. 3. Recording of assets and liabilities The City's investment in the structure and related equipment, furnishings and fixtures is reported on the capital and loan fund balance sheet of the City. 3 43 The City of Saint John Saint John Trade and Convention Centre Notes to the financial information December 31, 2008 4. Due (from) to the City 2008 2007 Working capital advanced by the City Current year $ 344,891 $ 342,800 Prior year's balance 14,866 51.389 359,757 394,189 Less: operating deficit for the year 369,943 379,323 Due (from) to the City $ (10,186) $ 14,866 The amount due from the City is represented by: Operating bank account $ 27,326 $ 91,378 Trade and capital accounts receivable 272,616 37,984 Prepaid expenses 589 1,485 300,531 130,847 Less: trade accounts payable 310.717 115.981 $ (10,186) $ 14,866 2 .. _1 J REPORT TO COMMON COUNCIL M & C — 2011 -42 10 March 2011 His Worship Ivan Court and Members of Common Council Your Worship and Councillors: SUBJECT: Electrical Maintenance Services -- City Facilities (RF'P No. 2010- 082301P) BACKGROUND: The City of Saint John routinely establishes a supply agreement with qualified vendors for the provision of electrical maintenance services. All City -owned buildings and facilities fall under the scope of this agreement. The current supply agreement is due to expire and in anticipation of the expiration of the current supply agreement, an RFP was issued on December 3, 2010 to solicit proposals from the marketplace for suitable service - providers. ANALYSIS: The intent of the call for proposals was to establish an initial three (3) year contract with the option, upon mutual agreement with the vendor and no significant changes in scope or cost, of two (2) additional one (1) year extensions. In order to encourage competition for this bid, staff posted the notice of the proposal call on the NB Online and City of Saint John web pages, and direct mailed to 16 bidders on the City's bidder's list. Notwithstanding this however, only one (1) vendor chose to respond by submitting an offer: Design Electric Rothesay, NB V� ,.,, Lu. I 11M A proposal evaluation committee, consisting of representatives from Building and Facilities Management and Materials Management reviewed the submission against the following evaluation criteria: Quality and completeness of submission ➢ Company qualifications and relevant experience ➢ Scope of services Cost 45 M & C — 2011 -42 PAGE City of Saint John ANALYSIS .... CONV D: In accordance with the City's policies and procedures, an assessment of the technical and financial aspects of the submission was undertaken by the evaluation team members. Despite the fact that only one vendor chose to submit a proposal, the evaluation committee is fully confident in this vendor's ability to handle all aspects of the scope of work. In addition, this vendor is the current provider of electrical maintenance services to the City of Saint John, The Proposal Evaluation Team therefore recommends award of the proposal for the establishment of a contract for electrical maintenance services to Design Electric Inc. as it demonstrated that its solution represents excellent value to the City of Saint John. FINANCIAL CONSIDERATIONS: It is near to impossible to predict the actual total cost of these types of services over the life of the agreement, however, based on experience it is estimated that the total cost to the City of Saint John to establish a three (3) year contract with Design Electric Inc. for the provision of electrical maintenance services if awarded as recommended will be $209,150 plus tax, per year, on average. This is a recurring expenditure for which funds are provided through various operating budgets. RECOMMENDATION: It is recommended that the proposal for the establishment of a contract with an initial term of 3 years for the provision of electrical maintenance services as submitted by Design Electric Inc. at an annual estimated cost of $209,150 plus tax, be accepted, and further that the option for two (2) additional one (1) year extension periods, at the sole discretion of the City and upon mutual agreement with the vendor, be included. In addition, it is recommended that the Mayor and Common Clerk be authorized to execute the necessary contract documents. Respectfully submitted, 0-jg-- David J. Logan P asin9 nt trick Woods C� Manager 46 REPORT TO COMMON COUNCIL M &C- 2011 -40 March 9, 2011 His Worship Mayor Ivan Court and Members of Common Council Your Worship and Councillors: SUBJECT: Amendment to Section 41 Conditions (Change of Non - Conforming Use) -100 Rodney Street BACKGROUND: City of Saint John The Planning Advisory Committee considered the attached Staff Report at its February 15, 2011 meeting and resolved to approve the requested change in non- conforming use to facilitate the establishment of a roofing contractor's business on the subject property. In considering the application, the Committee expressed concern over the manner in which the existing buildings and site were to be maintained. As set out in the Report, the Committee does not have the authority to impose conditions on a change of non - conforming use. However, the Committee's resolution includes a recommendation that, pursuant to Section 41 of the Community Planning Act, Common Council address the maintenance of the exterior of the buildings, vehicle parking and any other conditions deemed necessary'. There are existing conditions that were imposed by Council (both on June 22, 1987 and October 25, 1993) which remain in effect. It is recommended by Staff that these be replaced with new conditions, as outlined below, in an effort to ensure that the site is operated and maintained in a manner compatible with the surrounding residential neighbourhood. 1 Section 41 limits the scope of the conditions that Council can impose to requiring that any land, buildings or structures containing the non - conforming use be maintained and kept in a condition appropriate to the area in which it is located. 47 M & C — 2011 — 240 - 2 - March 11, 2011 RECOMMENDATION: That Common Council amends it prescribed standards, adopted pursuant to Section 41 of the Community Planning Act on October 25, 1993 with respect to the land, building and structures at 100 Rodney Street to read as follows: 1) That the existing vehicle parking area be paved with asphalt and be maintained in a good state of repair. 2) That there be no outside storage. 3) That there be no maintenance of vehicles within the building(s) or on the property. 4) Any existing fencing on the property be maintained in a good state of repair. 5) Any exterior alterations / modifications (including signage, building finishes and lighting) shall be subject to the necessary building permit application(s) and building elevation drawings to the satisfaction of the Development Officer. 6) The approved building elevations plans (referred to in condition #5) must be attached to the application(s) for building permit required prior to undertaking any renovations. Respectfully submitted, Ken Forrest, MCIP, RPP Commissioner Planning and Development J. Patrick Woods, CGA City Manager PF Project No. 11 -4127 W 1z • .,•X� 9 +2 r 9 V • 88 1 tR �/ t • 10 �� 82 / • a�a � 8 ♦ ®v 9B 145 /•, 2i 0 i new 97 1 A/ 157 •, 91 • i a1a 0 1185 99 Vim,' 18155 / • / • 10 � 100 •, /® 11 105 0 t02 T9 • i ♦ / • IN 166 / 11 �` 1N 78 18;1 / ♦ / Y 185 •, 12 1R0 aT 19587 188 13] -� 124 — W /` ® 1 201 • / ®/ L 128 7 ® 88 A,- 136 S / ♦ • tl] 82 221 1 - • ♦ / / 12 T ii /• 102 V ♦1 i 104 \ Ba • / /• /• 198 8] (/)� 238 •/• \ / • 186 19 V / 144 ' 90 �1V / 148 / a 137 • 0 et iJ / Q/ O 24 +414 i • ♦ - 1 vra e6 t4. 'M m4 6 • 97 �a� 10 z+ � A ♦� 299 ♦ fit,.. ® 1. +767 23 • i • i 12 107 1 O/}� •� 5 '• � 4 C • 220 i ,1B 243 112 , zze 18 ` • 18 +as ' ♦, 116 2 17 207 / 102 �• 1+63 +a � '• /• MB 1 t• 175 ® / •, 250 104 \ IN zs+ • PID(s) /NIP(s): .• 102 III 6 50 04 W 43 co 94 A \ I -sue ® �. 7 r 43 , A CO Q 51 52 REPORT TO COMMON COUNCIL M &C2011 -44 March 9, 2011 His Worship Mayor Ivan Court & Members of Common Council Your Worship and Members of Council, SUBJECT: Contract No. 2010 -17: Spruce Lake Industrial Park Watermain Installation PURPOSE The Cite of Saint ]calm The purpose of this report is to update Council on the status of the Spruce Lake Industrial Park Watermain Installation project and associated costs. BACKGROUND Contract 2010 -17 consists of a project that was approved under the 2010 Water and Sewerage Utility Fund Capital Program as follows: 1. Isolate 900mm diameter transmission main, and install 980m of 250mm diameter watermain along King William Road and Water Tower Road to service the Spruce Lake Industrial Park.. Common Council, at its meeting of August 30, 2010, awarded Contract 2010 -17 (M &C 2010- 279) to Galbraith Construction Ltd. at a tender amount of $629,253.04. Funding approval for this Safe, Clean Drinking Water project was received in the amount of $900,000.00 cost shared three ways under the Stimulus Program. ANALYSIS The majority of work under Contract 2010 -17 has been completed. The final quantities and summary of change orders are being finalized between the City and the contractor. The change orders and variations in quantities are presented as follows: 1. Change orders associated with down time related $18,673.46 to Irving Oil Pipeline vibration monitoring and piping assembly changes in the field. 53 M &C2011 -44 March 9, 2011 Page 2 2. Variation in Quantities associated with increased $220,000.00 asphalt tonnage, increased rock quantity, increased length of pipe to connect to existing pipes that were not in recorded locations and increased costs to work near the Irving Oil Pipeline. Total Change Orders and Variation in Quantities: $238,673.46 Minus: Contingency Allowance: -$ 49,000.00 Net Additional Cost: $189,673.46 COST SUMMARY Original Contract Value: $ 629,253.04 Minus Contingency Allowance: -$ 49,000.00 Value of Original Estimated Work: $ 580,253.04 Summary of Change Orders: +$ 18,673.46 Estimated Variations in Quantities: +$ 220,000.00 Estimated Final Contract Value: $ 818,926.50 The estimated final contract value based on quantities and change orders is $818,926.50. The difference between the estimated final contract value and the original tendered price is $189,673.46 ($818,926.50 - $629,253.04). The approved budget under the 2010 Water and Sewerage Utility Fund Capital Program totals $900,000.00. The estimated final construction cost for this project including staff resources, construction inspection fees and after considering the City's eligible HST rebate is $773,269.98, a positive difference of $126,730.02 ($900,000.00 - $773,269.98) in the Water and Sewerage Utility Fund Capital Program. RECOMMENDATION It is recommended that Common Council receive and file this report. Respectfully submitted, J. M. Paul Groody, P. Eng. Commissioner Municipal Operations & Engineering 54 J. Patrick Woods, CGA City Manager REPORT TO COMMON COUNCIL M & C —2011-47 March 11, 2011 His Worship Mayor Ivan Court and Members of Common Council Your Worship and Councillors: SUBJECT: SALE OF STOPPED -UP AND CLOSED PORTION OF HARDING STREET WEST BACKGROUND: City of Saim John On January 17, 2011, Common Council gave Third Reading to the stop -up and closure of a portion of Harding Street West, containing 2,108 square metres (22,691 square feet), as shown on an attached Plan of Survey. A Sobeys affiliated company owns all of the adjoining land situated to the northwest of the closed street and what was recently owned by Counsel Corporation to the southeast of the closed street is now owned by 7724993 Canada Inc. Real Estate Services has had discussions with both of the above noted property owners and they wish to acquire their fair share of the closed street, which is now identified as PID Number 55210694. Both property owners understand and have agreed that the land to be acquired would contain a "blanket" easement that would only allow the use of the land for additional surface parking, landscaping, etc. No buildings or structures would be permitted over this land. In addition, driveway access from the northern end of PID Number 55210694 to the travelled section of Harding Street West is prohibited. It was City Engineering's concern that if driveway access were to continue the public may perceive that the closed section of Harding Street West was still open and create an expectation that the City was responsible for continued maintenance of the travelled vehicular surface. Attached are Purchase and Sale agreements from both of the respective property owners that contain the purchase price for their equal share of the closed street. Considering the City land to be conveyed to these perspective owners is hindered by the above mentioned easement and access restriction, staff consider the sale price as per the attached agreements to be fair market value for the land. If Council is agreeable, the following recommendation will facilitate the sale of the closed portion of street. 55 M & C — 2011 -47 - 2 - March 10, 2011 RECOMMENDATION: 1. That The City of Saint John sell its fee simple absolute interest in Lot 10 -1 having an area of 1,054 square metres and being the westerly portion of PID Number 55210694 to ECL General Partner II Limited or an affiliated company thereof for the sum of $26,350.00 plus HST (if applicable) as per an attached agreement; 2. That The City of Saint John sell its fee simple absolute interest in Lot 10 -2 having an area of 1,054 square metres and being the easterly portion of PID Number 55210694 to 7724993 Canada Inc. for the sum of $26,350.00 plus HST (if applicable) as per an attached agreement; and 3. That the Mayor and Common Clerk be authorized to sign any documents required to finalize the transfer. Respectfully submitted, Ken Forrest, MCIP, RPP Commissioner Planning and Development J. Patrick Woods, C.G.A. City Manager Cue 56 0 A, au AZI 0 0 rue Alain ouest / Alain St. W. 57 .1 --=". 64 101 rill nQ WN?i j H -.ffsa V o0e 0 I Uhl 9 NO. pis ,q A t . 45t WE Ilia W . R"j 9 ao 0 IHMMA 4111 I (D z 1! w (OK >tu7) lqq 0 11747le 1&2.0 uj uj =-3 W C5 -0- W. fn, D- W., LLIJ W, N" 0: LLJ 0 :) a - ce- 2 6g z RA Rol iJ� t; lia a < 23 A W 0 z L- 0 L.LJ < 0 CL Uj La 1h ; 91 a- =) u) 2 6g z RA z RA I rc 1s y m � lja I rc 1s y m HIM Z w LL, a71T IT z j, it Fg44x x -i AIR tR elm m 4� :D RC) U) iz 6t 101 0:R 01 'Fg I W4 Rsa gin M R A Nil Big .................... iz wo s a] R sl \ IR Iz K UP qag oI 4p e. 51 O O L 59 KI-MYRT-U. Flicela-M-7 • Portion of former Harding Street West Right-of-way The City of Saint John offers for consideration the sale of Lot 10-2 having an area of approximately 1,054 square metres (11,345 square feet) and being the easterly portion of PID Number 55210694 to 7724993 Canada Inc. for the sum of $26,350.00 plus HST (if applicable). As Lot 10-2 is encumbered by municipal and public utilities, the City of Saint John will reserve a municipal and public utility services easement over the entire property, thereby restricting any buildings or structures to be built or erected over, in or under the above noted property. As part of the transaction, The City of Saint John is responsible for the preparation of a survey/subdivision plan to create Lot 10-2. 7724993 Canada Inc. is responsible for a deposit in the form of a certified cheque equal to ten (10) per cent of the purchase price being $2,635 plus H.S.T. (if applicable) must be received by the City of Saint John prior to Common Council's consideration of this land transaction. In addition, 7724993 Canada Inc. owner of the property adjoining the easterly boundary of the "to be" stopped-up and closed street, does hereby acknowledge and accept that no driveway access will be afforded to Lot 10-2 to/from Harding Street West. I I laalcd of ker a duly authorized representative of 7724993 Canada Inc. hereby accept the offer contained herein. Signatu e Date Mc flffmmr o%f Disro--hmea =nA Cmlm As part of the transaction, The City of Saint John is responsible for the following: 1. To prepare and pay for the public advertisement notifications that are required to satisfy the procedural regulations, prior to the consideration by Common Council to stop-up and close a street; and 2. The preparation of a survey/subdivision plan to create Lot 10-1. Crombie Property Holdings Limited is responsible for a deposit in the form of a certified cheque equal to ten (10) per cent of the purchase price being $2,635 plus H.S.T. (if applicable) must be received by the City of Saint John, no later than Friday, January 14, 2011. In the event the street is not stopped-up and closed, the deposit will be returned to Crombie Property Holdings Limited. In addition, Crombie Property Holdings Limited owner of the property adjoining the westerly boundary of the "to be" stopped-up and closed street, does hereby acknowledge and accept that no driveway access will be afforded to Lot I Harding Street West. This offer is subject to Common Council approval. a duly authorized represer Property Holdings VTited hereby accepter * offer contained herein. 61 fAa.) C � Date I M & C — 2011 -46 March 11, 2011 His Worship Mayor Ivan Court and Members of Common Council Your Worship and Councillors: SUBJECT: Acquisition of Property -1720 Westfield Road BACKGROUND: In April 2010, the Province of New Brunswick Department of Supply and Services offered the above noted property, identified as PID 38844 (1720 Westfield Road) to the City, as it was deemed surplus to their needs. The subject property consists of a vacant parcel of land containing approximately 2,035 square metres (21,904 square feet) in area. At this time, City staff did not perceive there to be a need or desire to acquire the subject property. Therefore, the Province was notified as such. At the beginning of 2011, Municipal Operations staff was investigating a drainage issue affecting a number of properties surrounding the subject property. Drainage is currently being directed onto the Provincial lot from other upstream properties. Road drainage is also discharged onto the subject site. It is the view of City staff that rather than see this lot be sold to a potential developer /contractor as a building lot, that perhaps the City should acquire this site so as to control and minimize the current drainage issue in this area. If the site were to be acquired by someone to construct a dwelling it could become very problematic to the builder as well as to the other developed properties in the surrounding area. It could be argued that the Province should retain ownership of this property rather than the City. However, the Province has no desire to and would sell it should the opportunity arise. Municipal Operations has indicated that this property can be and is currently operating as a natural drainage retention pond and assists in reducing surface drainage onto other properties in the area. The Province has agreed to sell the parcel to the City for $500.00 plus administrative /survey costs, if necessary. Given the minimal cost to the City in acquiring this land, the purchase price may well be a much less expensive method to manage the ongoing drainage issues in this area. The only other ongoing cost to the City should Council wish to acquire the subject property would be the minimal property taxes each year. 62 Report to Conunon Council March 11, 2011 RECOMMENDATION: Page 2 1. That the City of Saint John acquire "as is, where is" the fee simple absolute interest in PID number 38844 (1720 Westfield Road) from the Province of New Brunswick (Department of Supply and Services) for $500.00 plus H.S.T. (if necessary) including any registration fees or required survey costs subject to the necessary department approval; and 2. That the Mayor and Common Clerk be authorized to sign any necessary documents. Respectfully submitted, Ken Forrest, MCIP, RPP Commissioner Planning and Development J. Patrick Woods, C.G.A. City Manager CL /c 63 .00% $9,39 F141 � li NOW I REPORT TO COMMON COUNCIL M &C- 2011 -48 March 11, 2011 His Worship Mayor Ivan Court and Members of Common Council Your Worship and Councillors: City of Saim John SUBJECT: Lands for Public Purposes: Proposed Townhouse Development -130 Gault Road BACKGROUND: At the meeting of March 1, 2010 Common Council assented to a Lands for Public Purposes dedication of approximately 1,852.5 square metres in the vicinity of Gault Road, Pipeline Road and Hitachi Crescent for a proposed 36 -unit townhouse development as shown on the attached plan. The original design of the development had the Lands for Public Purposes located as follows: at the centre of the overall subdivision development (816 square metres); at the south - eastern corner of the subject site (895.9 square metres); and three 0.5m wide strips along Gault Road and Pipeline Road totaling 140.5 square metres). Overall, the 1,852.5 square metre LPP dedication represented of 8.4% of the total land area, which is in accordance with the Subdivision By -law requirement of 8 %. Since that time, the developer has conducted detailed design and identified areas of rock on site that have necessitated changes in the design of the project, the most significant of which is an increase in the area required for the proposed stormwater retention pond. This has resulted in the number of units in the development being reduced from 36 to 34. 65 M &C- 2011 -48 -2- March 11, 2011 The developer has requested a revised Lands for Public Purposes dedication of a combination of cash -in -lieu and land for the 8% LPP requirement of 1764.24 square metres as follows: at the south - eastern corner of the subject site (940 square metres); three 0.5m wide strips along Gault Road and Pipeline Road totaling 131 square metres) $ 800 cash -in -lieu to cover the remaining 693.24 square metres of the 1764.24 square metre requirement. The 2010 and 2011 (revised) plans of the development are attached. ANALYSIS: In the original design, the 895.9 square metres of parkland in the southeast portion of the site was desired as it provided an opportunity to link the community with residential communities along Pipeline Road and beyond, as well as to protect some of the mature vegetation on the site. The linkage and tree retention will be met by the proposed dedication of 940 square metres in the same portion of the site and includes land to accommodate the sanitary sewer main leading from the proposed sewage pumping station. The proposed 140.5 square metre dedication in the original design in the form of 0.5 metre wide strips along the Gault Road and Pipeline Road frontages was requested to prevent future land owners from developing access points directly onto Gault Road or Pipeline Road. This dedication is consistent with previous practice. The proposed dedication of 131 square metres will achieve the same goal. The reduction of approximately 9 square metres is the result of a reduced length of land along Pipeline Road being developed for private dwellings due to the increased size of the stormwater retention pond. In the original design, the 816 square metre area in the central portion of the site abutted a number of townhouse units and could have been developed into a central park area for the development. Given the fact the development may be geared to seniors looking to downsize, or young professionals, demand for an active playground on this area will likely not exist when the development is constructed. In addition, Staff note the site is in close proximity to the Monte Cristo Playground and therefore recommend that cash -in -lieu be taken for this portion of the LPP that was previously proposed. Real Estate Services has established a cash -in -lieu amount of $800 that reflects the cash value of the outstanding requirement. Staff recommend that the revised Lands for Public Purposes dedication be assented to by Common Council. .. M &C- 2011 -48 -3- March 11, 2011 RECOMMENDATION: Staff recommend that Common Council assent to the vesting of the proposed street and revised land for public purposes as well as any necessary municipal services easements and public utility easements as generally illustrated on the submitted revised tentative plan entitled `Tentative Plan Hitachi Crescent Subdivision' with the remaining Land for Public Purposes dedication being taken as cash -in -lieu. Consistent with the previous assent by Common Council of March 1, 2010 a note is required to be placed on the final subdivision plan(s) indicating to future landowners that their properties are located within the Emergency Protection Zone for Brunswick Pipeline's natural gas pipeline. Respectfully submitted, Ken Forrest, MCIP, RPP Commissioner Planning and Development J. Patrick Woods, CGA City Manager MR Project No. 10 -13 67 PLANNING AND DEVELOPMENT/URBANISME ET DtVELOPPEMENT 0 c,e 0• IVO ro 0 i PID(s)/NIP(s): A portion of 00403618 o _ wag o: tom o o Z m m z 3 z 6 N m C J CD bi +uss a — — -- —_ Aso � as _Iva ° _ 09 9is s qe F- a i I r ! I m f p � Eo E ./ � / i /•,� / Cz p J xh Waa w� J pea u NUp R�o LL &T u eE c x ¢ nL(/ � EZ•x EZ oa _ °° V_ - ..c = s °I o Xod'oW0� �92 ° Vsco� ° °v _ Ea° E dC�C � m II = QJ 20 w20o w Q '75,a.- m Z L U 0 OV) �o °aso ( O Wvi9_ R ° °s jz W m � 2 Y °.a s ; u d 0 �Z 3 o CiE'a OO.0 �1.i.^ a myl� va - o °°.m`'A+oo E`z Eo « N �U o: d°m oi3;wm o`°�o ,io m m C `•� In In° a:� we E I m Z2Q hvWy c E° rn IC -1-+ U c Y N O II mIS5m «z ._v O4y r!V rQccy, = Y T .d n Z�,® n l®nmrc muu® z E „°l,a`p°O� aa_ �ark•, °° E. >y N d II F f on > z JE'.E ; 9� o a ma ¢Sm a n *moo ° o � m m Lot o3 -2 \ p See Plan No. 16840127 0 O ° PIO 55163687 Oa \ vE \ o� 13. O m M M M �o JM^n M ^E „, o f o ^E N o E_ J o q%� \ Qum °Z y0a O 0° J J °^ J o 4 j \ 2a Gm � o ^ r R n m- n a ” m n JO n. N ,L.+�c1..= .�' H <'C O� S), 1 did O „E `� ` 0. O.. 1. 0., d � 1 ' \ \\ moo• +� \ P o O N v 2f 5 .y) CD . (Public Street) �� a 0 4s o6 °d G a � \ �o aJN °,._ --I _ f" U -1 no \ °U„E O \ \ 1 CL CL o E 07 \ o n dJN �'OJm ° ,^ O• e" a° a�N n U ...2 ad ^o (� ,,•�b>,�e 6 a? \01i, O m , w+ 20 4 A J o In _ su ,,; "E fit ,� J a\ y `� ;mid %`\v�O�s Lnn ° Oc 41 CL J J o• JXX(' J ° 554 9 It B By £ -ddl 4-ddl -ddl aaod.n. all9nd god PM v p O I n p ^ earodznd °IIQnd °! poo'1 aeeodmd -dd god pua'1 c II-) J 9c-b0 -1 S£9£Ob Old 471ON Pub 9 N •p;j }uawdOlanad oodwlS I 70 II e,� REPORT TO COMMON COUNCIL M &C 201138 March 2, 2011 His Worship Mayor Ivan Court & Members of Common Council Your Worship and Members of Council: SUBJECT: Tender for Fire Department Dress Uniforms The City of Saint John As per the Collective Agreement with I.A.F.F. Local 771, once every five years the City of Saint John calls a tender for the supply of new dress uniform clothing for the Saint John Fire Department. ANALYSIS: The tender for dress uniforms for the Fire Department closed on Wednesday December 22, 2010 with five companies responding by submitting bids. All bids were complete and samples upon request were provided for evaluation. The tender called for a 10.5 ounce poly /wool /lycra material in a dark navy colour (or equivalent). The Fire Department's Uniform Clothing Committee reviewed the samples for:. compliance to the preferred fabric; quality of fabric; as well as tone of colour. In summary, the Fire Department's Uniform Clothing Committee ruled out the fabric/ garment submitted by Carleton Uniforms Inc. due to the look and tone of the fabric. Carleton Uniform's fabric was unacceptable in colour and fabric. The look and tone of the fabric samples submitted by D. Marks Uniform Ltd., CFM Uniforms, J &M Murphy, Uniform Works Ltd. were all generally consistent and similar to past dress uniforms. With all things being generally equal (from the remaining acceptable samples), the review committee recommended the vendor with the lowest bid, being CFM Uniforms. 71 Tender for Fire Department Uniform Clothing Page 2 The committee's results were presented to the Fire Chief for review and consideration. After examining all garment samples, the Fire Chief concurred with the recommendation of the committee. Enclosed is a summary of the bids for your review. FINANCIAL IMPLICATIONS: The total cost for all dress uniform clothing, for the Saint John Fire Department, if awarded as recommended, will be $63,995 plus HST. This is a planned expenditure and as such, funds were provided in the annual operating budget. RECOMMENDATION: It is recommended that the tender submitted by CFM Uniforms, for the supply of dress uniforms as indicated on the enclosed summary, and for the total cost of S 63,995 plus tax, be accepted. Respectfully submitted, David Logan Purchasing Agent � I � Dt� atrick Woods, C.G.A. Manager Attachment 72 i t O fr� V! O A i' A ET E Q Lt} :3 V— L CD G3 -a r r O Q1 N O r O N � N N {+ L Q? o G1 E E °' Q .� N CD Ui O ` d1 � i � � r a � a CL CD L © M Q y . C7 L a O O LL n Q O N • � Q1 a Q% 73 o o ° oo ° o ° Ln Ln V'1 N O cn l-: M L7 N N •-� N ,� 4 V) O Q cf) b4 c+1 b4 M 69 N 69 N 64 N 69 N 64 N N �} N Ln (n Ln Ln M vl M 64 b�? b4 b�} b9 b4 EA 40. Q O CD a C:) o o Q 0 o 0 0 0 V kn N N 1rn Ln N N O O, N l— 't E!3 6F? Gfi 64 Ff� b9 b9 Qn i. !� ~i A „`] Ul N Ln N Ln N O kn O In Q Ln O kn 6�F? 6¢S b 4 69 6 ° � M b9 QO w FUD w ¢ W W d O coll z Ln CIO o z z 3 0 P. a r U ;L4 rq L� CA c/1 z � H w Q Ca C3 � w w cv w� 73 REPORT TO COMMON COUNCIL M &C 2011 -50 March 10, 2011 His Worship Mayor Ivan Court & Members of Common Council Your Worship and Members of Council, SUBJECT: Formal endorsement of the PlanSJ Growth Strategy BACKGROUND: Council involvement in PlanSJ M. The City of Saint John Common Council's endorsement of the attached Growth Strategy represents another significant step in the Plan SJ process. PlanSJ was designed to engage Council during important milestones in the development of the Municipal Plan. Since the project was launched in January of 2010 eleven updates have been provided. Common Council has: • Awarded the consultant contract and related Municipal Plan Project Charter in November of 2009; • Appointed the PlanSJ Citizens Advisory Committee in December of 2009; • Approved an enhanced public engagement program including the PlanSJ Storefront, youth engagement and project videos; • Accepted the first two public engagement reports which reported on public feedback from the "Public Launch" and "Opportunities and Directions" phases of the project; • Participated in two council workshops held in June and September of 2010 to set the direction for PlanSJ; and • Received the results of a fiscal impact study supporting the recommended Growth Strategy for PlanSJ on February 21 st, 2010. Common Council will continue to play an active role as PlanSJ moves forward. Where we are in the PlanSJ process The completion of the Growth Strategy phase is a significant project milestone and one of two major deliverables for the PlanSJ process. The PlanSJ project is on schedule to develop a new Municipal Plan by the end of 2011. Completion of the Growth Strategy which defines "where we grow and change" will set the stage for the development of the Municipal Plan. The Municipal Plan is the City by -law which will set out policies defining "how we grow and change ". 74 M &C 2011- SO 2 March 14, 2011 Council's package includes a report from the Plan SJ Citizen Advisory Committee recommending Council's endorsement of the Growth Strategy as the framework for the Municipal Plan. The P1anSJ Citizen Advisory Committee was appointed to advise Council on the Municipal Plan. The Committee is comprised of ten citizens of Saint John, a member of the City's Planning Advisory Committee and two members of Common Council (Councilors McGuire and Higgins). They play an important role as a community sounding board to ensure the Plan reflects the collective aspirations of Saint Johners. The Plan SJ Staff Steering Committee representing Departments across the organization has also endorsed the Growth Strategy and provided an overall technical review. PURPOSE: The purpose of this report is three -fold: 1. Present the results of the recent public engagement (refer to attachment #1). 2. Seek Council's approval of the Growth Strategy (refer to attachment #2). 3. Update Council on the next steps in the P1anSJ process which is scheduled to be substantially completed by the end 2011. The memo is organized in three parts. Part one highlights the public engagement process to create the Growth Strategy. Part two provides an overview of the recommended Growth Strategy. Part three summarizes the recommendations before Common Council. ANALYSIS: 1. Highlights from the PlanSJ Public Engagement Over the past year, three public engagement reports were prepared to capture what we heard from the public during the first phase of P1anSJ to develop the Growth Strategy. These reports will be made available on the project website at www.saintjohn.ca /plansj. This report recommends Council receive for information the third engagement report as a key input for the development of the Municipal Plan (refer to Attachment #1 of this report). It documents the time period between July, 2010 and January, 2011 during which two major public engagements were held while the team prepared the Growth Strategy. A "Choices for Growth Open House" on October 14th showcased two scenarios for growth, one of which proposed a predominately urban pattern of growth and the other which was more balanced and involved significant growth in the suburban areas of the City. A "New Direction: Saint John's Choice Open House" on December 8th presented the collective community vision building on the desire for a more urban Saint John that enriches the quality of life in the City, while also providing targeted suburban growth, recognizing the needs of a diverse and changing population. Public outreach during P1anSJ has been extensive and in many ways has positioned Saint John on the leading edge of community engagement. It has resulted in unprecedented levels of participation and employed many innovative techniques for community engagement including a Project Storefront, targeted youth engagement and a video series. Since the project was launched in January of 2010: • Three city -wide mail -outs to all residents and businesses have invited participation in P1anSJ engagement events. • Over 620 people attended 4 major public engagement events including the January 27th Public Launch, June 10th Public Ideas and Opportunities Workshop at Harbourview High 75 M&C 2011- 50 3 March 14, 2011 School, October 14th Choices event at Simonds High School and the December 8th New Direction Open House at LNBSJ Grand Hall. • Over 800 people visited the PlanSJ storefront and over 500 written comments were received. • Two PlanSJ videos were produced featuring the voices of Saint Johners sharing perspectives on the City. • 70 Youth participated in 3 youth engagement workshops from all English high schools, Woodlawn Learning Centre, Samuel de Champlain, The Resource Centre for Youth and Teen Vibe from Crescent Valley. • 70 stakeholder groups were interviewed. • Over 40 presentations were given to community groups. • 400 hits per week to the PlanSJ website. • Over 300 people have joined the PlanSJ contact list • 17 Citizen Advisory Committee meetings were held and 11 Council updates including 2 Council workshops. Through the many community engagement opportunities, Saint Johners have voiced a collective desire for a more sustainable and complete community. This shared vision is focused on reinvesting and growing the urban core, promoting smart growth by using less land for development while strengthening the quality of Saint John's neighbourhoods and providing walkable and transit oriented communities. Well- managed growth in turn will promote Saint John's economic competitiveness and community well- being. Some of the key messages we heard during the Growth Strategy phase are: • Stop urban and rural sprawl, smart cities grow up and not out. • Build a Saint John where new development and investment are focused in the urban core & priority neighbourhoods. • Improve quality of life, focus on people not cars. • Develop more mixed use, walkable neighbourhoods. • Support a diverse economy, with industry in appropriate locations. • Preserve parks, green space and natural areas. • Pick the top things that need the greatest attention and effort. We also heard a strong preference for a more urban compact pattern of growth. This preference is reflected in the recommended Growth Strategy which focuses most new development in the urban and suburban core of the City. As part of the development of the Growth Strategy, the PlanSJ team also considered many written submissions from individual land owners and organizations. These addressed various topics including the status of committed or grandfathered developments already approved by Council, potential for extensions to the "Primary Development Area" to include additional lands for development and special considerations for the Airport and Port lands. These requests were weighed against the wider community feedback and the fundamentals of the Growth Strategy and where appropriate, changes were made to the Growth Strategy. Recognizing that a municipal plan is a living document, policies will be established during the next phase of PlanSJ describing how the plan will be monitored over time that will allow for amendments to be considered where warranted due to changing conditions. 2. The Recommended Growth Strategy The Growth Strategy reflects the significant research and public engagement which has been carried out over the course of the last year. It is supported by the three public engagement reports, many research inputs including a 400 page Technical Background Report, population and employment forecasts, a land development program and a fiscal impact study which supported the evaluation of 76 M &C 2011- 50 4 March 14, 2011 different options for growth. Details of the Growth Strategy are described in Part 2 of the attached Growth Strategy and include a vision, series of directions, the opportunity areas framework and a recommended Growth Strategy Map (refer to attachment #2). In summary, the Growth Strategy contains a vision for a stronger Saint John looking forward to the next 25 years. The Strategy is grounded in principles of smart growth, targeting development towards the core of the City to enable a more compact and sustainable growth pattern. Key ingredients of the vision include: • A connected system of parks, open spaces and natural areas. • Rural areas with limited residential development and appropriate resource uses. • Connected neighbourhoods that support transit, walking, cycling and other forms of transportation. • A strong Uptown that remains the key centre for office, retail, arts and cultural uses for the Greater Saint John Region. • A mixed use employment area around UNBSJ and the Regional Hospital • Expanded industrial parks in Spruce Lake and McAllister to support the City's industrial base. • The Port and Airport identified as critical transportation infrastructure. • Regional retail centres in the City's East (McAllister), West (Fairville Boulevard) and South (Uptown) and a neighbourhood commercial node in the North (Somerset Street). • A variety of mixed use urban and suburban residential Opportunity Areas that will benefit from redevelopment, municipal investment and targeted residential and mixed use growth. • Healthy, stable neighbourhoods throughout the City that will continue to evolve naturally and in keeping with neighbourhood character through minor change. The Growth Strategy for Saint John is built on the P1anSJ Directions and vision and includes the following key elements: • A "Primary Development Area" to direct development inside the urban and suburban areas of the City, reinforcing the investments the City has already made in water and sewer infrastructure and allowing for improvement in quality of life and future efficiencies in the provision of other services. Most new development (95 %) will occur within this area. Land within this area totals 81 square kilometres, representing two times the projected demand and significantly larger than the service areas of Moncton and Fredericton. The project demand for growth is based on population and employment forecasts that anticipate another 10,000 people and 13,000 jobs over the 25 year planning horizon. • A series of employment and mixed use urban and suburban "Opportunity Areas" that are located in the Primary Development Area and have the capacity for significant change and are in locations that will benefit from new investment. To accommodate the projected land development needs, 45% of new development is targeted to Opportunity Areas within the urban core to support the transformation of the priority neighbourhoods. 40% of new development will be targeted towards suburban Opportunity Areas located in the north, east and western parts of the City. The redevelopment of these areas will effect positive change on the City's urban structure by strategically directing growth and investment, supporting walkable transit oriented communities and over time supporting investment and revitalization of all five priority neighbourhoods. 77 M &C 2011- 50 5 March 14, 2011 • The protection of natural and rural areas outside of the Primary Development Area to conserve the natural and rural landscape and limit rural sprawl. The Strategy proposes minor rural growth in three establish rural settlement areas (about 5% of future demand) and limiting large scale rural subdivision. Appropriate rural resource uses will continue to be permitted. These areas will not have hard services such as water and sewer provided. • Areas of stability or minor change in Saint John's healthy neighbourhoods that are expected to evolve and grow but not receive major change (about 10% of future growth will be targeted to these areas). These areas will host new infill development in keeping with the scale and character of established neighbourhoods and be encouraged to incorporate ingredients of complete communities. The Growth Strategy will be supported by an investment strategy led by the City which shifts emphasis away from extending new road water and sewer infrastructure in outlying areas to one of enriching the quality of life of the City through renewed streetscapes, parks, enhanced transit service in the core area and better use of existing schools and other infrastructure. A strategic staging of investment in Opportunity Areas through the development of Neighbourhoods Plans will position City led investment alongside investment in the private sector, other levels of government and community based partnerships. The Growth Strategy over the long term erm will bring many social, environmental and fiscal benefits to the City by: • Leveraging existing water and sewer investment. • Reducing municipal spending on extensions to water, sewer and road infrastructure and limiting the City's exposure to new costs related to provision of police, fire, and road maintenance services in rural areas. • Reducing the City's ecological footprint by encouraging a compact sustainable growth pattern that avoids natural areas and reduces potential fiscal and environmental health liabilities related to potential failure of wells and on -site septic systems. • Enhancing the economic competitiveness of the City by improved clarity and predictability in where growth is to be directed and over time improving the quality of the life and economic offerings of the City. • Capitalizing on heritage and cultural assets. • Providing better access and more choices for transportation for our citizens. • Improving access to services and enriching the quality of life in Saint John's urban and priority neighbourhoods. 3. Summary of Recommendations: Endorsing the Growth Strategy The Growth Strategy is a significant deliverable for Saint John's Municipal Plan. It establishes a compelling vision for where the City must grow over the next 25 years based on strong direction from the community and leading edge best practices. Staff is seeking Council's endorsement of this document as a framework for the Municipal Plan as it is developed over the course of the next year. The final Municipal Plan, when developed, will implement the Growth Strategy as the statutory plan containing many of the more detailed policies guiding how Saint John grows. For example, the Municipal Plan will set out appropriate lands uses and forms of development for areas within the Primary Development Area and within rural areas. It will establish a phasing and investment strategy for prioritizing lands for development and investment. Additional public engagements are planned in the spring of 2011 to support development of the Municipal Plan. These will position Council to move forward with the legislated approval process for the Municipal Plan during the fall of 2011. W M &C 2011- 50 6 March 14, 2011 The Growth Strategy should also serve as an important interim document providing strategic guidance over the course of the next year while the Municipal Plan is being developed. Therefore the PlanSJ staff and consultant team is recommending Council endorse the Growth Strategy document at this stage in the process. This would enable Council, the Planning Advisory Committee and staff to take the Growth Strategy into consideration as they evaluate planning applications and other decisions related to municipal infrastructure or spending which are brought forward during the preparation of the Municipal Plan. Although the existing Municipal Plan will serve as the official statutory document guiding Council's decisions, the Growth Strategy can provide an important input to decision - making during this interim period. One concrete example of where the Growth Strategy is being put into practice is through a recommendation that Council replace the existing suite of development incentive programs which are weighted towards suburban and low density developments with new programs which better support and align with the recommended Growth Strategy. This issue is further discussed is another staff report before Council this evening. Staff are recommending a new section be added to all Council reports which highlights any P1anSJ implications to support decision - making of Council while the Municipal Plan is being developed. What Comes Next — Save the date for April 14th Public Workshop — "Putting the Plan on Paper" The next and final phase of P1anSJ is the development of the Municipal Plan. The Municipal Plan will give legal status to the vision in the Growth Strategy. To continue the strong momentum of community engagement in P1anSJ, the team has decided to enhance the engagement program during this phase to add another public workshop event, a developers and landowners forum and an additional interactive display in the P1anSJ Storefront to inform the development of the Municipal Plan. These enhancements were made within the scope of the approved budget for the project. Moving forward there are a number of key dates for Council to be aware of in relation to the next phase of P1anSJ: • A public workshop and open house is proposed to be held on April 14th, 2011 at 5:30 p.m. at Barnhill School on the West Side to seek the public's input in the development of the Municipal Plan. • In mid June (target date is June 15th 2011), the P1anSJ team will host a public open house to review a draft Municipal Plan. Another developer and landowners focus group is planned during this engagement week. A month long public review period will allow for written comments on the draft of the Municipal Plan. • Following these two major engagements, a final Municipal Plan will be prepared for Council's consideration in the fall of 2011 through the legislated planning approval process. The actual timeframe for approving the Municipal Plan will depend upon timelines required for translation. FINANCIAL IMPLICATIONS: There are no financial implications to this report. The enhancements to the public engagement program were made within the scope of the approved budget contract by utilizing staff resources to deliver key components of the work plan. 79 M &C 2011- SO 7 March 14, 2011 Staff has created a cost centre specifically to track expenses related to the Municipal Plan to improve accountability and tracking of Municipal Plan costs over the course of the project. RECOMMENDATION: It is recommended that Common Council: 1. As recommended by the P1anSJ Citizen Advisory Committee, endorse Part Two of the attached Growth Strategy report as a framework for developing the new Saint John Municipal Plan; and 2. Further, in the interim while the new Municipal Plan is being developed, that all applications for discretionary planning approvals and decisions related to municipal infrastructure investment or spending be evaluated in light of the Growth Strategy. Respectfully submitted, Ken Forrest, MCIP RPP Commissioner Planning and Development J. Patrick Woods, CGA Deputy City Manager JH:111 Attachments: 1. Public engagement report #3 2. Growth Strategy :1 P aws j OURCRY•OLM RfM NOW MILE -NOM AVENAt March 10th, 2011 Your Worship and Councillors: PlanSJ 506- 658 -2835 plansi saintiohn.ca www.saintiohn.ca(plansi SUBJECT: Recommendation of Growth Strategy by PlanSJ Citizen Advisory Committee In November of 2009, Common Council approved the creation of a 13- member Citizen Advisory Committee (CAC) to act as a community sounding board, advising the PlanSJ Team and Common Council on community -based issues during the development of the Growth Strategy and Municipal Plan. The CAC has met regularly since the launch of PlanSJ in January of 2010 and has been involved in all stages of public engagement and development of the Growth Strategy. Completion of the Growth Strategy is a significant milestone in the PlanSJ process, and the Strategy will form the foundation for Municipal Plan policies to be written in 2011. The Growth Strategy was developed based on comprehensive technical research, best practices in planning and significant public engagement, as detailed in the Growth Strategy Report now before Council. The CAC reviewed and considered the Growth Strategy Report and Map at their meeting of March 9th, 2011 and unanimously supports the endorsement of the Growth Strategy by Common Council. RECOMMENDATION: The PlanSJ Citizen Advisory Committee: 1. Endorse Part Two of the attached Growth Strategy Report as a framework for developing the new Saint John Municipal Plan and forwards it to Council for adoption; 2. Recommend that in the interim while the new Municipal Plan is being developed, that all applications for discretionary planning approvals and decisions related to municipal infrastructure investment or spending be evaluated to ensure alignment with the Growth Strategy. P aws j OURCRY• "MM NOTREWU-NOMAVENIt Respectfully submitted, Anne McShane, Chair of the PfanSJ Citizen Advisory Committee. :. PlanSJ 506 -658 -2835 fans' saint'ohn.ca www.saintiohn.ca /plans* 911111. "awor• 9IM"961YJANIr.INi• 1. Present Public Engagement Report #3 2. Council approval of the Growth Strategy 3. Update on Next Steps for PlanSJ [-Olt,! Phase 1 Growth Strategy: Where we grow r Phase 2 New Municipal Plan: How we grow Future phases: Zoning Bylaw, Neighbourhood Plans E:0 mar r City of Saint John Citizens Advisory Committee Urban Strategies E:i., Building on City Initiatives Research & Technical Studies GRAPE r i 3;1::',- R,ionnd Ropui[= On E-9 07n.M4-i Ans4wyof Wink AM, h0 1 .a: I _V',:w1 1@ILh*.d — Ubn St.%" I- L.*h Community Engagement What we Heard: Saint John's Choice for Growth and Change Community Engagement in Numbers For the calendar year 2010 . . . . . . . . .. . . . . . . . .. . . . . . . . . .. . . . . . . . . .. . . . . . . . . .. . . . . . . . .. . . . . . . . . .. . . . . . . . . .. . . . . . . . .. . . . . . . . . .. . . . . . . . . .. . . . . . . . . .. . . . . . . . .. . . . . . . . . .. . . . . . . . . .. . . . . . . . . presentations Invitations to engagement were given to community T events were groups sent............................... ............................... people visited goo 294Facebookfans people are PlanSJ the PlanSJ Storefront IVI . . . . . . . .. . . . . . . . .. ............................ .. . . . . . . . .. . . . . . . . . .. . . . . . . . . .. number of people at public workshops . . . . . . . .. ............................ .. . . . . . . . .. ............................ youth - • • workshops youth common • • attended Council updates Citizen developers and Advisory editions of PlanSJ landowners Committee newsletter attended a targeted meetings distributed focus group . . . . . . . . .. . . . . . . . .. ............................ .. . . . . . . . .. . . . . . . . . .. . . . . . . . . .. . . . . . . . .. ............................ ....................................... people signed up for more than hits weekly the PlanSJ contact/ to the PIanSJ distribution list website............................... ............................... copies of "Insight" magazine (the City+s official publication) featuring PlanSJ were distributed interviews stakeholder} written comments representing groups 01 received on PlanSJ I %, rrm Engagement Report Rapport au r la mobillsation n 'f'CGi?25 ME MaDoIFOOW of MOM khnm Prequ an urban fogazzad o v@M�h 2tvau r Stop urban and rural sprawl - "smart cities grow up, not out ". employment types. 4f, Saint John's Growth Strategy Shaping the best future for the City The heart of the Greater Saint John Region Healthy, unique and inclusive neighbourhoods A progressive, robust and prosperous economy Protecting the natural environment and ecosyste. Growing the City smarter with complete & compact communities An enviable quality of life, choice and experie m%. A strong plan for action and making change 01 A iong term vision t _ .. till, ARWIP v �i 5 _ W r � F Looking forward to I the Vision I stronger Saint • by targeting growth quality investment to Saint John"s core neighbourhoods to enrich suburban growth will provide diverse choice. Z_ I 7, 93 80 75 70 65 numbe r (tho usand s) 60 55 50 45 Historic�al Foreonst 2006 2011 2016 Source: Strategic Projections Inc. 4'L! 2016 2026 2031 Population — Employment % �i � r � m'440 i Martinon to South Bay,. dw y , �k � A f. 3;, 7 Lorneville `w p i a ces to worK; office LO Alp AL j UNBSJ Plateau 1 00 lit The Uptown i :j• An Oki ZITLYM • rletz At VI North Retail. - oif Com r'dial Node A'I )McAllister Centre 07 fh . . . . . . . . . ..... 40 Fairville Corridor f r 97 a `w pidues zv wvrK: i nu uszrid i P P7 74, k y r x I � do ■ ,`6 # o Mc Ilister Industrial Spruce Lake Industrial t r • .141 If --- - �� Saint John , s Port •: r� F �5 ° P c PIAV" Saint`ohn Airport - +I Crescent Valley Forest Hill-q/ University Avenue Corridor 1% Lakewood -A Millidgeville Centre The North End,----" airville Place Monte Cristo Gault Road op 40 JF q0 Wat( Orr The South End Lower West Side Urban Residential Opportunity Areas Suburban Residential Opportunity Areas Will Rural Settlement Areas 101 Li ✓ Leverage investment in existing infrastructureI&Sj ✓ Cost avoidance for future municipal spending ✓ Environmental sustainability ✓ Improved economic competitiveness ✓ Capitalize on heritage & culture assets ✓ More Transportation Choice ✓ Enriched Quality of Life i to] O• • City must lead by example, Make Strategic City Investments • Excellence in Development Projects & Partnerships • Stick to the Growth Strategy & Plan • Long term Commitment to City - building & Planning 103 1. Endorse Part 2 of the Growth Strategy as a framework for developing the new Municipal Plan for Saint John. 2. In the interim while the Municipal Plan is being developed, that all applications for planning approvals and decisions related to municipal infrastructure investment and spending be evaluated in light of the Growth Strategy. ffor"i 'f'CGi�2S • Transition to the Municipal Plan • April 14th Public Workshop • June Public Open House on the Draft Municipal Plan • Fall Council adoption of the Municipal Plan .�P nw Prlrize nFG 50riiye Ew `61V ;utcmfle € V, 2010 201-0 2010 2010/2011 201 nliM DAninp lstfjos Sttir.e 1010 L:w irm d Plan Drtafi , -inch & q"PPCi- lUmMioa Doe@don for Gr A-th aid Vl mioil7a ", cnan� %n :n¢cmenl Definldom dcz enicuk S) Oprm llcmar Cwfirmaticn Ju Qtiswa o0platy Itdlc eI desgermpeetlwe de 'antmintlnn Plan da'rtrrmaima d'amerf6,fdmamA ;I at dle r:.1 ongerumt .nll�:lUl!Ie Ii re. b -c%N 2ply�Itur11l1m+ .._. i II 1unit,Y Open HOLE& " -C1 U1 UL w.ia Swlvd. °ue11L FXdllI I& '.ItJl u Pd12wu' LaLxi ::: C1- tMIU1ly Wk' r +tl11a41, - "e0LIh E,Ogemyyrt •D;lm- unityr -"m HJPwi* of [rI7.rv1" Golly'_° Y'luth Er:ga); -menr trrti•ues naec les 4teIlersirlei l3cm1bNles lalrmee rscrles mj%ertea Seances die gmnupe d' lrrw: rn •Ils, IIInL" rwrI eI kts aneril.k ins ;vx r I5 cullnLINi le, :Bmms ,mi, j mrne !?dicLUjj�wjat "Al :JP:dGAn-,deh;rsurr:: odFidinmvi1Lv- kit ant 51 Wide%1JUVEARgPSTnr1<� QnY}.�ir1�r pi.;.: "• }j'3k'1: nlen' nc°.iritir_3 im:.c it rtrr Plm. 31 stvteFnral•.t. rr.�.,... w,i. Fr ;elmuk_ Tmille1, vale- nd r Aizen "visrR }• r',r,nunr r- F_ 1[11•", Please Join us April 14r" at Barnhill School 5:30 p.m. for a PIanSJ Workshop on the Municipal Plan! Putting the Plan on Paper Get invohred in writing the City's new Municipal Pla n 4 attending t he P ruing the Man on Paper Wa ria hap. Th ursd aV, A p ri 114, 5:30 -9:30p m Presentation at 6:ODpm 6g mhi11 Memorial School 750 Manavogonish Road Wor13 hop secs ions wi II id a nt ify po Iicy d irection a nd inte nt for topics irrIud ing: urban structure, environme nt, econorrry, transportation, urbandesign, heritage, neighbourhood plans, investme nt strategy and p has ing. This is a free event, but we askthat Wu reg ism r fo r the Workshop by Monday, April 11 at plans osa int-jah n Ica . 635-2000 or the Plan51 Storefro nt in 6runswickSquare. For more information: www,saintlohnrcafpla nsl W11 OUR CITY @ OUR FUTURE NOTRE VILLE * NOTRE AVENIR Stay in touch with the PlanSJ team Web: www.saintiohn.ca /PlanSJ Email: PlanSJ@saintjohn.ca Facebook Phone: 506 635 2000 URBAN '�' STRATEGIES INC $AINT JOHN 107 � ��• - -: ,gin Al IJ P&-7zs Growth wrm•ua,vlw 1tl�MM1l•.g11RRI"rl 6 � p r Saint Jahn's� Choice M are 1120" ate". oor : c NWa 4. f 108 pP_ 1« , r � 109 Table of Contents Part 1: Growth Strategy — Foundations 1.1 Overview of PlanSJ 1.2 Commitment to Community Engagement and Outreach 1.3 Planning for a More Complete and Sustainable Saint John 1.4 Establishing How Much Growth to Accommodate 1.5 Introducing the Growth Strategy Part 2: Growth Strategy — Saint John's Choice for Growth and Change 2.1 Understanding Saint John's Existing Urban Structure Pre -War and Post -War Growth Patterns 2.2 Toward a More Sustainable Future for Saint John: Directions for PIanSJ 2.3 A Vision for a Stronger Urban Structure for Saint John 2.4 Accommodating the Projected Growth Land Budget for Employment Development Land Budget for Residential Development 2.5 The Growth Strategy for Saint John The Primary Development Area Natural Areas and Rural Areas Areas of Stability or Minor Change Opportunity Areas Federal Transportation Lands 2.6 Implementation and Conclusion Preparation of the New Municipal Plan The Role of the Growth Strategy before the Municipal Plan is Adopted Next Steps for PlanSJ 2 6 8 12 14 16 24 28 32 33 34 36 38 39 39 40 49 50 52 54 54 URM vivo pia SAINT JOHN g App A.w C. 110 T i � I� 9 ' L l p 1 l l o 1. 1 11 1 Iy F i -4 r l� �j A 1.1 Overview of PlanSJ The first phase involved preparation of the Growth Strategy described in this report to guide the character and location of future development in Saint John. The second phase, to be completed in 2011, will involve preparation of the City's new Municipal Plan. The Municipal Plan will be based upon the Growth Strategy and It will guide development for the next 25 years. PlanSJ has focused on Saint John's many assets and on definingthe ways in which the City can build successfully upon these strengths. It has examined how the City has changed in the last several decades and how it should continue to change to be positioned for an even stronger future. Creating the new Municipal Plan is one of Council's key priorities to ensure that the City's growth and development reflect the longterm goals of its community. This Growth Strategy report is divided into two parts. Part 1 summarizes the foundation upon which the Growth Strategy has been developed. It includes: • key messages voiced by Saint John citizens throughout the PlanSJ process (Section 1.2); • a new approach to planning for Saint John that is based on sustainable and complete communities and a shift in municipal spending priorities (Section 1.3); • and forecast growth in population, employment and housing (Section 1.4). 2 �nSj Part 2 contains the actual Growth Strategy for adoption by Common Council. This section includes: • an overview of Saint John's current urban structure (Section 2.1); • a set of Directions to guide future planning (Section 2.2); • a vision for the future (Section 2.3); • accommodating projected growth (Section 2.4); • a new urban structure -the Growth Strategyfor Saint John (Section 2.5); and • an implementation strategy and conclusion (Section 2.6). The core PlanSJ Team is comprised of a Citizen Advisory Committee that consists of ten citizens of Saint John, two members of Common Council, and one member of the City's Planning Advisory Committee; City Staff in the Planning Department; and a team of consultants led by Urban Strategies Inc. Common Council provides overall leadership and a Steering Committee of senior staff from across all of the City's departments provides the technical expertise required in the review of Growth Strategy materials. The Citizen Advisory Committee plays an important role in advising the projectteam and Common Council on community - based issues; members also serve as ambassadors within the community to actively promote public involvement in the planning process. 112 • Ongoing public engagement took place with the Citizen Advisory Committee and through Focus Groups, Workshops and Open Houses, as well as through the PIanSJ Storefront, the PIanSJ website and social media tools including Facebook and Twitter. • In January 2010 over 40 community conversations were held representing 70 stakeholder groups who are engaged in arts, culture and heritage; housing and development; business and the economy; environmental issues; community issues (like affordable housing and poverty); transportation and mobility; education; health, wellness and recreation; youth; and seniors. • Four public Open Houses and Workshops were held in 2010: the "Welcome to PIanSJ: Our City, Our Future - Public Open House" on January 27th; the "Opportunities and Directions Workshop" held on June 12th; the "Choices for Growth and Change Open House" on October 14th, and the "New Direction Open House" on December 8th. All materials from the Open Houses and Workshops are available on the PIanSJ website. • By request, the City has made more than 40 presentations to community groups and organizations to date. A full record of all of the above activities and community feedback is contained in three reports on engagement titled "Summary Report on Engagement #1 ", "PIanSJ Opportunities & Directions, Summary Report on Engagement #2 ", and "A New Direction: Saint John's Choice for Growth and Change, Summary Report on Engagement #3" (available on the PIanSJ website and via Facebook, Twitter and the PIanSJ Storefront). 2. Background studies were prepared early in the process, including: the "Urban Structure Report" on SaintJohn's development patterns; the "Technical Background Report" on a range of topic areas from housing to servicing to the environment; Population and Employment Forecasts; and the "Fiscal impact Analysis Report" on growth options. Key findings from these studies were displayed at the PIanSJ Storefront and presented at the "Opportunities and Directions Workshop" held on June 12th. 3. PIanSJ Directions were established based on key messages conveyed by Saint Johners at the "Opportunities and Directions Workshop' in June 2010; these are described in Section 1.2 of the Growth Strategy and were presented for community feedback at PIanSJ Storefront, at the "Opportunities and Directions Workshop" held on June 12th, at the "Choices for Growth and Change Open House" on October 14th, and at the "New Direction Open House" on December 8th. 4. A Vision for the Future was developed to reflect community aspirations and illustrate the positive changes that a strong Growth Strategy can create. This is described in Section 2.3 of this report. The Vision was presented for community feedback at the PIanSJ Storefront, at the "Choices for Growth and Change Open House" on October 14th, and at the "New Direction Open House" on December 8th. 5. How much growth and change to accommodate - the "Land Budget" - was calculated based on population and employment forecasts and past and projected development trends. It is described in Section 2.4 of the Growth Strategy. This was presented for community feedback in the PIanSJ Storefront, at the "Choices for Growth and Change Open House" on October 14th, and at the "New Direction Open House" on December 8th. 113 GROWTH STRATEGY 7 4 -P&itSj 6. A Primary Development Area was defined to direct growth away from rural and natural areas by strategically directing growth toward areas that are already serviced by municipal water and sewerage services. This is described in Section 2.5 of this report and was presented for community feedback in the PlanSJ Storefront, at the "Choices for Growth and Change Open House" on October 14th, and at the "New Direction Open House" on December 8th. 7. Employment and Residential Opportunity Areas were identified as locations within the Primary Development Area that have the potential to accommodate significant new development in ways that can create positive change for Saint John. These are described in Section 2.5 of this report and were presented for community feedback in the PlanSJ Storefront, at the "Choices for Growth and Change Open House" on October 14th, and at the "New Direction Open House" on December 8th. S. Two Options for Growth and Change were prepared to illustrate the choices for where the growth and change could Lake place within the different Opportunity Areas. Evaluation criteria were created and a fiscal analysis performed to allow the different Options to be compared to one another and evaluated in relation to the Directions established from community input. The Options were presented at the PlanSJ Storefront and at the "Choices for Growth and Change Open House" on October 14th. One Option concentrated development in the urban core of the City and the other Option distributed development more toward the suburban areas. More information on the Two Options may be found in "A New Direction: Saint John's Choice for Growth and Change, Summary Report on Engagement #3 ". 9. As part of the comprehensive community engagement, input on the two Options for Growth and Change was gathered from citizens, City staff, the Citizen Advisory Committee and a variety of stakeholders. There was strong support for development in the urban core (about 70 %) from individual responses; about 30% support for a blending of both Options; and a small minority of preference for the Option that distributed development more toward the suburban areas from a portion of the business and development community. 114 10. Two PlanSJ videos were produced featuring the perspectives of Saint John citizens. The first PlanSJ video (September 2010) identified Saint John's challenges and opportunities and was screened at the "Choices for Growth and Change Open House" on October 14th. The second video featured a discussion of the pros and cons of the two Options for Growth and Change and key elements of the draft Growth Strategy; it was screened at the "New Direction Open House" on December Sth. Both videos are available at the PlanSJ Storefront, on the PlanSJ website, Twitter, and Facebook. 11. A "Developers and Landowners Focus Group" was held in October 2010 to coincide with the "Choices for Growth and Change Open House "; approximately 25 representatives from these groups attended and provided feedback on the Options for Growth and Change. 12. Three youth engagement sessions were held in October 2010 with 70 students from the English and French High Schools In the City, as well as the Teen Resource Centre in the Village and Teen Vibe in Crescent Valley. Participants made many suggestions for creating more complete communities that serve the needs and preferences of young Saint Johners. Their input reinforced the Plan Directions and community preference for investment in a more urban growth pattern for Saint John. 13. Community input on the Options for Growth and Change was used to create the draft Growth Strategy, "Saint John's Choice for Growth and Change" that was presented at the PlanSJ Storefront and at the "New Direction Open House" on December 8th. The final Growth Strategy contained in this report has been revised to incorporate input received on the draft Growth Strategy from citizens, City staff, the Citizen Advisory Committee and a variety of stakeholders following the December 8th Open House. 115 GROWTH STRATEGY 5 1.2 Commitment to Community Engagement and outreach PlanSJ is built upon an extensive Community Engagement and Communication program, enabling the PlanSJ team to incorporate community feedback throughout the project. community engagement was informed by significant research (Section 2.1) on best practices in both community engagement and urban planning, and also by past trends and decisions in the City of Saint John. Through a variety of community engagement and consultation activities, many Saint John citizens have voiced a collective desire for sustainable and complete communities. This is a vision for the future that was expressed early in the PlanSJ process - and a vision that has been reinforced by citizens throughout each stage of engagement. Some of the key themes that emerged from the engagement process include: Build a Saint John where new development and investments are focused in the urban core and priority neighbourhoods. s �nsj Plan for a diverse and strong economy that accommodates a mix of industries, sectors, skill levels and employment types. 116 Stop urban and rural sprawl - 'smart cities grow up, not out ". Identify, preserve and enhance important natural systems and ecosystem functions. Develop a comprehensive approach to transportation planning that actively improves options for transit, cycling, walking and other forms of non - motorized travel while providing for air, rail, water - based travel, goods movement and the private automobile. Encourage more mixed use development to locate housing, employment, and community uses together In strategic places. This will enable Saint John to be efficient in providing infrastructure and services to its citizens Promote "infill" development on vacant and underused properties and the re- use of vacant buildings. Improve access to a range of recreational uses Provide citizens with easy access and close proximity to a full range of their daily needs and amenities - within a:10-minute walk wherever possible. 117 GROWTH STRATEGY 1.3 Planning for a more complete and sustainable Saint John Best practices in urban planning today follow an integrated approach to promote a more sustainable future, recognizing that the systems that make up Saint John (including infrastructure, environment, land use and finance) are fully interconnected. Each element identified in the accompanying diagram has a relationship to the others. Applying an integrated approach means understanding how the policies and practices applied to one element will impact the others to achieve greater economic, environmental, social, cultural and fiscal sustainability through the creation of a more complete Saint John, The final Growth Strategy presented in this report builds on the Community Vision and Sustainability Plan that were established bythe City of Saint John in 2007. A key goal of planning for complete communities is to manage growth through compact development patterns and well organized land uses that allow residents to live in close proximity to a full range of their daily needs and amenities, and to have convenient access to key destinations and places of work. The aim is to use less land for development while strengthening the character and quality of SaintJohn's diverse places, promoting walkable and transk- connected communities, and planning for a range of housing choices and amenities. Well- managed growth will promote Saint John's economic competitiveness and community wellbeing; values and supports cultural and heritage assets; and protect natural and rural areas. 8 �aSj "Being sustainable is about more than protecting the environment - it also 118 means increasing financial efficiency, building social and cultural capacity and being more effective over the longterm" —Saint John's "Integrated Community Sustainability Plan" Community Engagement Mobilisation communauta re Choices for Getting Around Choy pour se deplacer Waterfront Use, Access and Enjoyment Utdisat on et acces du secteur rrverarn Protecting the Natural Environment Protection de 1'environnement naturel The Public Realm Le domaine public 119 Smart Growth Croissance intelligente Complete Communities Collectiwtes completes Planning for Strong Economies Planrucation pour assurer une economie forte Celebrating Arts, Culture and Heritage Celebrer les arts. la culture et le patrimome GROWTH STRATEGY The Growth Strategy describes a future for Saint John that intentionally moves away from recent patterns of urban and rural sprawl towards the building of a more compact Saint John. it is about moving away from spending municipal resources on extending hard servicing like water and sewer pipes ( "piped services ") and roads towards spending municipal resources to improve the quality of life and experience in Saint John. By directing new development to locations that already have hard services, and in locations where the City has recently invested in water and sewer improvements, municipal spending can be focused on community amenities that create a better City for all Saint Johners. By directing new development away from locations that would further expand the development footprint of the City, the Growth Strategy enables Capital spending to be intentionaliytargeted toward planned growth areas ( "Opportunity Areas ") within the existing developed areas of the City. Ultimately, this will improve the fiscal sustainability of municipal spending across multiple City departments. Short and longer term capital spending is needed to encourage desired private sector re- investment and development In Opportunity Areas. Targeted private and public sector investment is key to the revitalization of older portions of the City that have experienced disinvestment and vacancies. The private sector is more likely to invest in these areas if there is a certainty that public sector dollars are also invested in these neighbourhoods. to �C tsj Investments can include: • more beautiful streetscapes, active transportation routes, and extended boardwalks and trails; • enhanced parks that better meet the needs of a range of users; • improved transit service along key corridors (for example, University Avenue and Somerset Street); • development incentives to encourage quality housing choices; and • arts, culture, built heritage, special places, and historic landmarks. The community's priorities for these and other types of investments will be defined during engagement and consultation activities for the new Municipal Plan, at which time a plan for strategic and phased capital investments will be developed. Through the PIanSJ project, Saint John has demonstrated its commitment to being a leader in best practices in urban planning and neighbourhood design. Past Municipal Plans developed in 1942 and 1973 were leading edge strategies in their time but a lack of coordinated monitoring and implementation meant they had little impact. The Saint John community and Common Council have spoken loudly and clearly in their intent to ensure that the mistakes of the past are not repeated and that this Municipal Plan is implemented, monitored and regularly updated so that it remains true to its vision, while responding appropriately to changing community needs. 120 GROWTH STRATEGY 11 121 1.4 Establishing how much growth to accommodate The Growth Strategy and Municipal Plan need to designate the amount of land that will be required to accommodate changing employment and population levels. While this is a Growth Strategy for the City of Saint John, it also considers the regional context and the City's role within the region's growth and development. Saint John's economy is the largest in the region, and one of the most powerful in the Province. It is home to the majority of the region's employers and currently accounts for about 75% of the 62,000 jobs in the Region. The Growth Strategy is based on the growth forecasts completed as part of PlanSJ (available on the PlanSJ website) to the year 2031. The Growth Strategy takes into account the forecast assumptions for the City of Saint John as described below: 1. The total population in Saint John is forecast to first reach a low of about 66,000 people in 2017, but then rise to about 77,500 by 2031. This represents growth of 10,000 people from the 2009 population of 67,500. 12 -P&nSj 2. Population growth Is based on anticipated employment growth in local export-based industries (those that produce goods and services for export outside the City) and continued growth in sectors such as IT and health care, with the number of jobs rising from a total of 48,400 in 2010 to 61,800 jobs in 2031(13,400 new jobs). People of working age (25 to 64 years old) are expected to move into the City to fill new jobs, and to fill vacancies left by people who retire. Many of those who retire in the near future are likely to stay in the City, although perhaps move to a smaller home. 3. The number of new residential units (houses, townhouse, and apartments) is projected to grow by about 5,000 to the year 2031. These forecasts are based on the best information available today. Real growth levels will be monitored and the Municipal Plan will be updated at regular intervals to effectively plan for changing trends in population, employment and households. e6 Historical ` Forecast 76 70 lib number (thousands) 60 66 60 46 �— 2006 2011 2016 2616 2026 Source: Strategic Projections Inc. 122 Pcputetion Employmenl 2031 123 4 40 GROWTH STRATEGY 13 1.5 Introducing the G rowth Strategy The Growth Strategy described in Part 2 of this report lays the foundation for the new Municipal Plan by describing the physical pattern of land uses in the future City, including places to live (in the form of new housing) and places to work (in the form of new industrial, commercial, retail, office, institutional and mixed uses) in coordination with parks, recreational uses and transportation systems. The Municipal Plan will provide policy on key issues and will be developed through further broad community engagement and outreach. Together, the Growth Strategy and Municipal Plan documents will create a clear framework to develop a stronger City with more complete communities where Saint Johners will live, work, play and learn. 14 -P&iZ$j 124 2.1 Understanding Saint John's Existing Urban Structure Understanding Saint John's urban structure and exploring opportunities to enhance it are key first steps toward defining choices about where and how the City should grow. In broad terms, urban structure refers to the way land uses, transportation systems, infrastructure, open spaces and natural features are distributed and arranged across the land base to create a city. The physical organization of a city is fundamental to the quality of life it offers its citizens; the health and function of the economy; overall community and social cohesion; the health of the natural environment; ease of mobility; municipal capital and operating budgets; and the ability to deliver high quality yet affordable municipal services. The development of Saint John's new Growth Strategy and Municipal Plan provides an important opportunityto reflect on the City's urban structure and identify its strengths and weaknesses. over the coming decades, Saint John's urban structure will change to reflect more sustainable fiscal spending, a more compact urban form, and changing population demographics. Understanding the structure today - includingthe regional context of the Greater Saint John Area - is a critical first step to defining an appropriate future urban structure and a vision to guide growth and change as described in this Growth Strategy. Detailed studies examining Saint John's growth patterns can be found on the PlanSJ website, including the "Technical Background Report", "Urban Structure Report" and "Fact Sheets ". 1s Pytasl 1840 126 1875 Pre -War and Post-War Growth Patterns Prior to the end of World War II (1944), Saint John's pattern of development was very compact and consisted of the city centre - Uptown - surrounded by tightly knit core neighborhoods. The Uptown, South End, Lower West Side, Old North End and Waterloo Village are all examples of Saint John's pre -war development pattern. This development pattern contained higher density buildings organized along a connected grid of streets. The City's pre -war development pattern reflected the fundamental principles of a complete community - it was compact and walkable and most people lived close to work, shopping, schools and other services important for day to day life. In 1951, just after World War 11, Saint John's population had grown to 73,000 people. At this time, the City's urban development foot print occupied dust 36 square kilometers of land. Post-war infrastructure improvements, including the construction of the Saint John Throughway, road widenings, new arterial roads, and other municipal infrastructure projects provided access to undeveloped lands beyond the compact pre -war city. Saint John began to grow outward in pattern that fundamentally changed the City's urban structure. Increasing automobile ownership freed people to move farther out and as a result, growth following the war exhibited much lower densities than the pre -war City and THIS it A I#liE ru1Lw;,�w�rLy y l 1962 often occurred in areas lacking municipal water and sewage services. Amalgamation with neighboring municipalities in 1967 increased the municipal land base to 316 square kilometers, almost 10 times that of the pre -war municipality. Low density development extended across the expanded land base through new commercial, industrial and residential subdivision development. New suburban areas tended to have few street connections or amenities within walking distance. Low density housing in rural areas was also 'scattered' along rural roads and along waterfront views. This type of development -'ribbon development" or "rural sprawl" - is generally disconnected from the developed City and located beyond areas that can be provided with municipal water and sewer services. 127 GROWTH STRATEGY 17 rilsloric street fron ge, lciic-a 1913U, In contrast to the pre -war City, new development in Saint John contained very little mixed use. Large tracts of new, single- purpose uses were developed in isolation from one another. Residential uses were generally separated from places of employment, including major retail and commercial centres located in the east and west of Saint John, major employment centers such as the University of New Brunswick and the Regional Hospital, and industrial parks. This pattern of development has promoted an increased reliance on automobile use as a means to connect places to live with places to work and shop. Arterial roads and highways play an increasingly important role in connecting Saint John's dispersed urban structure. By the mid 1970's Saint John's population began to decline while the surrounding communities of Quispamsis and Rothesay began to grow. Saint John's urban core witnessed a significant decline in residential population overtime, resulting in disinvestment and vacancies in the Uptown and five priority neighbourhoods. This pattern of dispersed outward growth and disinvestment in the urban core neighbourhoods continues today. 18 Fn$J Post -war suburban development Today, Saint John's population has declined from its peak of 89,000 in the mld- 1970's to approximately 67,500 people. Due to the dispersed pattern of post -war development and a declining population, Saint John consumes a great deal more land per person than comparable cities. As a result, Saint John spends significant resources to provide services to an ever - increasing development footprint while the tax base declines. Currently, 42% of the population lives in the urban core developed prior to the war on just 5% of the land base; 40% of the population lives in post -war suburban neighbourhoods on 19 °% of the land base; and 18% of the population lives in rural settlement areas, the most land consumptive form of housing, and occupies 76% of the land base. 128 Today 42% of the population lives in the urban core 18% of the population 40% of the population lives in rural settlement areas lives in post -war suburban neighbourhoods GROWTH STRATEGY 19 129 The following maps illustrate Saint John's physical evolution from a compact pre -war structure of densely populated neighbourhoods clustered around the Central Peninsula to its current pattern of dispersed, largely single purpose uses spread across the land base. The Growth of Saint John i �� � 1. P .f • � � ., � � � ' � r # -� � J '. i u'�` 1980 2010 i r � .2 . 2031' M1840 X1875 .1905 1945 1965 1980 2010 2031 * 2031 Growth Projection if the current pattern is maintained 20 P&n% 130 Simplified Urban Structure GROWTH STRATEGY 21 131 There are a number of challenges associated with Saint John's current dispersed urban structure: • Continued outward growth has resulted in significant disinvestment in the urban core neighbourhoods, as evidenced by vacant lands and derelict buildings which further fuel outmigration and continued disinvestment. • Between 2001 and 2006, 88% of the population loss that occurred was from the City's core, while 25% of residential growth was dispersed throughout the rural areas in the form of rural sprawl. Everything new built on the edge of the community coupled with a declining population has meant that too many buildings have been left empty in the urban core. • Saint John's neighbourhoods are generally divided by levels of household income and exhibit significant differences in neighbourhood quality. Affordable housing tends to be concentrated in older parts of the City and isolated from the wider Saint John community. • Many residential neighbourhoods are isolated from services and shopping, contributing to the challenge of maintaining and creating a series of connected, complete communities and unique places with distinct neighbourhood character. 22 Aean$j • Industrial land uses are often adjacent to residential areas, negatively impacting quality of life and property value. • Walking and cycling are difficult, and it is inefficient and expensive to provide convenient and frequent public transit service throughout a large and dispersed geographic region. • People with disabilities or without a car may have trouble gaining access to jobs, services and amenities. If the current development pattern were to continue unchecked, by 2031 Saint John's development footprint would continue to consume significant amounts of land, further challenging the municipal tax base and the provision of municipa[ services. Clearly, the current pattern of growth is not sustainable and cannot continue. In addition, the population is not forecast to grow at a rate that could support high levels of outward expansion and the costs associated with additional infrastructure, roadways, water, sewers and other municipal services. 132 Urban Core 22% 12% 053% 10% Mode of Travel IM1111111 drive to work travail en vodure carpool en facsant du covofturage take transit en transport en commun M walk �i pied Urban Core Suburban Neighbourhoods 5% 14°A Suburban Neighbourhoods 133 Rural Settlements 3% 2% Rural Settlements GROWTH STRATEGY 23 2.2 Toward a More Sustainable Future for Saint John: Directions for PlanSJ Through the PlanSJ consultation process, the resounding message has been a strong desire for change toward a much more sustainable growth pattern and ultimately an improved quality of life for all Saint Johners. The following Directions for Growth and Change reflect the community's aspiratlons and input as obtained through the "Our Saint John" Community Vision and PlanSJ community engagement activities. They reflect best practices in building sustainable and complete communities, and will provide the foundation for a new vision for Saint John, the Growth Strategy, and ultimately, the policy framework of the Municipal Plan. 1. Saint John proactively makes choices to shape the best future for the City. Saint John: • has the courage to say "yes" to what is in the best longterm interests of the City and its citizens and the courage to say "no" to what is not • embraces challenges and passionately defends the right choices for the City even when they are difficult choices to make • leads by example • adopts leading edge planning principles 2. Saint John Is the heart of the Greater Saint John Region and Is a thriving urban centre. Saint John Is: • energetic, creative, entrepreneurial, and authentic • the focus for growth and change in the Region as well as the centre for office, mixed use, shopping, living, entertainment, innovation, arts, culture, heritage, education, urban waterfronts, tourism, and celebration 24 9*nSJ • passionate about protecting its natural beauty and built heritage » a City that brings back people that have moved away and is a magnet for newcomers 3. Saint John Is comprlsed of healthy, unique and Inclusive neighbourhoods. Saint John: • strengthens the concept of 'one' Saint John by working to make distinct neighbourhoods feel part of one City and one future • supports mixed income living, offering a range of diverse housing choices to meet different life cycle needs • enables people of any income level to live in a neighbourhood of their choosing • builds on the strong tradition of neighbours taking care of each other- neighbourhoods are the foundation of the strong community pride that defines Saint John • provides a range of services, employment, leisure and recreational choices within neighbourhoods to provide people with the opportunity to live, work, and play in their neighbourhood 134 4. Saint John actively pursues a progressive, robust and prosperous economy. Saint John: • reflects an economy that has been rooted in the past but now looks forward progressively to the future • strives towards tong term economic stability and social security • embraces knowledge, innovation, traditional industry, green Industry and emerging employment sectors • makes positive choices about the economy and about industry that are good for the people who live in Saint John and contribute to high quality of life for residents S. Saint John celebrates Its many waterfronts and positions them as prominent and defining elements of the City. Salnt John: • embraces water as a central feature of the City's economy, natural environment and a key to the lifestyle and collective community experience of living in Saint John - magnificent tides, beaches, the Port, fishing, boating, marine ecology, natural beauty, views, recreational opportunities, and a priority on water quality • celebrates the historic significance of the waterfronts - as key trade and transportation routes and the primary reason for the City's location • strengthens its waterfronts -the rivers, Bay of Fundy, and lakes - ecologically through preservation, publicly by creating and maintaining access for all, and economically by promoting waterfront development in appropriate locations G. Saint John values and protects its natural environment and ecosystems on land and In water. Saint John: • builds the City in balance with nature by encouraging more compact, sustainable growth pattern • actively stewards ecological systems through preservation, restoration and enhancement to increase biodiversity and to restore sensitive or diminished ecosystems • establishes linked natural areas that preserve ecological systems, connect between and across land and water, and connect people with nature • reduces the City's ecological footprint and strives toward greater long term environmental sustainabllity for future generations • promotes best practices in storm water management, maintains fresh and coastal water quality, and promotes water conservation • conserves energy and reduces energy use through sustainable building design, alternative energy systems and reduced auto dependence • develops effective policy on climate change and integrates mitigation and adaption actions that can be influenced through land use policy 135 GROWTH STRATEGY 25 7. Saint John grows the City smarter by developing complete and compact communities. Saint John: • supports the concept that smart cities grow up not out • revitalizes existing communities through compact development and infill within the existing developed areas • develops a built form that supports efficient, convenient and viable alternative choices for transportation including walking, cycling, and transit that support healthy lifestyles • supports the long term health of the city centre by making choices that strengthen the core and saying "no" to choices that weaken the core • supports compact development by managing development and infrastructure according to the principles of complete communities • adopts broad -based social and economic goals for sustainability, vibrancy and longterm prosperity 26 !`r�Sj S. Saint John offers an enviable quality of life, choice and experience for all of Its citizens. Saint John: • builds on unique places, people and experiences • offers a diversity of arts, culture, and recreational activities and amenities • encourages and fosters a welcoming community of longtime residents, newcomers, and people of different cultures • provides a high quality environment — buildings, parks and open spaces — and protects dramatic geography, beautiful views and vistas • plants trees and quality landscaping to maintain and enhance natural vegetation throughout the City 9. Saint John Is committed to a strong plan for action and making change. Saint John: • has the courage to stick to the plan during prosperous times and difficult times • builds partnerships with higher levels of government and neighbouring municipalities to realize the plan • nurtures and encourages inclusive and accountable leadership at the community and municipal level • embodies a culture of integrated planning • sets priorities for capital investment • commits to stick to, monitor and implement the Growth Strategy and the Municipal Plan • builds upon the new Municipal Plan by updating the Zoning By -law and Subdivision By -law and by preparing more detailed Neighbourhood Plans. 136 d R kr I i 1 1 II s — - - --� a GROWTH STRATEGY 27 137 2.3 A Vision for a Stronger Urban Structure for Saint John Sustainable communities recognize the importance of long range planning and in so doing, develop a vision to describe this intent for the future. Looking forward to 2035, the Vision described here and on the accompanying illustration will create a stronger urban structure for Saint John bytargeting growth and reinvestment to many of Saint John's historic core neighbourhoods. Reinvigorating and enriching these urban places as more complete and healthy communities will renew and stabilize the urban core and improve the physical quality of the City and the experience and opportunities it provides. At the same time, the Vision anticipates targeted suburban and rural developments recognizing the needs of a diverse and changing population. To this end, the Vision recognizes that social, economic, and environmental needs are interrelated and pursues an integrated 'whole systems' approach to ensure that priorities and actions are well balanced. 28 k-4M$J i 1l tq f 7-,4 • rt t ,I i k a 138 r i w 1 r i i F, 1' SAW Jahn P:.0 a T a, UPI=1 %L� u^�HY AYiern C�+MJOal \ NaT* Reh11 & Cahime,altl No" \r F s Y lftfEW Se*� r� A e �r % i lorPerme re ini Tnhn % -J'e?c 139 dr GROWTH STRATEGY 29 The Vision illustration is a conceptual map drawn to represent, at a high level, the aspirations of Saint Johners to achieve a more urban focused City by prioritizing the transformation of their historic neighbourhoods through new investment, population and growth. This pattern of growth supports the development of more compact, mixed use communities at densities which allow people to live, work, study and play in more walkable, transit oriented neighbourhoods. This Vision builds on Saint John's record as a leader in sustainability, protects cherished green spaces and natural assets, and will result in the enrichment of core urban neighbourhoods. The Vision illustrates the major streets and blocks that will shape the future urban structure of neighbourhoods, urban centres, employment areas and other unique places across Saint John. The Vision uses colour to illustrate the intensity of future developed areas of the urban structure that Saint John will seek to achieve by 2035 and beyond. Light yellow areas identify stable neighbourhoods not intended to undergo significant change. Orange and red areas illustrate the potential for denser, more mixed use development along major streets, and the potential for new or intensified urban centres. White and grey areas indicate areas of existing and future industrial related employment uses. The Vision acknowledges that the health of Saint John's natural environment is dependent on preserving and strengthening the health of diverse natural features and habitats. Protecting the natural environment includes identifying, preserving and enhancing important natural systems and ecosystem functions and protecting them from development, recognizing that land in its natural and undeveloped state makes significant environmental contributions. The green on the Vision map identifies a connected system of enhanced parks, open spaces and natural areas, encouraging active and healthy lifestyles by promoting and sensitively integrating human use in parks and open spaces. 30 �C&nsl Diverse economies are strong economies, often defined by a broad range of places of work and types of work, including a mix of traditional and green industries, sectors, and skill levels. Saint John's Vision for a strong economy and diverse places to work is based on creating more compact, well - located and better designed employment and retail clusters. The Vision identifies two major employment centres: one that strengthens the Uptown and supports its growth as the key office- retail -arts- entertainment -employment centre for Saint John and the wider region; and one that identifies UNBSJ and the Regional Hospital as an area for mixed use residential and increased employment uses. Retail growth is envisioned in McAllister Centre to the east, Fairville Boulevard to the west, the Uptown to the south, and north along Somerset Street between Crescent Valley and Milledgeville; Somerset is also envisioned as a place for office park and commercial development. New industrial growth is supported in Spruce Lake and McAllister Industrial Parks. The Vision reinforces the value Saint John places on its distinctive neighbourhoods, and guides them to become even stronger through excellence in urban design to create high quality of place and life. Some neighbourhoods will remain stable over the planning period. Others, located in the series of Opportunity Areas described in Section 2.5 of this report, will be encouraged to evolve in positive ways by strengthening the range of quality housing choices they provide and by introducing appropriate mixes of land uses - places to live, work, shop, study and play -- with easy connections between those places (especially for walking, transit, and cycling, and for municipal services like water and sewer). Housing choice and affordability are provided across the City and within individual neighbourhoods, making living in Saint John's most desirable neighbourhoods accessible to everyone. 140 Uk65il Irlmtenu Vnlyerslty Aaonue. Corriiiur r Retall & Commercial Node Mlllldgevllle Centre note: this is an excerpt of the full map on page 29, focused on the lands within the Primary Development Area Ensuring Saint Johners have good alternatives for howthey move to, from and within their communities is a critical component of the Vision for Saint John. The goal is to promote compact development that supports transit, walking, cycling and other active forms of transportation that help to minimize carbon output and do not rely on the automobile. Solutions for getting around need to be inclusive and accessible to people of all ages, income levels, cultures, and to those with disabilities. The Vision seeks to improve connections between neighbourhoods and destinations within Saint John by defining a trail system that connects through and between important public spaces and provides new connections and access to public waterfront areas, parks and open spaces, trails, beaches, boardwalks and cycling routes, and by strengthening key views to the water In all directions. This Vision is an important and fundamental part of the Growth Strategy presented in Section 2.5 of this report. 141 GROWTH STRATEGY 31 2.4 Accommodating the Projected Growth The PlanSJ team undertook a detailed analysis of the amount of land that is needed to support forecasted growth in population, jobs and housing to the year 2031 (outlined in Section 1.4 of this report). This "land budget" identifies the types of jobs (industrial, retail, institutional, office, etc.) that Saint Johners are likely to be employed in and defines the amount of land needed to accommodate them. The land budget also identifies the number and types of housing units that will be required and the amounts of land needed to accommodate them. The employment and residential area land budgets provided for in the Growth Strategy are summarized below. 32 yV�J 142 Land Budget for Employment Development Office Development Retail & Commercial Development Industrial Development 419000 m2 362,000 m2 316,000 m2 GROWTH STRATEGY 33 143 Land Budget for Residential Development The land budget for new residential development assumes that approximately 85% of the 5,000 future housing units Saint John will require will be developed in a series of "Opportunity Areas" (referenced in the Vision above and described in more detail in Section 2.5). Consistent with the strong direction provided by the Saint John community, approximately 45% of this new development will be located in Urban Residential Opportunity Areas and approximately 40% in Suburban Residential Opportunity Areas, as described further in Section 2.5. Approximately 10% of all new housing will be developed across the City (within the Primary Development Area) through 'infill' development, re-use of vacant properties within existing stable residential areas, and through developments that were approved by Common Council prior the PlanSJ project ( "committed developments "). The remaining 5% of future housing will be located in the three Rural Settlement Areas described in Section 2.5. Overall, the housing mix will be well balanced, providing about 40% detached and semi -detached houses, 30% townhouses, and 30% apartments. 34 f�J 144 Land Budget for Residential Development Urban Opportunity Areas 1530 housing units Approved Developments 1600 housing units Suburban Opportunity Areas 1360 housing units Infill and Use of Vacant Buildings 340 housing units 145 Rural Settlement Areas 170 housing units = 5,000 future housing units GROWTH STRATEGY 35 2.5 The Growth Strategy for Saint John The Growth Strategy is built upon the PIanSJ Directions and the Vision described previously. it strengthens the urban structure of Saint John by creating stronger relationships between different land uses, existing infrastructure, transit and active transportation routes, open spaces and natural features across the city. It accommodates the projected employment and residential land requirements outlined previously. In fact, the Growth Strategy has capacity to accommodate significantly more development than presently shown and therefore important choices have had to be made regarding where growth will occur in the next 25 years. Common Council and City staff are committed to regular monitoring of the Growth Strategy and Municipal Plan. Should growth levels exceed those projected through the PIanSJ project, the Municipal Plan will be updated to bring forward more of the development capacity available within this Growth Strategy. 36 Y�c- j EX o i �f j f o 1 � l uN.r.lp ..Fr'F�r.uwcaHAu ` pfr d f i it r Ain rr* ti K i L I t f V 4 i r a a a a l r 1 a r 1 r 1 I A I I k 1 1 t i i t Legend PdmaryDevelopment Areaboundary .... Sairtlohn AlMort Saint John Port Autllarigr Federal lurisdWonTransportetlon Lands &er fay wa: Areas ofStabtliy or Minor Chalks- Suburban Areas o(Stablllty or Minor Change- Urban Grew Lands Nd fikSiAr waArirrnrrrrnAiiArW rw pAiwl'`r.dF+r>r . krr PAriA+ n.w� e�.r o..e k.r.�w.r..mr.rrr tr1..+R1.��n1ArUa.iiA, Wh1La Lands within the Pdmary DeveWpmentArea- ❑ kwiA�nf�wrrirr�tr W Mw�A4tii4r.WAtr�A+A11Ai.� M�IrAwlwr .� � A14 4yM it /MrA nA�han � iM irtM Her 4 i,r�AnA �I�AIw � an�r W I[ Y rlaA. �4�AImY/RYA^IpIN1AAMIlAAA�1�1 Ault kaMYYASpirA�lAYlrk�tAArlw AwR*Alr� rw Wrn�nieiau arrrA.narra• I.W re4 Wsaa'.Airt 147 a Places to Work & Shop Regional Ralalh wkwwAwftooa w. W.AlrAnrrnn.l.rwa North Retail A commercial Node: Uptown Mired Use/Ohfioa/Irlsdtutlarietr UNDW Plateau Mixed Use/ONiog lnm tuUauk Indusulal: Places to Live Urban Opporturi tykeas: Suburban Opportunity Areas: Rural Setilwmit keys: GROWTH STRATEGY 37 The Growth Strategy is built upon a number of essential elements, including: • the Primary Development Area where most of Saint John's future development will take place, reinforcing the investments Saint John has already made in water and sewer services and allowing it to achieve quality and efficiency in the provision of other municipal services (parks, recreation, emergency response, transit); Natural and Rural Areas, which will mostly be protected from further development -with the exception of the appropriate use of some rural lands for resource development purposes - and will not have hard services (roads, water and sewer) provided; • Areas of Stability or Minor Change, which cover Saint John's healthy neighbourhoods that are expected to evolve and grow, but not to experience major change, and; • A series of Employment Opportunity Areas and Urban and Suburban Opportunity Areas that are located within the Primary Development Area, have the capacity for significant change, and are in locations that will benefit from investment through new development. 38 -P&yLSJ The Primary Development Area The dotted line on the map is the boundary of the Primary Development Area. The Primary Development Area was created to strengthen existing areas of development and direct growth awayfrom rural and natural areas. The Primary Development Area corresponds generally to the portion of Saint John that already has roads and water and sewer services. Lands inside the Primary Development Area total 81km2. This represents an area that is 2 times the amount required to accommodate forecasted demand; is 2.5 times the serviced area in Fredericton, and fi km2 larger than in Moncton. Lands outside the Primary Development Area will not be eligible for extension of municipal water and sewer services. Most new employment growth and approximately 95% of new residential growth will be directed inside the Primary Development Area. Detailed policies to regulate development, including resource uses, inside and outside the Primary Development Area will be created duringthe next Phase of PlanSJ, the creation of a new Municipal Plan. While lands coloured white on this plan will generally not be available for development, they will be reviewed on a site by site basis during preparation of the Municipal Plan to determine whether any are suitable for minor infill development or other appropriate uses. Land use maps prepared as part of the Municipal Plan will be clear regarding the uses to be permitted on all lands currently shown as white. i• Natural Areas and Rural Areas The Growth Strategy intentionally preserves the rural landscape of Saint John. It supports the existing character and vitality of historic rural settlement areas and restricts additional rural ribbon development and rural sprawl. Rural Areas and Natural Areas identified on the map are outside the Primary Development Area and are generally unavailable for significant employment or residential development. Appropriate resource based land uses, such as forestry, may be permitted. Three rural settlement areas are identified for modest residential growth over the planning horizon. These areas are: Martinon to Ketepec; Lorneville; and Treadwell Lake. Each has been shaped to support the incremental development of compatible low density infill housing and reinforce investments in existing community infrastructure. Municipal servicing will not be provided in rural areas. The sum total of residential development planned within these rural areas represents just 5% of the city wide total (170 units). During the preparation of the Municipal Plan, policy will be drafted to define the parameters for land uses in rural areas, such as uses within settlement areas; restrictions on rural ribbon development; and policy on resource - related uses and protected natural areas Areas of Stability or Minor Change Healthy residential neighbourhoods will be encouraged to evolve naturally through minor infill development and /or housing replacement that is in keeping with the existing neighbourhood character and scale. Major growth and change will not be directed towards these areas. Where appropriate, they will also be encouraged to incorporate ingredients that may be missing from a complete community, such as neighbourhood retail, local services and amenities, and convenient transportation options that include transit, walking and cycling. 149 GROWTH STRATEGY 39 Opportunity Areas The Land Budget requirements outlined in Section 2.4 are accommodated in Opportunity Areas located within the Primary Development Area. These are areas of Saint John where major investment would result in significant and positive change, including areas with significant numbers of vacant buildings or land, and areas with land uses that are no longer appropriate. Opportunity Areas were chosen to realize the benefits of more people living and working together in strategic areas of the City to improve the urban structure and overall quality of life and place between now and 2035. For example, several Opportunity Areas for new residential development are clustered along the corridor connecting the University and Hospital with Uptown, to enable more people to live in close proximity to these significant employment hubs and to provide the basis to strengthen transit service between them by increasing the number of potential riders. 40 -,F e $) The Opportunity Areas are organized under Employment Opportunity Areas (Places to Work and Shop) and Residential Opportunity Areas (Places to Live) - which contain an appropriate mix of neighbourhood supportive uses such as schools, parks, local shopping. Both types of Opportunity Areas have been identified as places to: • Accomplish the PlanSJ Directions. • Effect positive change in the City's urban structure by creating a more efficiently organized development pattern, and focused places for increased density and strategic public investment. • Support investment and revitalization of the City's five priority neighbourhoods of Waterloo Village, the South End, the Lower West Side, Crescent Valley and the Old North End. • Develop complete and sustainable communities, including the range of local services and amenities required to support them (including parks, schools and neighbourhood retail). • Improve connections to transit and focus potential riders along key corridors like University Avenue and Somerset Street. • Accommodate forecast employment and residential growth in an appropriate mix, character and density of development over the next 25 years. Legend Places to Work & Shop Primary Develgpment Area boundary Regional Retail: is Saint John Airport Na. weuna ..c.�[....h.ar9r„nwuo.T•.c «s�wr Saint John Part Authorrty North Retail & Commercial Node: Federal Jurisdiction Transportation Lands Ownlay Uptown Mixed Use/Office/Institutional: Areas ofStablldyor Minor Charge -Suburban UNBSJ Plateau Mixed Use /Office /Institutional: Areas orStabildirorMinorChange - Urban J Industrial: Green Lands aaa^rwiw+l..a P,a+w an.a anw ... +waves w.•artw Places to Live White Lands within the Primary Development Area: Urban Opportunity Areas: sNa q s•s oass o. • +r r• <oa�:.le� o* Ve a + +eeai w:e •� u.,leryn_,e .r,ev�a�..,y a•e sur�e�e r:, .rrna� "era. ...ae,.r, ,,•..aaa Ka..�,. �,o: ., •foae „u :,,.:r .:tea Suburban Opportunity Areas: Rural Settlement Areas: 150 i i M i i u r note: this is an excerpt ofthe full map on page 37, focused on the lands within the Primary Development Area GROWTH STRATEGY 41 151 Employment Opportunity Areas - Places to Work Future employment uses (Places to Work) are organized among Employment Opportunity Areas as follows: r S- 42 /'Y nSJ NJ f �i Two Regional Centres for Offices and Employment The Uptown Mixed -Use Employment Area is the key office - retail- arts - employment -entertainment- residential centre for Saint John and the wider region. The Central Waterfront is also a location for employment and cultural uses. Due to its rich overlap of uses, the Uptown Opportunity Area is described in three places in the Growth Strategy - here related to employment- related uses and below related to both retail and residential development. Over time, this Opportunity Area will continue to support new infill office, retail, arts and commercial developments that are planned and designed to complement and support pedestrian - oriented streetscapes and the rich architectural character of Uptown. These uses may be located In renovated and restored properties, as well as new multi- storey developments on under - utilized parking lots and vacant sites. The University of New Brunswick - Saint John Regional Hospital Plateau Mixed Use Employment Area is identified for residential, office and institutional uses. Continued development of the existing pattern of medium and higher density housing (town houses and apartment buildings) on streetfrontage sites where University Avenue meets Sandy Point Road are envisioned. New medium to higher density housing will also be located on the Plateau itself, in coordination with new office and institutional uses that will further develop and intensify the University, Regional Hospital, and adjacent properties. 152 W :f V U. z. y r' Fairville Retail Corridor New Retail Uses The Uptown Mlxed- Use - Resldential Employment Area is identified for new retail uses. Over the planning horizon this area is expected to continue its historical pattern of infill development to serve increased numbers of people living and working in the Uptown, adding a range of new retail uses within renovated and new buildings constructed on under - utilized and vacant sites. Some retail uses will be located within major enclosed retail and office complexes, similar to Brunswick Square and Market Square. Other retail uses will provide convenience oriented goods and services to residents of the Uptown, and will be dispersed in renovated, redeveloped or new buildings along retail streets like Charlotte Street and Union Street The North Retail and Commercial Area accommodates a mix of new office and retail uses (in support of neighbouring residential areas and transit corridors). More specifically, new office development is envisioned within the existing office park on Technology Drive. New retail and commercial uses will also be planned and designed to support a vibrant and pedestrian friendly streetscape on Somerset Street. McAllister Retail Centre and Fairville Corridor are identified as Regional Shopping Centres. McAllister will continue to accommodate new and existing major retail uses over the planning horizon. New developments will be encouraged to reflect high quality architecture, and to front onto pedestrian supportive streets and walking routes. Fairville Corridor will continue to redevelop under - utilized industrial and warehouse sites to serve new and intensified major retail uses. Note: Development in the McAllister Centre area will be governed by the need to meet stormwater, wetland and flood management policies. 153 GROWTH STRATEGY 43 Industrial Uses H Existing, already developed industrial areas are maintained in the Growth Strategy, and Spruce Lake and McAllister Employment Areas are identified as the primary locations for new industrial uses, to be supported by water and sewer service extensions where required. Duringthe development of the Municipal Plan, policies will be established to consider the circumstances under which large, new industrial projects which are beyond the scope of this Plan may be considered as future amendments to the Municipal Plan. 44 WSJ Residential Opportunity Areas Significant residential development will be directed to the urban and suburban Opportunity Areas identified on the Growth Strategy map, to improve the City's pattern of development. Residential Opportunity Areas are identified as places for change and new development. These primarily residential areas — Places to Live - include the range of elements that make up a complete community, such as parks, schools, neighbourhood retail, local services and amenities, and convenient transportation options that include transit, walking and cycling. Significant study and analysis was undertaken by the project team to carefully define the shape, character and potential for new development and redevelopment within each of the Residential Opportunity Areas. 154 Urban Opportunity Areas Include most of the city's historic neighbourhoods clustered around the Central Peninsula, and have been shaped and quantified to provide a broad mix of housing that remains consistent with the existing pattern, density and character of existing housing, such as stone and brick town houses, narrow detached houses, walk up apartments and dense row housing. Each area will also continue to provide and develop related neighbourhood uses, such as convenience shopping, parks and community services to support more complete communities. The Urban Opportunity Areas are described below. The Uptown contains the city's historic centre and Saint John's most diverse mix of housing, office, retail, community and cultural destinations. As a result, this vibrant urban area will continue to attract new residents, housed in a range of new infill developments that are consistent with the area's mix and scale of existing housing such as townhouses, row houses, and narrow lot detached homes. Higher density developments are also appropriate in the Uptown provided they are designed to a high quality to create "the heritage of the future ". Connecting the Uptown to the water's edge and creating a publicly accessible, pedestrian oriented mixed used waterfront Is an integral component of this Opportunity Area. The South End includes the mixed use and residential neighbourhood on the eastern side of the central peninsula, bounded by Crown Street on the east, Union Street to the north, and the Port Lands to the south. Its western boundary is shared with the Uptown Opportunity Area. Over the planning horizon, this neighbourhood will continue to provide a relatively stable low and medium density mix of housing, supported by additional public sector investment aimed at the renewal of existing public spaces, such as Queen Square, as well as community service organizations and schools. The area will grow incrementally, continuing a pattern of infill development of new housing that is similar in character and scale to the diverse mix of existing townhouses, row houses, and narrow lot detached homes. Waterloo Village is bounded by Union Street to the south, Crown Street to the east and the Saint John Throughway to the north. Its western boundary is shared with the Uptown Opportunity Area. Over the planning horizon, the area will continue to support a vibrant residential community by redeveloping vacant sites and parking lots to provide new housing that is consistent with the existing pattern of medium and higher density town houses, row houses, and low rise apartment buildings. Union Street and Waterloo Street will benefit from the development of additional street oriented retall with apartments above. The Lower West Side includes the area bounded by Market 155 GROWTH STRATEGY 11.1 KalntJobn Pork Crescent Valley includes the residential areas and commercial street frontage centred on the intersection of Somerset Street and Churchill Boulevard. Overtime, this neighbourhood will be intensified to provide additional street frontage retail and commercial uses, with apartments above grade, and other medium density housing, to support its role as a convenient convenience shopping and commercial gateway between adjacent residential neighbourhoods. The North End includes the historic residential neighbourhood surrounding Main Street and Lansdowne Avenue. Over the planning horizon, this area has significant potential to become a more complete community. At the heart of this revitalized neighbourhood a new road could potentially connect Douglas Avenue with Churchill Boulevard across the existing Lansdowne shopping plaza, supporting transit and walkable access from adjacent neighbourhoods to new community recreation, park space, retail and housing to be developed on the site where parking lots exist today. Together these ingredients will support a vibrant new urban village with a mix of uses located at the centre of this historic community. 46 PnSJ Place, the Saint John Throughway, Ludlow Street and St. James Street. This area, which will continue to include low and medium density housing, has great potential to support revitalized streetscapes and enhanced public realm between King and Queen Squares, supported by new infill housing. A vibrant new public realm initiative between King Square and the Port may provide residents and visitors with an attractive pedestrian and linear park amenity space that connects to the water's edge, providing unique views and potential new ferry crossings to the Uptown. Falrvllle Place includes the residential streets and historic retail street frontage along Main Street West, bounded by Fairville Boulevard and Catherwood Street. The revitalization of existing retail frontage along Main Street West is envisioned over time, providing residents with convenient, walkable access to convenience shoppingthat is a complementary use to the larger format retail developments in nearby Lancaster Place. �'0gdsvaMFive '� bs Head RA / LOP ace 'a 156 ,Crescent Iley � North End " d J S F d l Suburban Opportunity Areas include many of Saint John's post -war neighbourhoods, built beyond the historic core and originally planned to accommodate primarily detached housing with few street connections and walkable amenities close by. Over time, these Opportunity Areas will evolve to provide a broader mix of housing and increased development density along key corridors and centres. A more detailed description of the Suburban Opportunity Area is provided below: onte Grim Gault ROad i y �t 5 t Forest Hills i Lakewood ick Forest Hills Lakewood identifies undeveloped lands situated between Loch Lomond Road and Mountainview Drive to provide housing opportunities close to a major retail and employment node. Over time, both of these Opportunity Areas will continue to develop new detached homes as well as some town homes, in a scale and character that is consistent with the existing neighbourhood. However, both Opportunity Areas will also reflect contemporary approaches and best practices in neighbourhood design that reduce sprawl and provide for more complete communities by accommodating more compact housing and ensuring walkable access to parks, transit, and convenience shopping. Monte Cristo Gault Road includes currently undeveloped areas adjacent to existing suburban neighbourhoods centred around Gault Road and Pipeline Road, in the west end of Saint John, where the City has recently invested in upgrades to water and sewer services. 157 GROWTH STRATEGY 47 UnivLxslt}; Avenue r, IV'lill4g4vilpe ' N Qs C Sj Mlllldgevllle Centre will develop a range of neighbourhood related retail, community parks and services as well as residential developments (narrow lot detached homes, townhomes, and apartments above retail) to support the emergence of a vibrant neighbourhood centre where Millidge Avenue meets University Avenue. University Avenue Corridor will develop new medium and higher density housing (townhomes and low rise apartment buildings) to support the intensification and street frontage of University Avenue. 158 Federal Transportation Lands The Port Lands and Airport lands are regional assets owned by the Federal Government and managed bythe Saint John Port Authority and the Saint John Airport Authority, respectively. The Growth Strategy recognizes the critical importance of the Airport and the Port lands as part of the federal transportation network, and identifies these lands 'Federal Transportation Lands' on the Growth Strategy map(s). Municipal Plan policy will clearly indicate the Airport and Port land's importance as fundamental elements of the City's and region's economy and transportation networks, and as key supports for many of the City's current and future employment areas. During the development of the Municipal Plan, collaboration will be encouraged between the City, Port Authority, and Saint John Airport to ensure that the updated Part and Airport Plans are in alignment with the Community Vision. A considerable portion of the Port lands are located Uptown, in locations that Saint John citizens have identified to be part of a Mixed Use - Residential- Employment Opportunity Area, as well as along other sections of the waterfront on the Lower West Side where SaintJohn citizens have identified a desire for increased public access and recreational uses. Based on community feedback, the Growth Strategy identifies the Uptown Port lands as part of the Uptown Opportunity Area designations while clearly recognizing that these lands fall under federal authority and that federal authority prevails over municipal land use regulations. The Airport lands are located outside the Primary Development Area and will therefore not be targeted for municipal water and sewer services. Federal Jurisdiction Transportation Lands Overlay 159 GROWTH STRATEGY 49 2.6 Implementation and Conclusion The Growth Strategy focuses on creating a more compact and complete community, reflecting the clear priorities expressed by the Saint John community. These priorities were expressed at the outset of the Plan SJ process and have been reinforced at every step in the process. The recommended Growth Strategy will strengthen schools, recreation and cultural facilities in the urban core area that are currently underutilized and require targeted growth and investment to support higher levels of use and greater fiscal sustainability. It will make better use of existing servicing infrastructure and capacity, particularly related to water, sewer and transit services, and is well aligned with the significant investment the City is already making in the urban core through its commitments to redevelopment of the waterfront, and installation of separate storm sewer and sanitary sewer pipes. Investment will be required by the City to achieve the Growth Strategy in the form of investment in services and public amenities including streetscapes, parks, and other public realm improvements in the opportunity Areas. A strategic staging of investment in opportunity Areas through the development of Neighbourhood Plans will position City -led investment alongside investments by the private sector, other levels of government, and community partnerships. Strategic investments made by the City in the quality of the urban environment have the clear potential to trigger much larger scale investment bythe private sector. These investments can proactively address the challenges that exist in the City's older urban areas and priority neighbourhoods; tap into current and projected cultural and demographic patterns that support more urban forms of living; and position Saint John for a strong future within the bo AanSj City, and within the larger regional setting. Over the planning period, public investment of this type in the Opportunity Areas is expected to be recovered through cost savings and additional tax revenues arising from a more urban growth pattern for Saint John. The fiscal impact analysis prepared by Hemson Consulting Limited supports the Growth Strategy's focus on directing more development to the urban core, directing less development to the suburban areas and, in particular, significantly limiting further development in the rural areas. Although fiscal benefits will be modest initially, these decisions will provide more significant cost savings overtime by: • leveraging the sewer and water infrastructure investment that has already been made and will need to continue to be made in the urban core; • reducing municipal spending on extension of sewer, water and road infrastructure in the suburban areas; and • reducing additional costs related to the provision of police, fire, ambulance, and road maintenance services in the sprawling rural development areas and limiting the fiscal liability of potential failure of well and septic systems in rural areas, particularly if the cost of such failure cannot realistically be recovered from local residents. Preparation of the New Municipal Plan The next Phase of PIanSJ - preparation of the new Municipal Plan - will begin in early 2015, following the adoption of this Growth Strategy by Common Council. The new Municipal Plan will play a fundamental role in the future of Saint John, providinga legislated policy framework that will enable the Growth Strategy and other planning tools to be implemented by City staff. 160 Hierarchy of Plans Our Saint John Community Vision & integrated Community Sustainability Plan Zoning & Neighbourhood Functional Investment Subdivision Plans Plans Strategy By -laws GROWTH STRATEGY 51 161 The new Municipal Plan Is anticipated to contain: 1. A Vision statement and set of general land use planning principles and objectives that will be based upon the Directions described in Section 2.2 of this report. These will establish guidelines for the development and use of land inside and outside Opportunity Areas, including residential, employment, infill, mixed use, parks and protected areas, resource uses, transportation, and servicing infrastructure. 2. Statements of policy with respect to: • Objectives to strengthen quality of life, provide a diversity of jobs, conserve the environment, promote sustainability, and strengthen priority neighbourhoods; • Challenging issues like the impacts of climate change, sprawling development, future industrial growth, resource use, and infill within established City districts and neighbourhoods, among many others; and • Additional policy areas that will be developed in consultation with Saint Johners, such as policy to guide urban design, policy that pertains to transit, walking and cycling, and policy to support arts, culture and heritage. 52 /mil S) 3. Maps to indicate the City's future physical structure, locations of land uses and the infrastructure that will support them. 4. An Investment strategy that will establish public spending priorities to effect the shift away from spending on the extension of hard services and infrastructure to spending on beautification of the City, strengthening existing facilities and services, and providing measureable improvements to the quality of life, image and place in Saint John. • The investment strategy will include the groundwork for phasing of development in Opportunity Areas. This should be accompanied by the coordinated spending of capital and operating budgets across the City and across City departments in order to best support and strengthen established retail, employment and residential areas, and to ensure a focus on the priority neighbourhoods of Waterloo Village, the South End, the Lower West Side, Crescent Valley and the North End. • Council has earmarked budget for strategic municipal investment as an early deliverable of the Growth Strategy. Priority recommendations for early, short term investments required by the City for early and critical successes in implementing the Growth Strategy and Municipal Plan will be developed early in the Municipal Plan preparation process. The Growth Strategy will be put into action by connecting land use planning and capital budgeting processes to begin to make Saint John an even more attractive place to live in the short and long-term. 162 • The investment strategy will include development incentives to promote development within the Opportunity Areas, supporting the creation of complete communities, compact development, and best practices in neighbourhood design. 5. An Implementation and monitoring Framework to ensure Following the adoption of the new Municipal Plan, City staff that the Growth Strategy and Municipal Plan are living will begin to develop Neighbourhood Plans to provide a further documents that will be updated regularly, including: level of detail in key Opportunity Areas, along with revisions to • The City's leadership role in the ongoing commitment statutory documents like the Zoning By -law and Subdivision and desire for implementation of the Growth Strategy By-law, and the development of more detailed functional plans, and Municipal Plan in a coordinated partnership with like a transportation plan, recreation plan, and urban design other organizations, other government agencies, and the guidelines. All of these longer -term initiatives will become key private sector. components of PlanSYs implementation strategy and a key component to realizing the Municipal Plan objectives. • Continuation of the high levels of community engagement established during the development of the Growth Strategy as a City priority in the implementation and monitoring of the Growth Strategy and Municipal Plan. • Policy to define the conditions under which comprehensive changes maybe made to the Growth Strategy and Municipal Plan. • Policyto require that the City's progress toward achieving the objectives contained in the Municipal Plan are measured and publicly available to ensure that the documents stay in step with changing conditions and community aspirations. 163 GROWTH STRATEGY 53 The Role of the Growth Strategy Before the Municipal Plan Is Adopted The new Municipal Plan will not be in force until the end of 2011. During the interim period prior to the completion and adoption of the new Municipal Plan, Common Council can begin to implement the Growth Strategy through investment and land use decisions by recognizing it as the key document to guide decision making until such time as the Municipal Plan is adopted. In particular, It Is recommended that Common Council: 1. Adopt Part 2 of this Growth Strategy report as the basis forthe new Municipal Plan. 2. Direct staff to be guided by the Growth Strategy in decisions and actions, including: review of and recommendations on planning applications; to guide interim public spending by all departments, including public investment in services, service delivery and infrastructure; and in the allocation of capital and operating budgets towards implementing the Growth Strategy. 54 - /- Cc7tSj Next Steps for PIanSJ 1. Important consultation activities are being planned in 2011, after Council adopts the Growth Strategy, to test emerging Municipal Plan policies with Saint Johners. The PlanSJ team is already thinking about next steps for the Municipal Plan, including: • the full set of objectives and topic areas for Municipal Plan policies; • a Public Workshop session :n April 2011 to seek Input on various municipal plan policy issues and topics; • a Public Open House to seek input on the Draft Municipal Plan in June 2011; • creation of the third PlanSJ video; • ongoing engagement of Saint John citizens, Council, the Citizen Advisory Committee and Steering Committee; and • preparation of the fourth Report on Engagement. 2. The Municipal Plan will be completed by the end of 2011, including the beginning of the legpslated plan adoption process in accordance with the requirements of the New Brunswick Community Planning Act in the fall of 2011. You can stay In touch with the PlanSJ Team and give your Input by: - Calling the Planning Department at 658 -2835 - Checking out the City of Saint John website at www.saintjohn.ca - E- mailing the PlanSJ Team at plans@saintjohn.ca or plan ning @sa intjohn.ca 164 r � I e� a E A NA 165 P&WS =I=-OW MR MoOYM-M MOL Md 166 P .■ i 4 } , for ` 167 Table of Contents Table des matieres PlanSJ Introduction Introduction du PIanSJ 1 This Report Le rapport 2 PlanSJ Engagement Strategy Strategie de mobilisation du PlanSJ 5 Community Engagement in Numbers Mobilisation communautaire en nombres 6 Citizen Advisory Committee Meetings Comite consultatif des citoyens 9 PlanSJ Storefront Local du projet P1anSJ 10 Community Presentations Presentations communautaires 13 PIanSJ Video 1 Premiere video du PlanSJ 15 Choices for Growth and Change Open House Joumee portes ouvertes sur les choix en mati @re de croissance et d'evolution 17 Presentation Highlights Points saillants des presentations 19 Community Voices Voix de la collectivite 28 Summary of Feedback Resume des commentaires 36 Youth Engagement Mobilisation des Jeunes 39 Developers and Landowners Focus Group Groupe de discussion des promoteurs et des proprietarres 44 PIanSJ Video 2 Deuxieme video du PlanSJ 53 A New Direction Open House Joumee portes ouvertes sur une nouvelle voie 55 Presentation Highlights Points saillants des presentations 56 Community Voices Voix de la collectivite 63 Summary of Feedback Resume des commentaires 36 Next Steps Prochaines etapes 7= URBAN STRATEGIES ®Q SAINT JOHN INC Ad.a"C .: �2 � ! �!. � � L I ' :� 169 � _ �� PianSJ PianSJ is the process being followed to create a new Growth Strategy and Municipal Plan for the City of Saint John. The current Municipal Plan is nearly 40 years old, and creating a new Strategy and Plan to guide the City's development over the next 25 years is a key goal of Common Council. PIanSJ launched in January 2010, and since then the PianSJ Team has included City staff, consultants Urban Strategies Inc. and ADi Ltd., and a 13- member Citizen Advisory Committee have worked hard to engage the community, solicit your input, and complete technical research on the issues and opportunities for the future cf Saint John. The PianSJ Team has committed to completing the Growth Strategy and Municipal Plan for Council's approval by the end of 2011 - and we're more than half -way there! For more information on the phases and outcomes of PianSJ to date, please visit our website at www.saintjohn.ca /plansj. Le PianSJ designe le processus qui est suivi pour elaborer une nouvelle strategie de croissance et un nouveau plan municipal pour la ville de Saint John. Le plan municipal actuel a pres de 40 ans et 1'elaboration d'une nouvelle strategie et d'un nouveau plan pour orienter le developpement de la ville au cours des 25 prochaines annees est un objectif cle du conseil communal. Le PianSJ a ete lance en janvier 2010, et depuis 1'equipe du PianSJ, constituee du personnel municipal, des consultants d'Urban Strategies Inc. et ADI Ltd. et d'un Comite consultatif des citoyens (CCS) de 13 membres a travaille avec acharnement pour mobiliser la collectivite, demander I'avis des citoyens et mener une recherche technique sur les enjeux et les possibilites pour I'avenir de Saint John. Udquipe du PianSJ s'est engagee a realiser la strategie de croissance et le plan municipal afin de les soumettre a I'approbation du conseil d'ici la fin de I'annee 2011 - et noes avons deja parcouru la moitie de notre cheminement! Pour de plus amples renseignements sur les phases et les resultats a ce jour du PianSJ, veuillez consulter notre site Web a 1'adresse www.saintjohn.ca/plansj. ENGAGEMENT REPORT I RAPPORT DE UENGAGEMENT 170 1 This Report This is the third report on engagement for the PlanSJ project. It summarizes the feedback received from community members between July 2010 and January 2011, including the Choices for Growth and Change Open House on October 14th and the New Direction Open House on December 8th. It also summarizes ongoing feedback received at the PlanSJ Storefront and on -line via e-mail, the PlanSJ website, Facebook and Twitter. The feedback received from a wide range of Saint Johners to date has helped the PlanSJ Team to understand Saint John's challenges, opportunities, directions and priorities for growth and change over the next 25 years. All of this information is being used to help form the Growth Strategy that will be presented to Common Council for endorsement on March 14, 2011. - p4wisi a rr n.as rf 2 WSJ Le present rapport Voici le troisibme rapport sur la mobilisation du PIanSJ. 11 resume les commentaires des membres de is collectivite entre Juillet 2010 et janvier 2011, y compris ceux des participants a la journee portes Duvertes sur les choix en matibre de croissance et devolution du 14 octobre el de la journee portes ouvertes sur les nouveiles voles le 8 decembre. 11 resume egalement les commentaires que les citoyens ont fait regulibrement au local du proJet PlanSJ et en ligne par courriel, sur le site Web, et les pages du PlanSJ sur les medlas Facebook et Twitter. Les commentaires regus d'une grande variete de citoyens de Saint John jusqu% present ont permis a I'equipe du PlanSJ de comprendre les defis, les possibilites et les priorites de Saint John en matibre de croissance et devolution au cours des 25 prochaines annees. L'equipe utilisera tous ces renseignements pour elaborer la strategie de croissance qui sera soumise b I'approbation du Conseil communal le 14 mars 2011. I �iknsi 171 Other Documents Autres documents 1� The Urban SbucboeofSaWJohn: > —Y slank,abaa Dk.:tWM to r wa.�w Chanp City of Sa[ef John f.b. �m 0 6. QNwp ftawwr aW A% ,api .rn FINA0*+.kol Botigr nd apoh ENGAGEMENT REPORT j RAPPORT DE UENGAGEMENT 172 0 �o. F 173 1 i i it i TL y, _ PIanSJ Engagement Strategy Strategie de mobilisation du PIanSJ PlanSJ includes a broad community engagement and consultation strategy for developing the Municipal Plan. The goals of the Engagement Strategy are to create an open and inclusive process that will: • Provide many opportunities for meaningful community involvement throughout the Plan preparation process. • Clearly set out goals and objectives for the consultation process for each phase of work so that Saint John citizens understand how they can participate and how their input will be incorporated into the overall project. • Offer multiple methods of participation, enabling people who do not want to, or cannot, attend public Workshops or Open Houses to provide input and comment in other ways. • Engage a range of stakeholders through creative and accessible communication tools, including but not limited to such options as video, photography, and travelling exhibitions to capture people's interest and inspire them about the future of our City. • Allow flexibility in the design of the process to incorporate ongoing feedback on preferred or alternative methods of consultation. • Be clear about the constraints that the process must operate within, particularly if this limits the nature of input that can be incorporated. Le P1anSJ comprend une mobilisation de 1'ensemble de la collectivite et une strategie de consultation pour ('elaboration du plan municipal. Les objectifs de la strategie de mobilisation sont les suivants: • Fournir de nombreuses occasions de participation significative de la collectivU tout au long de la preparation du plan. • Odfinir clairement les buts et les objectifs du processus de consultation a chaque phase de travail, afln que les citoyens de Saint John comprennent comment its peuvent participer et comment leurs cornmentaires seront incorpords clans !'ensemble du projet. • Offrir de multiples methodes de participation, permettant aux gens qui ne souhattent ou qui ne peuvent pas assister aux ateliers publics ou aux journees portes ouvertes de faire part de leurs points de vue et de leurs commentaires par d'autres mecanismes. • Engager un eventail d'intervenants par 1'entremise d'outils de communication cr €atifs et accessibles, y compris, mais sans s'y limiter, la video, la photographie et les expositions itinerantes pour eveiller ('intent des gens et les inspirer quant e I'avenir de notre vi lie. • Faire preuve de souplesse dans la conception du processus, afln d'integrer la retroaction continue a des methodes de consultation privilegides ou de remplacement. • Etrs clair concernant les contraintes dans lesquelles le processus evolue, en particulier si cela limite la nature des commentaires qui peuvent titre intdgr6s. ENGAGEMENT REPORT 9 RAPPORT DE UENGAGEMENT 174 f Consultation Activities, Public Outreach and Communication s rte' Sj 175 You can get Involved In PIanSJ through the following consultation activities and methods of communication: - Dropping by the PlanSJ Storefront in Brunswick Square - open Monday to Friday from 8:30am to 4:30pm (and staffed from 10am to 2pm), and open from 10am to 2pm the first and third Saturday of each month. - Phoning the PlanSJ Office at 6352000. - Checking out our website at http,//www.saintjohn.ca/plansj - Becoming a fan of PlanSJ on Facebook - Following the City of Saint John on Twitter - E- mailing plansj@ssaintjohn.ca - Reading the PlanSJ Newsletters available in the Storefront or on the PlanSJ website - Participating in Stakeholder interviews - Talking to members of the Citizen Advisory Committee, attending their regular meetings, or keeping up to date with their agendas and minutes available on the PlanSJ website -- Requesting and attending ongoing community presentations - Watching the PlanSJ videos on the website and YouTube - Attending upcoming PlanSJ public events, including presentation of the draft Growth Strategy to Common Council on March 14, 2011, engagement events on Municipal Plan policies in April and June of 2011, and a Public Hearing of the Municipal Plan in the winter of 2011. Activites de consultation, information du public et communication Vous pouvez particlper au PlanSJ par la vole des activltes de consultation et des methodes de communication sulvantes - passer au local du proJet PlanSJ, a Brunswick Square, qui est ouvert du lundi au vendredi, de 8 h 30 A 16 h 30 (le personnel sera pr6sent de 10 h � 14 h) et de 10 h 6 14 h, le premier et le troisieme samedi de chaque mois; - appeler au bureau du projet PlanSJ au 635 2000; - consulter notre site Web a I'adresse http. / /www.saintjoh n.ca /plansj; - devenir un adepte du PlanSJ Sur Facebook; - suivre le developpement de is ville de Saint John sur Twitter; - envoyer un courriel A plansj@saintjohn.ca; - lire les bulletins du PlanSJ dispornbles au local ou sur le site Web du PlanSJ; participer aux entrevues des intervenants; - parler aux membres du ComO consuitatif des citoyens (CCC), assister aux r6unions rdguheres du Comitih ou se tenir A jour avec les ordres du jour et les procbs- verbaux accessibles sur le site Web du PlanSJ; - demander des pr6sentations communautaires regulieres et y assister; regarder les videos du PlanSJ sur le site Web et YouTube; - assister aux proohaines activites publiques du PlanSJ, y compris a une pr$sentation sur la version prOminaire de la strategie de croissance au conseii communal le 14 mars 2011, aux activites de mobilisation avant trait aux politiques du plan municipal en avril et en juin 2011, et a une audience publique portant sur Is plan municipal durant I'hiver 2011. ENGAGEMENT REPORT I RAPPORT DE UENGAGEMENT 176 7 r� Mokhataria Benhatchi Janni#er NIchals Andrew Miller Sara Mudge 9ra - 1 Ilk" 4 , Dave Drinnan Derrick Mitchell Shawn Peterson Ann Crozier Barry Harbinson POW mcftlfff Patty Higgins Heaffier Quinn S 476) 177 Citizen Advisory Committee Meetings Rencontre du comite consultatif populaire A committed and engaged Citizen Advisory Un Comite consultatif de citoyens devoues Committee (CAC) was formed in January et engages a ete forme en janvier 2010 pour 2010 to advise the PlanSJ Team and conseiller 1'equipe du PlanSJ et le conseil Common Council on community -based issues during the development of the new Growth Strategy and Municipal Plan. The Committee members help to promote PlanSJ within the community and to proactively encourage public involvement in the planning process. Most recently, the CAC provided input on the draft Growth Strategy and the content of the December 8th New Direction Open House. They also helped the project team ensure a successful Open House event by acting as resource people to answer questions from the community. The Comm;ttee also carefully reviews and considers feedback received from the community and stakeholders at engagement events and through written submissions. The CAC consists of thirteen individuals including two members of Common Council, one member of the Planning Advisory Committee and ten citizens of Saint John, representing wide cross-section of the community. More information about CAC meetings, including agendas and minutes, is available on the PlanSJ website and the public is welcome to attend all CAC meetings. Following Councilor Carl Killen's election to Provincial politics this fall, his position on the CAC has been filled by Councilor Patty Higgins. Council recently appointed a new citizen member - Heather Quinn - the Committee to replace Jennifer Nicholls, who resigned due to a new job in Moncton. Both Carl and Jennifer were assets to the CAC and the PlanSJ Team will miss their contribution to the process. communal sur les enjeux communautaires au cours de ('elaboration de la nouvelle strategie de croissance et du nouveau plan municipal. Les membres du Comitd aident A promouvoir le PlanSJ au sein de la collectivitd pour encourager la participation active du public au processus de pianification. Plus rdcemment, le Comitd consultatif: des citoyens a fourni des commentaires sur 1'6bauche de la strat6i�!(, de croissance at le contenu de la journde portes ouvertes sur les nouvelles voles le 8 ddcembre. Ses membres ont aussi aidd 1'6quipe de projet a faire de la journde portes ouvertes un succes en jouant le role de personnes ressources pour rdpondre aux questions des citoyens. Le Comitd examine aussi attentivement les commentaires provenant des citoyens et des intervenants au cours des activitds de mobilisation et les mdmoires dcrits et an tient compte. Le Comitd est composd de treize personnes, dont deux membres du conseil communal, un membre du Comitd consultatif d'urbanisme et dix citoyens de Saint John reprdsentant une vaste tranche de la collectivitd. Plus de renseignements sur les rdunions du comite consultatif des citoyens y compris les ordres du jour et les proces verbaux, sont disponibles sur le site Web du PlanSJ et le public est invitd A ass ister A toutes les rdunions du Comitd. A la suite de I'dlection du conseilier Carl Killen au niveau provincial A I'automne, c'est maintenant la conse0lere Patty Higgins qui le remplace au sein du Comitd. Le conseil municipal a rdcemment nommd un nouveau membre- citoyen - Heather Quinn - au Comitd. Elle remplace Jennifer Nicholls. qui a dem ssionne en ra sari d'un nouveau emploi A Moncton. Carl et Jennifer dtaient taus deux des atouts pour le Comitd, et leur contribution au processus seront manqudes par I'dquipe du PlanSJ. ENGAGEMENT REPORT I RAPPORT DE L'ENGAGEMENT 9 178 PIanSJ Storefront Le present rapport Located in Brunswick Square, the PlanSJ Located in Brunswick Square, the PlanSJ Storefront provides a high profile location for the project and gives interested community members a place to drop in for regular updates on PlanSJ. The PlanSJ Storefront is open for drop -in on weekdays from 8:30am to 4:30pm, with City staff available from 10am to 2p to speak with visitors. The Storefront is the centre for information and feedback activities for the project, with PowerPoint presentations, displays from the most recent consultation activities, community mapping and other interactive activities, and workbooks for collecting community feedback. The Storefront is also open for drop -in and staffed from 10am to 2pm on the first and third Saturday of each month. A meeting space in the back of Storefront is used for CAC meetings; engagement activities like the Youth Engagements in October 2010; and it can be booked for other community meetings and presentations. Situ® au Centre Brunswick Square. le local du projet PlanSJ occupe un emplacement de choix pour presenter le projet et it permet aux citoyens interesses de s'tnformer rdguIierement sur 1'avancement du PlanSJ. Le local est ouvert de 8 h 30 a 16 h 30 en semaine, et le personnel municipal est en place de 10 h a 14 h pour rencontrer les visiteurs. Le local est le centre d'information et le coeur des activites de retroaction du projet: it comprend des presentations PowerPoint, I'affichage des activites de consultation les plus recentes, le profil de la collectivite et d'autres activites interactives, et des cahiers d'activites pour recueillir les commentaires. Le local est dgalement ouvert de 10 h e 14 h to premier et le troisieme samedi du mois, en presence du personnel, Une Salle de reunion 6 I'arriere du local est utilisee pour les reunions du Comite consultatlf des citoyens, les activites de mobilisation comme les ateliers de mobilisation des jeunes en octobre 2010; et it est possible de le reserver pour d'autres reunions et presentations communautaires. 16 /`CC sj 179 i w To date, there have been five information displays in the Storefront. The purpose of the displays is to share the latest information and development in PIanSJ and to collect community responses to the project. Information and questions from the displays are also posted on the PIanSJ website and on Facebook as "Questions of the Week ". The feedback collected from the Storefront and web Is used to inform each stage of PIanSJ. 1. The first display in January 2010 introduced the project scope and timeline, and suggested a number of ways for community members to become actively involved in PlanSJ. 2. The second display in April 2010 "reported back" on the key themes heard through public engagement and gave examples of best practices in contemporary urban planning. The display also contained a set of questions on the material. 3. The third display in June 2010 highlighted the key findings of the Technical Background Report and asked questions regarding the opportunities and direction for the next 25 years in the City. 4. The fourth display in October 2010 presented Opportunity Areas for residential, commercial and industrial development In the City and proposed two Choices for Growth and Change - one that concentrated development in the urban core of the City and one that distributed development across the urban and suburban areas. The display asked for feedback on which Option was preferred, and why. 5. The fifth display in December 2010 reported back on the community's preferences for growth and change and proposed a draft growth strategy - "A New Direction: Saint John's Choice for Growth and Change ". Feedback was requested on each aspect of the Growth Strategy. Jusqu% prdsent, it y a eu cinq expositions d'information au local. Ces expositions vise a prdsenter ('information la plus rdcente et I'avancement du PlanSJ, de m6me q u'recueilli r la rdaction des citoyens au projet. Unformation et les questions ddooulant de ces expositions sont affichdes dgalement sur le site Web du PlanSJ et sur notre page Facebook sous la forme de questions de la semair: Les commentaires recueillis 6 partir du local et du site Web sont utilisds pour dclairer chaque stage du PlanSJ. 1. La premidre exposition en janvier 2010 a prdsentd la portde et 1'6ch6ancier du projet, et a proposd divers moyens par lesquels les citoyens peuvent prendre une part active au PIanSJ. 2. La deuxidme exposition en avril 2010 faisait rapport des principauxthdmes abordds au cours des activitds de mobilisation de la population et a donnd des exemples des pratgces exemplaires en urbanisme. Lexposition comprenait dgalement une sdrie de questions sur le matdriel. 3. La troisieme exposition en juin 2010 mettait en dvidence les principales constatations du rapport d'information technique et posait des questions au suiet des possibilitds et de la voie pour les 25 prochaines anndes clans la vine. 4. La quatridme exposition en octobre 2010 prdsentait les possibilitds d'arndnagement rdsidentiel, commercial at industrial dans la ville at proposait deux choix pour la croissance at I'dvolution - I'un qui dtait axd sur I'amdnagement du centre,ville et I'autre sur I'amdnagement rdparti dans les quartiers urbains et en banlieue. L'exposition demandait aux citoyens de se prononcer sur ('option privildgide et d'indiquer leurs raisons d cet dgard. 5. La cinqui6me exposition en ddcembre 2010 faisait rapport des prdfdrences des citoyens d I'dgard Ia croissance at de I'dvolutlon et proposait la version pr6liminaire dune stratdgie de croissance - r Une nouvelle voie : le choix de croissance et d'dvolution pour Saint John •. Les citoyens ont dtd invitds d se prononcer sur chaque aspect de la stratdgie de croissance. ENGAGEMENT REPORT � RAPPORT DE L'ENGAGEMENT :1 Ep t i L 21 r .40 -` �9 t T lop t r 'fl CI 181 e* - > Mal'- or ploy" inrl Areas Community Presentations Presentations communautaires City staff have responded to all requests Le personnel municipal a repondu a toutes from the community for presentations les demandes de la collectivite portant sur and updates on PlanSJ, and to discuss the ideas and concerns of individual community groups. Since July the PlanSJ Team has attended 23 community meetings with the following organizations: - ONE Change - Greater Saint John Airport Authority - Lancaster Golden Service Club - Board of Trade - Industry representatives - Lorneville residents (through the Saint John Industrial Parks Inc.) - Saint John Homebuilders Association - Crescent Valley Tenants Association - The Village Association - UNBSJ students, staff and faculty Vibrant Communities Learn n' Go - Trinity Anglican Church Chi Rho Club - Saint John Port Authority - Saint John 225 Cultural Capital Speaker's Panel - UNBSJ Senior Management -- BCAPI Single Parent Resource Group -- Leisure Services Advisory Board - ACAP Members of the PlanSJ Team also attended all four Ward Meetings on December 1st, 2010 at St. Mark's United Church in Ward 1, St. Pius Church in Ward 2, St. Andrew and St. David Church in Ward 3 and Forest Hills Baptist Church in Ward 4. des presentations et des miser a jour au sujet du PlanSJ, et aux demandes visant a discuter des idees et des preoccupations des groupes communautaires individuels. Depuis juillet, 1'equipe du PlanSJ a assiste A 23 reunions communautaires avec les organismes suivants - ONE Change - Autoritds adroportuaires de 1'adroport de Saint John - Lancaster Golden Service Club -- Bureau de commerce de Saint John - Repr6sentants de I'industrie - Ri5sidents de Lorneville (par 1'entremise de Saint John Industrial Parks Inc.) - Saint John Homebuilders Association - Association des locataires de Crescent Valey - The Village Association - ttudiants, personnel at professeurs de University of New Brunswick, campus de Saint John - Vibrant Communities Learn n' Go - Club Chi Rho Clab de I'6glise anglicane Trinity - Administration portuaire de Saint John - Groupe d'experts de la capitale culturelie de Saint John 225 - Haute direction de ('University of New Brunswick, campus de Saint John - BCAPI Single Parent Resource Group - Conseil consultatif des Services des loisirs - Programme d'assainissement du littoral atlantique (PALA) Les membres de I'dquipe de projet PlanSJ ont 6galement assist6 aux quatre r6unions de quartier le ter ddcembre 2010 A I'eglise unie St. Mark dans le quartier 1, A I'Aglise St. Pius daps le quartier 2, a 11glise St. Andrew et St. David dans le quartier 3 et 6 1'6glise baptiste Forest Hills dans le quartier 4. ENGAGEMENT REPORT I RAPPORT DE L'ENGAGEMENT 182 13 I 0 0 PIanSJ Video #1 Premiere video du PIanSJ The first PIanSJ Video, produced by local videographer Hemmings House Pictures, featured five Saint John residents who shared the challenges they currently see in Saint John and the opportunities that we can realize in the future. The first PIanSJ Video was shown to Council on August 16, 2010 and to the public at the October 14, 2010 Choices Open House. The video is available on the PIanSJ website at www. saintjohn.ca /plansj, on YouTube by searching "PIanSJ ", in the Storefront and can also be shown at community meetings. Anne McShane. the Chair of the Citizen Advisory Committee, provided background information on PIanSJ and encouraged discussion and feedback on the video through the PIanSJ website, Facebook, the Storefrontand other mediums. Monica Adair and Steven Kopp discussed architecture. urban design and what they see as the components of a good neighbourhood. Mokhtarla Benhatchl discussed moving to Saint John from another country and the difficulty in finding "baby - friendly" places In the uptown. Tyson Preshyon talked about keeping youth In the City and the opportunities for active transportation. Ann Crozier talked about the loss of jobs from the City and the challenges presented by living with a disability in Saint John. Mike McDonald discussed his desire for a smart approach to development that brings people back to the core and the need for the community to adopt a "can do" attitude. La premiere viddo du PIanSJ, rdalisde par le producteur de video local, Hemmings House Pictures, portait sur cinq residents de Saint John qui parlaient des difficultes qu'ils voient actuellement a Saint John at des possibilites que nous pouvons exploiter a I'avenir. La premiere video du PIanSJ a 06 presentee au Conseil le 16 aout 2010 et au public lors de la journ6e pontes ouvertes sur les choix le 14 octobre 2010. La viddo est 6gaiement disponible sur le site Web du PIanSJ a www.saintjohn.ca /plansj, et sur YouTube (rechercher • PIanSJ -) et au local. Elle peut dgalement etre pre ;sentde au cours fw reunions eommunautaires. Anne McShane, presidente du Comite consultatif des citoyens (CCC), a fourni des renseignements gendraux sur [e PIanSJ at a encourage les participants a discuter de is viddo at a faire des commentaires par ]a voie du site Web du PIanSJ, Facebook, au local at dans d'autres m6dias. Monica Adair et Steven Kopp ont discute$ de I'architecture, de fart urbain et des composantes, selon eux, d'un bon quartier. Mokhtarla Benhatchl a parI6 de son arriv6e a Saint John en provenance d'un autre pays et de la difficulte a trouver des endrolts favorables aux enfants au centre ville. Tyson Preshyon a parI6 de garder les jeunes dans la ville at des possibilit6s de transport actif. Ann Crozier a parle de la perte d'emplois Bans la ville at des ddfis qui se pr6sentent aux personnes handicapees qui vivant a Saint Mlke McDonald a discutd de son d6sir d'adopter une approahe intelfigente de I'amdnagement qui ramene les gens au centre ville at de la n6cessike qua la collectivite adopte une attitude positive. ENGAGEMENT REPORT I RAPPORT DE L'ENGAGEMENT 15 ., 185 Choices for Growth and Change Open House Journee portes ouvertes sur les choix en matiere de croissance et devolution The PlanSJ Choices for Growth and Change Open House was held on Thursday, October 14th, 2010 from 4;00 to 9:00 pm at Simonds High School and was open to all community members. 37,000 postcard invitations were mailed to every household and business in Saint John, and invitations were e- mailed to everyone on the PlanSJ contact list. The event was also advertised using electronic, radio, television and print media, and sent through various community networks like Enterprise Saint John, the Board of Trade, and Leisure Services. Posters were put up in various locations throughout the City and on every Saint John Transit bus. La journee portes ouvertes sur les choix en matiere de croissance et d'evolution du PlanSJ a eu lieu le jeudi 14 octobre 2010, de 16 h A 21 h, a I'ecole secondaire Simonds High School et elle s'adressait a tous les citoyens. On a envoye 37 000 invitations par carte postale a chaque menage et entreprise a Saint John, et des invitations ont ete transmises par courriel a toutes les personnes inscrites sur la liste de distribution du PlanSJ. L'activite a egalement ete annoncee a i'aide des medias electroniques, de la radio, de la television et de la presse, et des annonces ont ete envoyees a divers reseaux communautaires comme Entreprise Saint John, la Chambre de commerce et les Services des loisirs. Des affiches ont ete posees a divers endroits dans la ville et sur chaque autobus du service de transport en commun de Saint John. ENGAGEMENT REPORT I RAPPORT DE UENGAGEMENT :. 17 More than 140 people attended the Open House, and approximately 90 people stayed for a two -hour small group workshop session from 7:00 to 9:00pm. The first PlanSJ video was screened and a presentation was given at 6:00pm. Children's activities were provided in order to make it easier for families to attend and the venue (Simonds High School) was wheelchair accessible. The Open House was also on a Saint John Transit route. Part of the registration at the event included a large map of the City where participants were asked to place a small yellow sticker in the general area where they live. The stickers confirmed that the Open House attendants generally represented all areas of the City, and there were also a number of participants from Rothesay, Quispamsis and Grand Bay- Westfield. Plus de 140 personnes ont assists a la journee pontes ouvertes, et quelque 90 personnes ont participe a une reunion en petit groupe de travail de deux heures, sod de 19 h a 21 h. Elles ont visionne Ia premiere video du PlanSJ, et une presentation a ete donnee a 18 h. Des activites avaient dte organisees pour les enfants afin que les familles puissent plus facilement y assister, et le lieu (stole secondaire Simonds High School) etait accessible par fauteuil roulant. La journee portes ouvertes 6tait 6galement sur I'itineraire du service de transport en commun of :Oeio :'L<hn. Dans le cadre de ('inscription s I'activite, les participants ont 6te invites s poser un petit collantjaune sur une grande carte de la ville pour indiquer le secteur general oir ils vivent. Les collants ont confirms que les participants a la journee portes ouvertes representaient generalement tous les quartiers de la ville, et que divers participants venaient de Rothesay, Quispamsis et Grand Bay Westfield. is rte' nsj 187 Choices for Growth and Change Presentation Highlights The new Growth Strategy and Municipal Plan will guide where and how people will live, work, play in and visit Saint John over the next 25 years. They will govern how and where growth and change should take place, and prioritize spending to support the desired change. The City of Saint John has changed dramatically since its inception, with development spreading out from the core along highways and numerous City roads. Today, a highly dispersed geographical pattern of development is characterized by sprawling housing, dispersed commercial shopping areas, Iarge- scale industrial parks, and a hospital and university located outside of the Clty core. Because this dispersion was happening while our population declined, every new building that has been built on the edge of the City has left something vacant behind in the core. As more people move away from the centre, jobs and retail services soon follow, leaving "holes" in the City core. This has resulted in an inefficient and expensive delivery of services, contributing to high infrastructure costs borne by Saint John's taxpaye rs. Points saillants de is presentation sur la croissance et I'evolution La nouvelle strategie de croissance et le nouveau plan municipal serviront a fagonner la faGon de vivre, de travadler, de jouer et de visiter Saint John au tours des 25 prochaines annees et les lieux ou se derouleront ces actiwtes. Its determineront la fa�on dont la croissance et I'6volution devraient survenir ainse qua les lieux concernds, et etabliront l'ordre de priorite pour engager des ddpenses visant a appuyer les changements souhaitds. La vrae de Saint John a changes radicalement depuis son dtablissement, et I'amenagement s'est etendu 6 partir du centre vide pour longer les routes et les nombreuses routes municipales. Aujourd'hui, le modele d'amdnagement est caracterisd par une expansion des logements. I'etablissement de zones commerciales un peu partout, des pares industrials d grande echelle, et un hbpital et une universitd dtablis d 1'extdrieur du centre ville. Vu que cette dispersion est survenue pendant que noire population diminuait, chaque nouvei immeuble qui a die construit en bordure de la ville a laissd un emplacement vacant au centre ville. Consdquence du depart de plus de personnes du centre ville, les emplois et les services de detail su`:vent rapidement leur exemple, laissant des • vides a au centre ville. Cette situation a abouti A une prestation Inefficace et couteuse des services, ce qui a contribue aux coots d'infrastructure dleves que paient les contribuables de Saint John. ENGAGEMENT REPORT RAPPORT DE L'ENGAGEMENT im 19 Our current pattern of growth is not sustainable, and we need new directions to guide growth and change in Saint John. The following Directions for the future were drafted from the input we received throughout the Pis nSJ process so far: - Saint John proactively makes choices to shape the best future for the City. - Saint John celebrates its many waterfronts and positions them as prominent and defining elements of the City. - Saint John is a thriving Urban Centre at the heart of the Greater Saint John Region. - Saint John is comprised of healthy, unique and Inclusive neighbourhoods. - Saint John actively pursues a progressive, robust and prosperous economy. - Saint John values and protects its natural environment and ecosystems. - Saint John grows the City smarter by developing complete and compact communities. - Saint John offers an enviable quality of life, choice and experience for all of its citizens. - Saint John is committed to a strong plan for action and making change. 20 7*n$j Notre modeie de croissance actuel nest pas durable et nous avons besoin de nouvelles voies pour guider la croissance et I'Lsvolution de Saint John. Les voies suivantes pour I'avenir ont dtLs r6digees a partir de la r6troaction que nous avons reque dans le cadre du processus du PlanSJ i pr @sent - Saint John fait des choix de maniere proactive afin de preparer le meilleur avenir pour la municipalitL6. - Saint John c6l6bre ses divers secteurs riverains et les place en taut qu'6I6ments importants at caracteristiques de la municipalrte. - Saint John constitue un centre urbain en plain essor au cceur de la r6gion du Grand Saint John. - Saint John est compos6e de quartiers sains, uniques et accueillants. - Saint John s'oriente activement vers une 6conomie progressive, solide et prospere. - Saint John valorise et protege son mifeu natural et ses 6cosystemes. - Saint John devient une municipalite plus rationnelle grAce 5 la cr6ation de collectivitds completes et compactes. - Saint John offre a tous ses citoyens une qualit6 de vie, des choix et une experience enviables. - Saint John respecte un plan d'acdon et de changement solide. :• The PlanSJ Team has gone through a number of steps in creating the Options for Growth and Change: L'equipe du PlanSJ a franchi diverses etapes afin de proposer les options de croissance et d'evolution : Directions were established based on community hopes for the Growth Plan and to guide the development of the Options for Growth and Change. Les voles ont ete etablies selon les espoirs de la collectivite envers le plan de croissance afin de guider ('elaboration des options de croissance et devolution. How much growth and change to accommodate was calculated based on population and employment forecasts and development trends. La croissance et 1'evolution pour repondre aux besoins futurs ont ete etablis en fonction des previsions demographiques et des previsions de 1'emploi ettiennent compte des tendances de I'amenagement. Opportunity areas were identified as potential places for growth and change. Les secteurs prometteurs ont ete determines comme des endroits propices a la croissance et a 1'evolution. Different choices were drawn to illustrate what the change and growth could look like. Differents choix ont ete retenus pour demontrer les formes que pourraient prendre 1'evolution et la croissance. Evaluation criteria were created to allow the different options to be compared to one another and evaluated in relation to the directions established from community input. Les criteres devaluation ont ete etablis afin de comparer les differentes options entre elles et de les evaluer a la lumiere des voies etablies a partir de is retroaction des citoyens. ENGAGEMENT REPORT I RAPPORT DE UENGAGEMENT 190 21 The Choices for Growth and Change are built upon the fundamental Plan Direction of valuing and protecting Saint John's natural environment and ecosystems. The Bay of Fundy, Saint John and Kennebecasis Rivers, extensive coastlines, spectacular geology, lakes, wetlands, and large forested areas are defining features of Saint John. Protecting the natural environment will provide greater longterm environmental sustainability areas for future generations. The Options for Growth and Change are also built upon the fundamental Plan Direction that urban and rural sprawl will be controlled and the existing extent, character and lifestyle of rural areas will be preserved. 22 -PK-MSJ Les choix en matlere de crolssance et d'evolutlon reposent sur Forlentatlon fondamentale du plan, qul est de valorlser et do proteger le ml lieu naturel et Ies ecosystemes de Saint John. La baie de Fundy, [a riviere Saint Jean et la riviere Kennebecasis, un littoral etendu, une g6ographie spectaculaire, des lass, des terres humides, et de grandes zones boisees sont des caracteristiques determinantes de Saint John. La protection du milieu naturel offrira plus de possibilites de durabihte environnementele a long terme pour les futures generations. Les options de croissance et devolution reposent egalement sur ('orientation fondamentale du plan, soft que 1'expansion tentaculaire dans les zones urbalnes et rurales sera controlee et que 1'etendue, le caractere et le mode de vie des regions rurales seront preserves. 191 To determine how much growth to plan for, the PIanSJ team performed a detailed analysis of the amount of land that Is needed to support Forecasted growth In Jobs and housing to the year 2031. This "land budget" is based on past development trends, as well as on forecasted development, population, and employment to the year 2031. The land budget includes: the types of jobs that Saint Johners are likely to be employed in and the amount of land needed to support job growth; as well as the amount of land needed for different types of housing. When taken together, the land available for development in the Residential Opportunity Areas allows for much more development than what the projected needs are to the year 2031. This means that there are important choices to be made about where growth and change will go so that Saint Johners experience the most benefit. This also means that, should growth rates in Saint John exceed those that are currently projected, there is plenty of readily available land to accommodate increased development within the Growth Boundary. Pour d®terminer le taux de crolssance vise par la planlHcation, 1'6qulps du PlanSJ a riallsd une analyse ddtalflee de la superficle de terrain necessal►e pour appuyer la croissance prevue dans les emplols et Is logement Jusqu'en 2031. Ce = budget foncier • est bas's sur les tendances anterieures de I'amenagement, de meme qua sur les previsions pour I'amenagement, la population et 1'emploi jusqu'en 2031. 11 comprend : les types d'emplois que les residents de Saint John sont susceptibles d'occuper et la superficie de terrains necessaire pour appuyer la croissance de 1'emploi, de meme que la superficie de terrain necessaire pour les divers types de logement. Lorsque nous les combinons, les terrains disponibles dans les secteurs prometteurs pour I'amdnagement risidentiel permettent d'entreprendre bien plus de projets d'amenagement que les besoins prevus jusqu'en 2031. Donc, d Taut fare d'importants choix au sujet des secteurs de croissance et devolution eventuels afin que les residents de Saint John an tirent Is plus d'avantages. Cola signifie egalement que, advenant que les taux de croissance a Saint John surpassent les previsions actuelles, it existe une abondance de terrains immediatement disponibles pour repondre aux besoms accrus en amenagement a I'inteneur de la limite de croissance. ENGAGEMENT REPORT ] RAPPORT DE L'ENGAGEMENT 192 23 The Opportunity Areas Les secteurs prometteurs The Opportunity Areas identified are potential places for more significant change and development (i.e. areas of disinvestment, vacant land or land uses that are no longer as useful). Development in the Opportunity Areas will effect positive change in the City's pattern of development, and will reflect the Directions for Growth and Change and community feedback received so far in the PlanSJ process. The Opportunity Areas are: - Serviced - Opportunity Areas within the proposed growth boundary are already serviced with roads, water and sewers - Able to receive growth - Opportunity Areas can accommodate forecasted growth to the year 2031 - Suitable for development - Opportunity Areas avoid areas of environmental significance wherever possible - Designed to protect stable neighbourhoods - Opportunity Areas generally do not include stable neighbourhoods The Options for Growth and Change planned for the same land budget, or amount of land that is needed for future population, employment and development but allocated residential growth and change differently: 24 i&z$J Les secteurs prometteurs 6tablis sont des endroits qui peuvent se preter dventuellement A des changements et A un am6nagement plus importants (c: A-d., des secteurs de dgsinvestissement, des terrains vacants ou des utilisations des terrains qui Wont plus leur raison d't-tre). L'amenagement dans ]es secteurs prometteurs suscltera des changements positifs dans le moddle d'amdnagement de la ville, et tiendre compte des voies de croissence et d'6volution ainsl que de la r6troaction des citoyens jusqu'A pr6sent dans le processus du PlanSJ. Les secteurs prometteurs: - Sont viabilis6s - Les secteurs prometteurs dans la limite de croissance propos €e sont deja desservis par des chemins, un r6seau d'eau et d'dgout. - Se pr6tent a ]a croissance - Les secteurs prometteurs peuvent repondre aux besoins en croissance pr6vus jusqu'en 2031. - Se pretent a I'amenagement - Les secteurs prometteurs evitent les zones d'importance environnementale dans la mesure du possible. - Sont congus pour protdger les quarters stab'.es - Les secteurs prometteurs ne comprennent pas genAralement des quartiers stables. Les options de croissance et d'dvo[ution reposent sur le meme budget foncier, ou la meme superficie de terrain qul est necessaire pour la population, 1'emploi et I'am6nagement il I'avenir, mais elles comportent une ventilation diffdrente de la croissance et de I'dvolution de I'amenagement residentiel : 193 f t MFGgS.F. IA— FYAaFCP W ^115PPPpm ..W.. w 0powaA- 1M6Ati AYA1 -E 715 \Ie/iGAW (rq •7,SOSE+r'n 7M~m— -4 Ica A..1w Ima •U00m . ,b,,,,qN •17sr.pYiP 00y1.a16.P 9ppWFPYp AYE'. Wft ^11 GOP MP.S Wmay.m", -"SAP. A.A mw Prq A� Lv - ISGGOPPn F SSC lMOPtlF�ppwrrl YN vm -?SGSPPP. Lome arnri� SFwFb A� Aye. u�oe:.PV.x Si.Gr� uAw7UFnA.�.w. yPyrpllRYFyyu. Anu o�6hala w Mrtw.[NrN waMwm,h 4•v Yyr WYFR'PkY • ryPAPWIPFP it ENGAGEMENT REPORT RAPPORT DE L'ENGAGEMENT 25 194 F � AlxfWnlh� A.enre G�rtx "' , I � p Fninin= r F - I y^r Ban Id" S. Wnt O.I�F irse..na �twwetalahayla�h, --UOW*t.9L* .IW.MdGV.n' , — — 3.b~'Waa,w *A— Caption I Premiere option Option 1 allocated residential development as follows: Dens le cadre de is premiere option, Pamdnagement residentiel --50% in urban Opportunity Areas est ventild ainsi : -35% in suburban Opportunity Areas -50 % dans les secteurs prometteurs en milieu urbain -15% through infill in rural opportunity areas, reoccupation of -35 % dans les secteurs prometteurs en banlieue vacant buildings and minor infilling in other parts of the City -15 % par I'edifieation sur terrain intercalaire dans les secteurs prometteurs en milieu rural, la reoccupation des immeubles vacants et I'edification mineure sur terrain intercalaire dans d'autres parties de la ville 26 IY4nSI 195 Wed Option 2 Option 2 allocated residential development as follows: —25% in urban Opportunity Areas -60% in suburban Opportunity Areas —15°%through infill in rural opportunity areas, reoccupation of vacant buildings and minor infilling in other parts of the City r _ 1 d AIM JYNfSp�lN�b,O/ � J+W�+OOAIXI V' uM • P,NnN4fiXaW�BP�Wh � � Swu,hrlOpypmnyArw Ale¢! pf $Iy�LIYIX M[npf �Rpl�e Deuxieme option Dens le cadre de la deuxi6me option, I'amdnagement r €sidentiel est. venti]6 ainsi : —25 % dens les secteurs prometteurs en milieu urbain —60 % dens les secteurs prometteurs en banlieue °15 % par I'edificat+on sur terrain intercalaire dens les secteurs prometteurs en milieu rural, [a r @occupation des immeubles vacants et Ndification mineure sur terrain intercalaire dens d'autres parties de ]a ville ENGAGEMENT REPORT I RAPPORT DE l_'ENGAGEMENT 27 196 Community Voices Voix de la collectivite Would you add to or make changes to the Opportunity Areas? "There has been a lot of work done rn identifying these opportunity areas. They seem to reflect current trends in development while giving serious consideration to some of the development challenges we face" * "Make su. _ , - .. . * "Inside the growth boundary is enough areas for growth" * "I feel that the proposed growth boundary is great; protecting rural areas and the natural environment is fantastic" * "I would like to see less concentration of Commercial development along Fairville Boulevard and near McAllister Place" * "Concentrate on , -development rather than new development" * "There needs to be more Opportunity Areas in the west and in the east. I'm not 28 F&n5J Aimeriez vous completer ou changer la liste des secteurs prometteurs? F Beaucoup de travail a dtd accompli afin de cerner ces secteurs prometteurs. Ces secteurs semblent refuter les tendances actuelles de I'am6nagement, et tiennent sdrieusement compte de certain des defis en matiere d'amdnagement auxquels nous faisons face ■. * , Assurez vous que le plan est souple ». II y a suffisamment de secteurs de croissance a I'interieur de la limite de croissance * Je pense que la limite de croissance proposee est excellente; la protection des regions rurales et du milieu naturel est fantastique .. * . J'aimerais que I'amenagement commercial se concentre moins le long du boulevard Fairville et pres de McAllister Place •. * « Concentrez 197 saying that development has to be wide open, but it's much too restrictive as proposed" * "Ramp up Waterloo Village as an urban Opportunity Area" * "The stress must be on the downtown area. Let the suburbs take care of themselves" "Use 'what's in the ground' before you build more" * "They look reasonable" * "Focus on building the Uptown core" * "I would like to see another 5,000 people living in the South End" * "I Feel growth is a positive aspect to a neighbourhood and I understand the desire to grow the priority neighbourhoods. but I'm not sure it's best to do it at the expense of other neighbourhoods" * "Limit development in rural areas and focus on inf ll not expansion" * "Density sounds good!" * "Newcomers want a more urban experience" * "Focus on concentrated development" * "Need incentives for this kind of development" * "Infill with parks and green features as well as buildings" * "I understand the concern for the priority neighbourhoods however I would like to see the situation addressed with incentives to create growth in these neighbourhoods as opposed to putting a moratorium on new development in suburban neighbourhoods" vous Sur le reamenagement plutot que Sur les nouveaux protets d'amenagement. „ * . II faut avoir plus de secteurs prometteurs dans les quartiers ouest et est. Je ne dis pas que I'am6nagement dolt survenir n'importe ou, mais it est beaucoup trap restrictif dans la forme proposee ■. * - Eleven le quartler de Waterloo Village au rang de secteur prometleur en milieu urban * • II faut se concentrer sur le centre ville. Laissez la banlieue voir A ses propres besorns •. * . Utilisez ce qur est deli edrfie au lieu de vous mettre � constru[re plus d'immeubles * • Its ont I'air raisonnab!es •. * • Concentrez vous sur I'amdnagement au centre Ville * a J'aimerais voir 5 000 personnes de plus vivre dans le quartier sud ■. * - Je pense que la croissance est positive Bans un quarter et le comprends le d6su de voir a I'am6nagement des quartiers prioritaires, mais le ne sins pas sur que cola sort une bonne idee de le faire aux depens des autres quartiers •. * • Limitez I'am6nagement dans les r6gions rurales et concentrez vous sur Mclification sur terrain rntercalaire et non pas sur une expansion t. * . La densite a I'air bonne! * . Les nouveaux arrivants veulent une experience plus urbaine•, -, * ■ Mettez I'accent sur I'am6nagement concentrd .* .11 faut offrir des mesures d'incitation 6 ce genre d'amdnagement 6. * . Edrfiez sur terrain intercalaire et ajoutez des pares et des espaces verts a,nsi que des rmmeubles . .* • Je comprends I'attention accord6e aux quartiers prioritaires, mais j'aimerais que, pour r6gler la situation, des mesures d'incitation Solent offertes afin d'encourager la croissance dans ces quartiers au lieu d'6tablir un moratoire sur les nouveaux proJets d'am €nagement dans les quartiers en banlieue a. ENGAGEMENT REPORT J RAPPORT DE L'ENGAGEMENT im 29 Is there an Option that your prefer, and why? Option 1 "Costs less, more achievable, economics..." * "Density and population offer security" * -If we are looking at sustainable energy plans like district heating, we need the density to justify it. Suburban growth would compete with that" * "Option 1 is more efficient and good for the environment" * "Option 1 has a stronger investment climate and better transportation" * "A CMHC report from 3 months ago says urban residents scored much happier than suburban (because of sense of community, travel times, etc.)" * "I definitely prefer Option 1- there is so much opportumtyfor development in the older priority areas that this is the option that makes the greatest sense' * "Why develop current rural areas when we have plenty of urban wasteland to develop. Focus on the core, it has to be developed to revitalize the City" * "I prefer Option 1 - I think it will put a damper on expensive urban sprawl and will encourage development of the downtown core - the heart of the City" * "I would like to see the focus on development of the urban historical areas of the City which make Si unique" * "Put the focus on the urban core to rebuild the skeleton of the City. If the skeleton is strong, the adjacent areas will gain strength too" * `Redevelop the core and the rest will follow' * "Option 1- because of the trend of out - migration, the costs associated with this trend and the serious detrimental effects of out - migration on the City of Saint John" * "For Saint John to grow and become a great city, urban revitalization is step 1" * "Option 1 with no suburban stuff at all. Just concentrate on the Old West/South End /North End. Make them clean, safe, modern, affordable places to live /work /enjoy" * °I prefer Option 1 - it seems the most logical choice for the City at this point given our lack of population growth and fiscal situation. And I think tt does look forward to the reality of the demands that will be placed on cities in the future - mass transportation and an aging population" 30 ,rrsj Est ce que vous preferez une option et pourquoi? La premiere option La premiere option - elle coute moms, plus realisable, lea facteurs economiques... •. * La premiere option - la densite et la population offrent de la secunte * • La premiere option - si nous envisageons des projets d'energie durable comme le chauffage par district, nous evens besoin de la density pour le justifier. La croissance des banlleues viendrait rivaliser * La premiere option pourrad elre plus . ideale ., mays la deuxieme est plus reahste et offre plus de choix * . La premiere option eat plus efficace et eat favorable a 1'environnement •. * . La premiere option prevod un climat plus favorable aux mvestissements et de medleures possibilites de transport La premiere option - selon un rapport de la Societe canadienne d'hypothdques et de logement i1 y a trots mois, les residents en milieu urbain etaient bien plus heureux que les banlieusards (a cause d'un sentiment de communall du temps de deplacement, etc.) ■. * ,. Je prefere la premiere option a coup sur - it y a tellement plus de possibdites d amenagement daps lea secteurs prioritaires plus vieux, ce qui en fait ('option la plus log +que ry. * • La premiere option - pourquoi amenager lea regions rurales actuelles lorsque nous evens une abondance de tell incultes en milieu urbain a amenager, Concentrez vous sur le developpement du centre ville pour revitalises la ville R. * . Je prefere la premiere option - to pence que cela freinerait 1'expansion tentaculaire couteuse et que cela encouragers i'amenagement du centre ville - le torus de la ville * " La premiere option - j'aimerais que I'accent soit mis sur I'amenagement des quartiers historiques en milieu urban qui font que Saint John eat une ville unique •. * „ La premiere option - concentrez vous sur le centre ville pour reconsUtuer I ossature de la ville. Si I'ossature est solide, lea quarters adiacents prendront de la vigueur egalement * • La premiere option - ream €nagez le centre ville et le reste suivra * •• La premiere opbon -a cause de la tendance de 1'exode, des touts connexes et des graves effets nefastes de 1'exode sur la ville de Saint John * « La premiere option - pour assurer 1'essor de Saint John et pour qu'elle devienne une grande ville, la revitalisation urbaine est la premiere etape a franchir •. * . La premiere option sans se soucier de ce qui concerne la banlieue. Concentrez vous seulement sur les vieux quarters ouest, sud 199 Option 2 "There are no housing opportunities forfamilies Uptown" * "Option A maybe mare 'ideal', but Option 2 is more realistic and offers choices" * )f t:nn 2 - can add mixed services to existing subdivisions by increasing density or population" * "Not everyone wants to live Uptown. We need flexibility to compete" *"I prefer Option 2 since I believe Option 1. will lead to an even lower population for Saint John and a loss oftobs and businesses to the KV. We need to attract young families with children and very few young families would live in the City core if they had the money to do otherwise" * "I pr,-4er Option 2 if I'm only given two choices, I would however like some flexibility in the plan to allow for new issues that will arise in future years" "Option 2. because Option 1 is suffocating" A Combination "A hybrid of the two Options - Option 1.5" * "Combination of Option 1 and Option 2 with less focus on the urban core" "Either Option is better than the status quo" et nord. Faites en sorte qu'ils soient des endrods propres, securitaires, modernes ob vivre, travadler et s'amuser .. * S Je prefere la premiere option qui semble le choix le plus logique pour la ville maintenant, compte tenu de notre manque de croissance demographique et de notre situation financiere. Et je pense qu'elle tient oompte de la reaL:e future des demandes qui seront impos €es sur les villes - le transport en commun et le vieillissement de la population •. La deuxieme option • La deuxieme option - it n'y a pas de possibilites de logement pour leg familles au centre ville ■. * - La deuxieme option - I est possible d'ajouter des services mixtes oux lotissemenls existants en augmentant la densite ou la population * . La deuxieme option - ce nest pas tout le monde qui veut vivre au centre ville. Nous avons besoin de souplesse pour rivaliser •. * • Je prdfere la deuxieme option, vu que, selon moi, la premiere contribuera a une plus grande reduction de la population a Saint John et a une perte d'emplois et d'entreprises dans la vallce de Kennebecasis. ll nous faut attirer des jeunes families avec des enfants et tres peu de jeunes families vivraient au centre ville si elles avaient leg moyens Waller ailleurs •. * - Si on me donne seulement deux choix, je prefere la deuxieme option; toutefoie, je prevoirais plus de souplesse clans le plan pour tenir compte des nouveaux problemes qui surgiront a I'avenir •. * „ La deuxieme option, parce que la premiere est restrictive •. Une combinaison . Une combinaison des deux options - I'option intermedlaire •. " Une combinaison de la premiere option et de la deuxieme option, en mettant moins I'accent sur le centre viiie •. * " Lane ou 1'autre option est preferable au statu quo s. ENGAGEMENT REPORT I RAPPORT DE L'ENGAGEMENT 200 31 I A 4 201 e t M Are there ways the Options could be improved? .phased priority building Plan" * "need a mix of opportunities" * " redevelop existing green areas /parks in every neighbourhood" * "redevelop vacant lots with similar styles and mixed development' * "have clear rules for developers" * "need to be mindful of climate change when planning" * "return to traditional development" * "invest in making core development more practical and attractive" * "reduce the size of suburban nodes in Option 2 (50/50 balance)" * "have transit corridors between areas" * "focus on quality and mixed housing units" *"make sure that the Options can be implemented" * "blend the 2 Optlons" * "Option 2 could be improved by expanding the development area out further west and further east. The proposed development areas are much too small and the proposed green zones block development in too much area" * "Incent development in Uptown" * "The real question is why people leave - better weather, air quality, better roads, less taxes. Finding a way to fix these Issues will be far more conducive than having a plan to develop areas where people do not want to live" * "Option 1 could be given an even tighter focus. Perhaps priority could be given to protects or zoning that emphasize the core without completely excluding other areas" * "Option 2 could be improved to allow for more options In the selection of suburban growth areas - taking Into account work, shopping, transit, schools and churches" * "if one is going to consider Option 1 then I would hope that there are plans to coax some sort of retail development including a grocery store for the residents to go to - right now this hampers any type of real growth Uptown" * "give thought to the development of areas that are easily accessible by people with disabilities and a growing elderly population" Est ce qu'il y a des fagons d'ameliorer les options? Un plan de construction prioritaire mis en oeuvre graduellement •. * « II faut avo&r une combinaison de possibilites -. * . Reamenagez les espaces verts /pares existants dans chaque quartier 1. * - Reamenagez les lots vacants ayant des styles semblables et a I'atde d'un amenagement concerte •. + ■ I`tablissez des regles claires pour les promoteurs P. * 11 faut tenir compte des changements climatiques Bans fa planification •. * r Retournez e I'am €nagement traditionnel •. * " Investissez afrn de rendre l'amenagement du centre ville plus pratique et attrayant P. * Reduisez 1'etendue des nceuds en banlieue dans la deuxieme option (6quilibre moitid moitie ) .. * Prevoyez des coulairs de transit entre les secteurs •. * • Concentrez -vous sur des logements mixtes et de qualite •. * " Assurez vous qu'il est possible de mettre en oeuvre ]as options * • Combinez les deux options =. * - La deuxieme option pourrait titre amelioree si le secteur d'amenagement etait etendu davantage a l'ouest et a 1'est. Les secteurs d'amenagement proposes ont une superlicie bien trop restreinte et I'amenagement de zones vertes freine I'amenagement sur une trap grande superficie •. * 4 Encouragez I'amenagement au centre ville •. * " II faut vraiment se demander pourquoi les Bens partent - un meilleur climat, une medleure qualdd de I'air, de medleures routes, moins d'impot. St vous trouvez des solutions a ces problemes, cela aidera bien plus que I'etablissement d'un plan pour amenager des secteurs ou personne ne veut vivre ". * • La premiere option pourrait titre encore bien plus delimit €e. Peut titre que la priorite pourrait aller a des projets ou au zonage qui mettent I'accent sur ]e centre ville sans exclure totalement les autres secteurs .. * La deuxieme option pourrait titre amelioree pour off rir plus de choix dans la selection des secteurs de croissance en banlieue an tant compte du travail, du magasrnage, du transport en commun, des ecoles et des eglises -. * ■ Pour que la premiere option soit envisagee, j'espere que des plans seront mis en place pour encourager I'amenagement de magasins, y compris dune €picerie pour les residents - en ce moment, cela freine ]a croissance du centre ville •. * . Envisagez d'ameliorer des secteurs qui sont facdement accessibles pour les personnes handicapees et la population de personnel ogees croissante r. ENGAGEMENT REPORT I RAPPORT DE L'ENGAGEMENT 202 33 203 M o Would you add to or mare changes to the Directions for Growth and Change? "I like what is being proposed here" * "Saint John needs to be an easy place to do business" * "PlanSJ is going to benefit Saint John not just for me but for future generations" * "better improvements on City transit" * "too fuzzy - need to be more specific" * "re- energize the Part" * "do not take away from Rockwood Park" * "create an enduring and memorable public realm" * "respect market realities" * "create a vibrant community that is active both day and night" * "focus on a sense of place - people, places and spaces" * "balance flexibility with long -term vision" * "investforsustainability" "give more consideration to important health and environmental considerations like protection of the City's water supply and protection of city parks" * "no - they all sound good and reflect what people think about the City" * "if we are going to celebrate our waterfronts we should have an action place to include a marina in the Uptown core like other port cities" * "we reed to be honest with each other and ourselves" * "a new Municipal Plan needs to include and show the effects of climate change, the value of biodiversity, and the effects of peak oil" * "make local government open, accountable and transparent. Be inclusive toward citizens and encourage them to participate" Aimeriez vous completer ou modifier les voies de croissance et devolution? «J'aime ce qui est propose ici ■. * • II Taut que Saint John sod favorable aux affarres * . Le PIanSJ va rapporter 6 Saint John non seulement aux membres de ma gdneration mars egalement aux futures generations •. * ,. De plus grandes amdlrorations au transport en commun ". * . C'est trop vague - it faut titre plus precis •. * -, Insufflez une nouvelle vie au part ". * . Ne retirez rien au parc Rockwood * Creez un domarne public durable et memorable ". * e Respectez les realltes du marche o. * -, Creez une collectivite dynamrque qui bougejour et nurt -. * . Concentrez vous sur un sentiment d'appartenance - les gens, les heux et les espaces * Concrliez la souplesse et la vision a long terme ". * • Investlssez dans la durabilite•. * Accordez plus d'attention aux facteurs importants lies a la sante et a 1'envrronnement, comme la protection de I'approvrsronnement en eau de la ville et des pares munrcrpaux "- * . Non - elles ant toutes i'air bon nes et refletent ce que les gees pensent de la ville ■. * Si nous voulons celebrer nos secteurs rrverains, nous devrrons avoir un plan d'action en place pour rnclure une marina au centre vrlle comme dans les autres wlles portuarres •. * . II est important que nous soyons honnetes les uns envers les autres et avec nous memes 1. * „ Un nouveau plan municipal dolt inclure el montrer les effets des changements climatrques, la valeur de la brodlversrte et les effets du prc petrolier -. * . Rendez I'administration locale ouverte, responsible ettransparente. Adoptez une attitude axee sur I'rnclusron des citoyens et encouragez les a participer *. ENGAGEMENT REPORT [ RAPPORT DE L'ENGAGEMENT 204 35 In summary: Pour resumer: What we Heard about the Primary Development Area: - strong support for a Primary Development Area (inside the proposed growth boundary) in order to protect natural and rural areas and to preventfurther urban and rural sprawl - a small but significant portion of the business and cif _r_n�-,_ °.-r,.!ro�i.: -, --dicated a preference for an expanded Primary Development Area. Ce que nous avons entendu au sujet du principal secteur d'amenagement : - Les citoyaris sont trAs en faveur d'un principal secteur d'amenagement (e l'int6rieur de la limite de croissance proposee) afin de proteger les zones naturelles et les regions rurales et prdvenir une plus grande expansion tentaculaire en milieu urbain et rural. - Une proportion faible macs importante du milieu d'affaires et des promoteurs a indique qu'elle preferait un principal secteur d'amenagernent elargi. 36 P&WSI What we Heard about Places to I -iti`-;--: - the majority of respondents agreed with the rural Opportunity Areas, However, a small number of respondents did not support development in these areas, and an even smaller number wanted to see the rural Opportunity Areas expanded. :q,, g;: ; a,orityof respondents agreed with the location and extent of the urban and suburban Opportunity Areas. a large majority of respondents wanted to include all of the priority neighbourhoods in the Opportunity Areas. Ce que nous avons entendu au sujet des endroits ob vivre: - La majorite des repondants ont ac„ceptA les secteurs prometteurs en milieu rural. Toutefois, un falble nombre de repondants n'appuyait pas i'amenagement dens ces secteurs et ur nombre encore plus faible voulait que les secteurs promevtaurs en milieu rural soient d'argis. - La grande majorite des repondants a accept!; I'emplacement et I' €tendue des secteurs prometteurs en milieu urbaiin et en banlieue. - Une grande majority des repondants voulait inCILretous ley quartiers prioritaires dens les secteurs prometteurs. 205 What We Heard about the 2 Options for Residential Growth and Change: -strong support for Option 1 (about 70 %) from individual responses. There was support (about 30 %) for a "hybrid" of bath Options and a small m "nority of support for Option 2 from individual responses. A preference for Option 2 from a small but significant portion Ce que nous avons entendu au sujet des deux Options de croissance et d'evolution pour 1'amenagement residentiel : - Lev rdpondants ind viduels (environ 70 %) aont tres en faveur de la premiere option. Environ 30 *A des rdpondants sont en faveur d'une combinalson des deux options et une faible minoritd des rdpondants individue s est en faveur de 1a deuxieme option. - UAe proportion faible mais importante des membres du milieu d'affaires et des promo*.eurs est en faveur de la deuxieme option. What We Heard about Places to Work: - a large majority of respondents agreed with the Industrial Opportunity Areas. OpWons on the ccmmerciaVretail Opportunity Areas was more mixed - some indicated a preference for less retail growth in the McAllister Centre and f'airville Boulevard, while others wanted more retail Ji , _ , --; *nt there. - support for an enhanced employment and mixed -use Opportunity Area around UNBSJ and the Regional Hospital. -- Concern that the Port and Airport were not identified on the maps Ce que nous avons entendu au sujet des endroits ou' travailler : - Line grande majoritd des rdpondants a acceptd les secteurs prometteurs pour I'amesnagement industriel. Les opinions sur les secteurs prometteurs pour 1'amenagement commercial ou de magasins de ddtail - certains ont indiqu6 qu'ils pr6f6raient une croissance plus falble des magasins de rid *.ail au McAllister Centre et sur le boulevard Fairville, alors que d'autres voulaient que plus de magasins de ddtail s'dtablissent dans ce secteur. - Les rdpondants appuient un secteur promeiteur amdlieare3 pour lea possibilitds d'emploi et les usages mixtes autour de Watiiversltes du Nouveau - Brunswick, campus de Saint John et de 1'hOp►tal rdgional. -- Les rdpondants se sont prdoocupds du fait que le port et I'adroport n'aient pas rites indiqu6s sur les cartes. ENGAGEMENT REPORT I RAPPORT DE L'ENGAGEMENT 206 37 r-- J7 Cy , '.`w 207 f 4i .k R' 1!t i Youth Engagement Mobilisation des jeunes Youth engagement sessions were held on October 13th and 14th with 70 students from each of the English and French High Schools in the City, as well as the Teen Resource Centre and Teen Vibe in Crescent Valley. The youth sessions were held in the Storefront and included a presentation on PlanSJ and the concept of complete communities that the Plan strives to apply to the City as a whole. The youth then went on a walking tour of the Uptown and Waterloo Village, and were asked what they would do to help these areas become more complete communities. Des seances de mobilisation des jeunes ont eu lieu les 13 et 14 octobre avec 70 eleves de chacune des ecoles secondaires des secteurs francophone et anglophone clans la ville, de meme que les membres du Teen Resource Centre et de Teen Vibe a Crescent Valley. Les seances pour les jeunes se sont deroulees au local et ont comporte une presentation sur le PlanSJ et sur 1'idee de communautds completes que le plan cherche a appliquer a ['ensemble de la ville. Les jeunes ont ensuite fait le tour a pied du centre ville et du secteur de Waterloo Village, et on leur a demande ce qu'[Is feraient pour aider ces quartiers a devenir des communautes plus completes. ENGAGEMENT REPORT RAPPORT DE UENGAGEMENT li 39 Youth Voices: What do you like about this neighbourhood? King Square *,alder heritage buildings * Uptown architecture * New housing * Historic sites * Waterfront and the Boardwalk * Restaurants with patio cafes * Trees on the sidewalk * City Market * Different cultures * Pubiic art • Loyalist Burial Grounds *The fountain in King Square • Sense of history * Street lights * Hotdog stand Neighbourhood feeling - it's a community Voix des jeunes : Qu'alri vous au sujet de ce quartier? King Square * Los vieux edifices du centre vdle * Carchitecture au centre villa * Les nouveaux logements * Les lieux historiques * Le bord de 1'eau et la promenade de boys * Les restaurants avec cafes- patios * Les arbres sur Ies trotion * March6 municipal * Les d verses cultures * Uart public * Le cimetiere loyahste * Le fontaine b King Square * Un sentiment d'histoire * Les lampadaires * Le stand a hot dog * Le sentiment de quartier - c'est une communaut6 40 �$r 209 What don't you like about this neighborhood? Que Walmez vous pas au sujet de ce quartler? Abandoned buildings * Houses that are loo close to the street * Vacant lots and empty parking lets * Houses and buildings that need maintenance * Street parking * Disorganized streets * Garbage in front of homes * Vacant stores * Graffiti * Intersections that aren't pedestrian friendly * Crowded buildings and small sidewalks * Wasted spaces * Lack of crosswalks and bike !antis * Lack of diversity in stores * Not enough green spaces * Modern buildings that have loss character * Rundown buildings next to nice buildings * Poverty and prostitution * Feeling of separation from one street to the next - neighbourhoods don't feel connected Too many parking lots * Neglected sidewalks and roads * Don't feel safe around Waterloo Street, especially at night Les batiments abandonnes * Les maisons trop pres de la rue * Les lots vacants et les terrains de stationnement vides * Les masons et des immeubles qUL ont beso+n d'entretien * Le stationnement dans la rue * Les rues qui pretent a confusion * Les ordures devant les maisons * Les magasins vacants * Les graffiti * Les intersections dangereuses pour des pietions Les immeubles encombrds et les trottoirs 6troits * Les espaces non utilises * Le manque de passages pour pietons et de voles cyclables * Le manque de diversite dans les magasins * Le nombre insuffisant d'espaces verls * Les immeubles modernes qui ant moins de caractere * Les taudis a cote de beaux immeubles * La pauvrete et la prostitution * L'impress,on qu'd n'y a pas de hen d'une rue a I'autre - it n'y a pas de hens entre lei quarters * Trop de terrains de stationnement * Les trottoirs et les routes neghgdes * Le manque de securite autour de la rue Waterloo, surtoul le soir ENGAGEMENT REPORT I RAPPORT DE L'ENGAGEMENT 41 210 What's missing that would make this neighbourhood more of a complete community? Qu'est ce qui manque Clans ce quartier pour en faire une communaute plus complete? Activities happening on the street Des activity dens la rue A grocery store Une epicerie Basketball courts or other places to play sports Des terrains de basket ball ou d'autres endrofts pour se livrer a des activites sportives Nkids to play ns de jeu nfants Community garden Un jardin communautaire Crosswalks at busy intersections Des passages pour pietons aux intersections a fort traffic Teen - friendly places where you're allowed to just hang out Des endroits favorables aux adolescents ou on peut tout simplement passer du temps avec ses amis Outdoor cafes Des cafes en plein air More garbage cans and recycling bins Plus de poubelles et de bacs de recyclage 42 -CrnS] Feeling of safety Le sentiment de securite A community police office Un bureau de police communautaire Street trees where there aren't any now Des arbres le long des rues ou A n'y en a pas maintenant A community police office Un bureau de police communautaire L nk in King Square oire a King Square 211 More entertainment and street vendors Plus de divertissement et de vendeurs ambulants Close some streets for cars, make them pedestrian -only Farmer des rues e la circulation, les reserver a ux pietons Bike lanes and better bus service Des pistes cyclables et u mei lieu r service de transport en commun Wider sidewalks that are a different colour for different routes and neighbourhoods - to help make each one unique Des trottoirs plus larges qui sont de differente couleur pour differents itineraires et quartiers -- afln que chacun sort vraiment distinctif More colourf ul and interesting storefronts Des devantures plus pittoresques et interessantes Have more cultural activities and festivals Plus d'activites culturelles et de festivals Better modern buildings De meilleurs smmeubles modernes More stores that sell things for Uptown residents and not just tourists Plus de magasins au centre ville qui vendent des produits pour les residents et non pas seulement pour les touristes More benches, trees and flowers on the sidewalkt Plus de bancs, d'arbres et de fteurs le long des trottoirs t et arjrue de l Fill ;;espaces ty spaces with trees Re vides d'arbres Make sure sidewalks are always clean S'assurer que les trottoirs sont toujours propres ENGAGEMENT REPORT I RAPPORT DE L'ENGAGEMENT 212 43 Developers and Landowners Focus Group To ensure that the voices of the development community and large landowners throughout the City were included in PlanSJ, a Developers and Landowners Focus Group was held on October 14th at City Hail. Invitations were sent to: Urban, Suburban and Rural Developers Darling Construction / North Star Holdings Ellerdale Investments Ltd. NJP Developments Avide Barsa Ventures Ltd. Scott Bros. Ltd. Woodbury Homes/ Fundy View Estates Inc. Caliber Consulting Ltd. Blair Construction Inc. / Drury Cove Developments Inc. Mike Cavanagh Homes Inc. Maber & Somerville Joint Venture Bentley Properties Saint John Non -Profit Housing Inc. Residential Contractors Simpson Construction Berryman Investments Inc. Consulting Companies Dillon Consulting Ltd. Hughes Surveys & Consultants Inc. Terrain Group (now Genivar) 44 %16MSJ Groupe de discussion des promoteurs et des proprietaires Pour mtegrer les points de vue des promoteurs et des Brands proprietaires de la v;lle au PlanSJ, un groupe de discussion de promoteurs at de proprietaires a eu lieu le 14 octobre a I'h6tel de ville. Des invitations ont ete envoyees aux : Promoteurs en milieu urbaln, en banlieue et en milieu rural Darling Construction /North Star Holdings Ellerdale Investments Inc. NJP Developments Avide Barsa Ventures Ltd, Scott Bros. Ltd. Woodbury Homes /Fundy View Estates Inc. Caliber Consulting Ltd. Blair Construction Inc. /Drury Cove Developments Inc. Mike Cavanagh Homes Inc. Maber & Somerville Joint Venture Bentley Properties Saint John Non -Profit Housing Inc. Entrepreneurs residentie;s Simpson Construction Ellerdale Investments Inc. Experts consells Dillon Consulting Ltd. Hughes Surveys & Consultants Inc. Terrain Group (mainlenant Genwar) 213 Large Landowners Killam Properties Inc. Saint John Industrial Parks Ltd. UNBSJ NBCC Horizon Health Network JD Irving Ltd. Fort Reliance/ Irving Oil Ltd. Commercial Properties Cadillac Fairrnew Plaza Corp Counsel Corporation Hardman Group Northrup Group of Companies Fortis RetroComm Mid - Market REIT Saint John Exhibition Association Canada Mortgage and Housing Corporation Grands proprWalres Killam Properties Inc. Saint John Industrial Parks Ltd. [Pares industriels de Saint John] University of New Brunswick, campus de Saint John College communautaire du Nouveau - Brunswick (CCNB) Reseau de sante Horizon J.D. Irving Ltd. Fort Reliance /Irving Oil Ltd. Commercial Properties Cadillac Fairview Plaza Corp Counsel Corporation Hardman Group Groupe de compagnies Northrup Fortis RetroComm Mid - Market REIT Saint John Homebuilders Association Societe canadienne d'hypotheques et de logement Approximately 25 representatives from these groups attended Environ 25 representants de ces groupes ont participd au the focus group, were given an update on PlanSJ and provided groupe de discussion, ont requ une mise a jour sur le PlanSJ feedback on the Choices for Growth and Change. et ont donne une retroaction sur les choix en matiere de croissance et devolution. ENGAGEMENT REPORT I RAPPORT DE L'ENGAGEMENT 214 45 Focus Group Voices: Voix du groupe de discussion : Needs to be cooperation between Departments at City Hall and leadership from the City II est important qua les services a ['hotel de vide at les leaders de la ville collaborent. Plan needs to be flexible to consider future mega - projects II faut qua le plan soit souple pour tenor compte des futurs megaprojets. Better connection between the University and Uptown is important 11 est important d'dtablir de meilleurs liens entre I'universitd at le centre ville. The political will has to be there to achieve higher density 11 faut que la volont€ politique sort la pour atteindre une densrto plus forte. Will financial incentives from the City make up for the tough topography in the core areas? Est ce qua les mesures d'incitation financiere de la villa seront suffisantes pour compenser la mauvaise topographie dans [es quartiers au centre vole? L ost of aging infrastructure being considered? enu compte du viei[lissement de ('infrastructure as P&nSj 215 How will the Plan deal with a limited market for infill development? Que fera le plan par rapport A un march6 limite pour un amenagement reposant sur 1'edrfication sur terrain intercalaire? Site Specific Requests Several groups that participated in the Developers and Landowners Focus Group, and other organizations throughout the City, also submitted detailed comments on behalf of their companies and members. Many of their concerns and questions dealt with the inclusion or exclusion of properties in the proposed Opportunity Areas, and others dealt more generally with the Choices for Growth and Change. In summary, we heard: - Requests for specific properties to be included in the residential, commercial and industrial Opportunity Areas or as Committed Sites (i.e. properties along Sand Cove Road, Chesley Drive, Ashburn Road, Old Black River Road); - A desire for the Airport lands to be included as an industrial and commercial Opportunity Area; - A need for an economic development plan to be closely linked to the new Growth Strategy and Municipal Plan; - A desire for the Plan to take a regional view; - Requests for particular lands with resource extraction potential to be kept in the Rural Areas of the Growth Strategy; and - Notification of a developer's plans for large -scale unserviced, rural residential development. Demandes portant sur des emplacements precis Plusieurs groupes qui ont participe au groupe de discussion des promoteurs et des proprietaires, et d'autres organismes de la ville ont egalement presente des commentaires detailles au nom de leers entreprises et de leers membees. Bon nombre de leers preoccupations at de leurs questions portaient sur ['inclusion ou ['exclusion de proprietes clans les secteurs prometteurs proposds, tandis que d'autres traitaient de fagon plus generale des choix en matiere de croissance et devolution. Pour rdsumer, nous avons entendu ce qui suit: - Des demandes portant sur ]'inclusion de propertes pr €vises dans les secteurs prometteurs pour 1'amenagement residentiel, commercial et industriel ou comme emplacements reserves (c: A-d., les proprietes le long du chemin Sand Cove, de la promenade Chesley, du chemin Ashburn, du chemin Old Black River); Le desir d'inclure les terrains de I'aeroport comme secteurs prometteurs pour I'amenagement industriel et commercial; Le besoin d'avoir un plan de developpement economique qui se rattache etroitement a la nouvelle stratdgie de croissance et au nouveau plan municipal; Le desir quo le plan adopte un point de vue regional; - Des demandes visant a conserver des terrains precis presentant un potentiel pour ['extraction des ressources dans les secteurs ruraux de la strategie de croissance; - La notification des plans d'un promoteur portant sur I'amenagement residentiel a grande echelle de terrains non viabilises en milieu rural. ENGAGEMENT REPORT I RAPPORT DE L'ENGAGEMENT 216 47 Response to Public Feedback The PIanSJ Team carefully reviewed and considered all of the feedback from October 14th until the close of the public review period an October 29th including each of these requests against the Directions for Growth and Change, projected development demand and technical feasibility. A response to each of the site specific submissions was given individually in writing. The PlanSJ Team also met with several stakeholders and business groups to further discuss their requests. All public feedback, including site - specific requests from various stakeholders were also considered as part of the development on the New Direction: Saint John's Choice for Growth and Change presented on December 8th, 2010. The following changes were made In response to public feedback: A blended scenario for growth was developed to reflect the public's aspirations to focus on revitalization of the urban core and also provide a range of housing choices including family oriented housing. Several changes were made to the places to live framework: • North End Urban Opportunity Area: The boundary of this area has been enlarged slightly to include the commercial businesses along both sides of Lansdowne Avenue, and a short section of Metcalf Street and Main Street, leading to Simonds Street at the eastern boundary. • Fairville Place Urban Opportunity Area: The shape and size of this area has been refined slightly to exclude some existing stable residential areas that are currently stable (towards the eastern boundary). As well, the mail site is now envisioned as a long term commercial / retail centre, and as such is now identified as part of the adjacent Fairville Commercial Corridor Opportunity Area. • Lower West Side Urban Opportunity Area: The boundary of this opportunity area has been refined to show a narrowed potential linear park connection from the existing residential area to the Port, (along the northwestern edge of the opportunity area). • Millidgeville Centre Suburban Opportunity Area: The boundary has been revised to more accurately avoid areas with environmental constraints (existing and future storm water ponds). 217 Reponse a la retroaction du public L'equipe du PIanSJ a examine soigneusement toute la retroaction qu'elle a reque depuis le 14 octobre jusqu'e la fin de la periode d'examen public le 29 octobre, y compris chacune de ces demandes en function des voies de croissance et devolution, de la demande prevue en amenagement et de la faisabilite technique. Une reponse a chaque demande portant sur des emplacements precis a ete communiquee individuellement par ecrit. L'equipe du PlanSJ a egalement rencontre plusieurs intervenants et groupes de gens d'affaires pour discuter davantage de leurs demandes. Toute la retroaction du public, y compris les demandes portant sur des emplacements precis provenant de divers intervenants ant egalement ete examinees dans le cadre de I'elaboration du document intitule • Une nouvelle vole: le choix de croissance et devolution pour Saint John ■ presente le 8 decembre 2010. Les changements sulvants ont ete apportes a la suite de la retroaction du public: Un scenario combine de croissance a ete elabore pour tenir compte des aspirations du public de se concentrer sur la revitalisation du centre ville et egalement fournir une gamme de choix de logement, y compris des logements orientes sur les famil les. Plusieurs changements ont ete apportes au cadre des endroits ou vivre : • Secteur prometteur du quartier nord en milieu urbain : Les limites de ce secteur ont ete elargies legerement pour inclure les entreprises commerciales des deux cotes de I'avenue Lansdowne, et un courttrongon de ]a rue Metcalf et de [a rue Main, menant a la rue Simonds a la limite a Pest. • Secteur prometteur de Fauville Place en milieu urbain : La forme at la superficie de ce secteur ont ete legerement mises au point pour exclure des secteurs residentiels qui sont actuellement stables (vers la [ imite de Pest). De meme, 1'emplacement du centre commercial est maintenant envisage comme centre commercial /de magasins de detail a long terme et fait done maintenant partie du secteur prometteur du corridor commercial adjacent de Fairwlle. • Secteur prometteur de I'ancien quartier ouest en milieu urbain : Les limites de ce secteur ont ete mises au point pour montrer un lien linkire plus etroit sous la forme d'un pare a partir du secteur residentiel existant jusqu'au port (le long du bord au nord ouest du secteur prometteur). • Secteur prometteur de Millidgeville Centre en ban lieue : Les limites ont ete revisees pour eviter avec plus d'exacbtude les secteurs comportant des contraintes environnementales (les bassins d'eaux pluviales existants etfuturs). • Suppression du secteur prometteur de Millidgeville Ouest (secteur du chemin Boars Head) a cause des gros problemes de gestion des eaux pluviales. ENGAGEMENT REPORT I RAPPORT DE L'ENGAGEMENT 218 49 • Removing the Millidgeville West (Boars Head Road area) opportunity Area due to significant stormwater management issues. • University Avenue Corridor Suburban Opportunity Area: The boundary now includes some undeveloped lands adjacent to the southwest of the UNBSJ Plateau, and excludes some developed lands along University Avenue. • Forest Hills / Lakewood Suburban Opportunity Area: This large Opportunity Area was reduced in size, to ensure the preferred option offers a balanced mix of housing types across the City. • Monte Cristo /Gault Road Suburban Opportunity Area: This Opportunity Area was reduced in size to ensure that suburban housing forms are balanced with other housing choices across the City and to ensure that there is room for a buffer from an existing and a potential pit/quarry on adjacent lands to the east. • Rural Opportunity Areas: Only one minor revision was made In the Rural Opportunity Areas. The Treadweli Lake area was refined and slightly reduced in size to reflect required buffers surrounding the lake, the boundaries of the watershed, and to more accurately reflect the area of suitable for development. so Sj Several changes were made to the places to work framework: • The Airport and Port Lands are designated as critical transportation infrastructure to better reflect their strategic role • UNBSJ Plateau Suburban Opportunity Area is now designated as a Mixed Use Employment Centre and has been combined with the UNBSJ /Regional Hospital site, reflecting its potential for a mix of mutuaRly- supportive uses, particularly along University Avenue and Sandy Point Road. • McAllister Centre Commercial/ Retall Opportunity Area: The overall boundary of the area remains unchanged, however, careful study has clarified the extent of potential future development here due to existing stormwater management and flood risk issues. A storm water management study will need to be completed in order to permit future development on a number of sites within the area. The overall development potential of the area is therefore subject to further study. • North Community Commercial Opportunity Area: This area has been created to reflect the potential for a transit supportive and convenient destination for neighbourhood retail uses adjacent to several residential opportunity areas. The area is envisioned to complement the larger regional retail destinations, by providing a more diverse mix of smaller format retail and commercial choices, planned to reflect a higher quality of design consistent with the urban character of surrounding communities. • Fairville Corridor Commerciai/Retail Opportunity Area: The boundary of this area has been enlarged to include the existing Lancaster Mall site. 219 • Secteur prometteur du corridor de I'avenue University an banlieue: Les [unites comprennent maintenant des terrains non bfitis adjacents au sud ouest du plateau de I'Universitd du Nouveau - Brunswick, campus de Saint John at excluent des terrains b9tis le long de I'avenue University. • Secteur prometteur de Forest Hills /Lakewood an banlieue: La superficie de ce grand secteur prometteur a et€ r6duite pour garantir qua ['option privilft6e offre une combinaison €quilibr6e de types de logement dans la ville. • Secteur prometteur de Cristo /chemin Gault an banlieue La superficie de ce secteur prometteur a dt6 rdduite pour garantir qua les formes de logement an banlieue sont 6quilibr6es avec les autres choix de logement dans la Wile at qu'il y ait de la place pour une zone tampon d partir de 1'6tabl'issement d'une carri6re potentielle sur les terrains adjacents vers rest. • Secteurs prometteurs an milieu rural: Seule une rdvision mineure a dt6 apportge aux secteurs prometteurs an milieu rural. Le secteur du lac Treadwell a €t€ mis au pout at sa superficie a 6t6 rdduite Idgdrement pour tenir compte des zones tampons entourant le lac at des limites du bassin hydrographique at pour indiquer avec plus exactitude le secteur qui se prdte d I'amdnagement. Plusleurs changements ont dt6 apport6s au cadre des endrolts ob travalller • Les terrains de I'adroport at du port sont ddsignds comme une infrastructure de transport essehtielle afin de mieuxtenir compte de lour r6le strategique. • Le secteur prometteur du plateau de l'Universitd du Nouveau - Brunswick, campus de Saint John an banlieue est maintenant d €sign6 comme un centre d'emploi 6 usage mixte at a dt6 combind d ['emplacement de I'UniverslW du Nouveau - Brunswick, campus de Saint John /I'h6pital rdgional, ce qui tient compte de son potential pour une combinaison d'usages qui se compl6tent mutceilement, an particulier le long de I'avenue University at du chemin Sandy Point. • Secteur prometteur de McAllister Centre pour I'amdnagement commercial /de magasins de d6tail : Les limites globales du secteur sont les memes; toutefois, une dtude attentive a permis de clarifier 11tendue du potential d'amdnagement futur 1ci A cause des probldmes existants de gestion des eaux pluviales at des risques d'inondation. Una dtude sur is gestion des eaux pluviales devra dtre rdalisde afin de permettre I'amdnagement futur de divers emplacements dans le secteur. Le potential d'amdnagement global du secteur est donc soumis d une autre dtude. • Secteur prometteur du Nord pour I'amdnagement commercial : Ce secteur a dtd crdd pour tenir compte du potentiel d'en faire une destination d'appui at commode du service de transport an commun pour utiliser les magasins de d6tail dans le quartier adjacent a plusieurs secteurs prometteurs pour I'am6nagement rdsidentiel. Le secteur devrait compldter les destinations vers les plus Brands magasins de ddtall dans la rdgion an offrant Una combinaison plus varide de choix commerciaux at de magasins de d6tail de moindre envergure, ce qui devrait refl6ter une ccnception de plus grande qualitd correspondant au caractdre urbain des collectivitds environnantes. • Secteur prometteur du corridor Fairviile pour I'am6nagement commercial/de commerces de d6tail: Les limites de ce secteur ont dtd agrandies pour inclure 1'empiacement du centre commercial Lancaster Mall. ENGAGEMENT REPORT I RAPPORT DE L'ENGAGEMENT 220 51 221 PIanSJ Video #2 Deuxieme video du PIanSJ The second PIanSJ Video, produced by local videographer Hemmings House Pictures, featured four Saint John residents who shared their thoughts on growth and development in the City. and what our directions should be for the future. The second PIanSJ Video was shown at the December 8th New Direction Open Douse. It is available on the PIanSJ webs'te atwww.saintjohn.ca /plans or on YouTube by searching "PIanSJ ". A variety of youth gave their thoughts on how they see Sant John, and what they would like to see in the future. Anne McShane, the Chair of the Citizen Advisory Committee, provided background information on PIanSJ and encouraged discussion and feedback on the video through the PIanSJ website. Facebook, the Storefront and other mediums. Kelly Lawson and Jeff Roach discussed the benefits of urban living where population density supports active transportation, culture and other amenities, and how they view the City as the perfect place to raise a family, Graeme Stewart - Robertson gave his thoughts on how green spaces in the City should be valued for their environmental benefit and as important elements of community, and how Saint John should strive to be the best City it can be rather than trying to compete with outlying areas. Peter Pappas discussed what he views as important elements of residential and mixed -use neighbourhoods and ways that the City can support and encourage development in the identified Opportunity Areas. La deuxidme viddo du PIanSJ, r6alisee par le vidLsographe local Hemmings House Pictures, a pr €sent6 quatre residents de Saint A fait part de leurs pensees sur la croissance at I'amenagement dans la ville et sur les voies que noes devrions emprunter 6 I'r:veni, La deuxieme v!deo du PIanSJ a ete present6e lors de la journ6e portes ouvertes sur la nouveile vole le S decembre. Elie est disponible sur le site Web du PIanSJ a I'adresse www.saintjohn.ca/ piansj ou sur YouTube (rechercher a PIanSJ ■), Divers jeunes ont part€ de la fagon dont Us voient Saint John et de ce qu'ils aimeraient voir 6 I'avenir. Anne McShane, pr6sidente du Comite consultatif des citoyens (CCC), a donn6 des renseignements generaux sur le PIanSJ et a encourage les participants a discuter de la video at A faire des commentaires 6 ce suiet sur le site Web du PIanSJ, sur Facebook, au local et par d'autres m€dias. Kelly Lawson at Jeff Roach dont discute des avantages de la vie urbaine ou la densite de is popu!ation appuie le transport actif, la culture et les autres commodit €s, et ont parr ds la fagon dont ils voient la ville comme un endroit parfait pour elever une famille. Graeme Stewart Robertson a parld de la fagon dont les espaces verts dans la ville devraient etre valorises pour leurs avantages environnementaux et oomme elements importants de la collectivite, et de la fagon dont Saint John devrait s'efforcer d'etre la meilleure ville qul soit au lieu d'essayer de rivaliser avec les abords de la ville. Peter Pappas a discute de ce qu'il juge Otre des didments importants des quartiers residentiels et a usage mixte et des fagons dont la ville peut appuyer at encourager I'am6nagement dans les secteurs prometteurs dtablis. ENGAGEMENT REPORT I RAPPORT DE L'ENGAGEMENT 53 222 Cdr Me f �yy iL MOO& 223 I + � a A New Direction: Saint John's Choice for Growth and Change Open House Une nouvelle voie : le choix de croissance et devolution pour Saint John The PIanSJ New Direction Open House was held on Wednesday, December 8th, 2010 from 5:00 to 9:00pm at the UNBSJ Grand Hall on Charlotte Street and was open to all community members. Invitations were e- mailed to everyone on the PIanSJ contact list and 37,000 copies of the City's InSEght magazine containing an invitation were mailed to every household and business to Saint John. The event was also advertised using electronic, radio and print media and through various community networks like Enterprise Saint John, the Board of Trade and Leisure Services. Approximately 110 people attended the Open House and most were there for the screening of the second PIanSJ Video and the presentation at 5:30pm. As at the Choices Open House, part of the registration at the event included a large map of the City where participants were asked to place a small yellow sticker in the general area where they live. The stickers confirmed that the Open House attendants generally represented all areas of the City, and that there were also several participants from Rothesay, Quispamsis and Grand Bay - Westfield. La journee porte ouvertes sur la nouvelle voie du PIanSJ a eu lieu le mercredi 8 decembre 2010 de 17 h a 21 h au grand salon de I'Universiti§ du Nouveau - Brunswick, campus de Saint John de la et s'adressait a tous les citoyens. Des invitations ont ete transmises par cournel A toutes les personnel sur la liste de distribution du PIanSJ et 37 000 exemplaires du magazine InSight/ EnVue de la ville contenant une invitation ont 6t@ envoy6s A chaque m6nage et entreprise a Saint John. L'activite a egalement 6t6 annoncde a ['aide de m6dias dlectroniques, de is radio et de is presse et par Pentremise de divers r6seaux communautaires comme Entreprise Saint John, la Chambre de commerce et les Services des loisirs. Environ 110 personnes ont assist6 a la journ6e portes ouvertes et la plupart 6taient la pour visionner la deuxieme video du PIanSJ et la presentation a 17 h 30. Comme pour la journee ouvertes sur les choix, dans le cadre de I'inscnpUon a I'activitd, les participants ont 6t6 invites a placer un petit collant jaure sur une grande carte pour indiquer le secteur g6n6ral ou ils vivent. Les collants ant confirme que les participants a la fourn6e portes ouvertes representaient gdndralement tous les quartiers de la vie et que plusieurs participants venaient dgalement de Rothesay, Quispamsis et Grand Bay Westfield. ENGAGEMENT REPORT I RAPPORT DE L'ENGAGEMENT 224 55 A New Direction Presentation Highlights We need anew strategy for growth and change in Saint John because past patterns of development are not sustainable. Without a Growth Strategy, Saint John has grown outward from its centre at an ever - increasing rate. If the current development pattern continues, Saint John's development footprint wall continue to consume very significant amounts of land, yet the population is not forecast to grow at a pace that can support such high levels of outward expansion. In order to service such a large land area, Saint John maintains more infrastructure (pipes, sewers, roads, water) and more widely spread services (garbage collection, fire, police, and transit services) than other cities of comparable size. The PIanSJ team has completed a detailed review of the comments of the materials presented at the October 2010 Open House. A wide range of comments were received from members of the public, landowners, developers, City staff, other public agencies, and stakeholder organizations during the review period. The Long Term Vision and draft Growth Strategy were developed based on what we heard from Saint Johners, City staff, the Citizen Advisory Committee and stakeholders. 56 9 l9 Sj Points saillants de la presentation Sur la nouvelle voie Nous avons besoin d'une nouvelle strategie pour la croissance et I'dvolution de Saint John, car les modeles d'amenagement precedents ne sont pas durables. Sans une strategle de croissance, Saint John s'est developpee a partir du centre vers la banlieue a une vitesse sans cesse croissante. Si le modele d'amenagement actuel se poursuit, 1'empreinte de I'amenagement de Saint John continuera de consommer des superficies trds importantes de terrain, pourtant la population ne devrait pas croitre a un rythme qui pourra soutenir une expansion tentaculaire si grande. Afin de desservir un territoire si grand, Saint John maintient plus d'infrastructure (tuyaux, egouts, chemins, eau) et des services plus repartis (services de collecte des ordures, d'incendie, de police et de transport en commun) que d'autres villes de taille comparable. l:dquipe du PlanSJ a realise un examen detaille des commentaires sur le materiel present+' lors de la journee portes ouvertes en octobre 2010. Elie a regu une grande variete de commentaires du public, des proprletaires, des promoteurs, du personnel municipal, d'autres organismes publics et d'organismes d'intervenants au tours de la periode d'examen. La vision 6 long terme et Mbauche de la strategie de croissance ont ete eiaborees en fonction de ce que nous avons entendu des residents de Saint John, du personnel municipal, du Comite consultatif des citoyens et des intervenants. 225 Everything new built on the edge means something empty has been left behind. The number of vacant lands and buildings in Saint John's urban core is significant. This is the result of a loss of investment in urban areas of Saint John. The Growth Strategy aims to turn this pattern around, The Growth Strategy incorporates best practices in urban planning. One of the primary priorities in urban planning today is the promotion of greater environmental, social, cultural and fiscal sustainability through the creation of complete communities. Building complete communities requires efficient and compact development patterns and well -organized land uses that, wherever possible, give citizens easy access to a full range of daily services and amenities within an easy walking distance. We need to become a more complete community with: compact development, diversity of housing and employment, mobility options, protected natural areas, arts, culture and heritage resources, re -use of vacant buildings, and good urban design. Tout ce qui a ete nouvellement construil aux abords de la ville a signifie que quelque chose est reste vacant derriere. Le hombre de terrains et d'immeubles vacants au centre ville de Saint John est eleve. Cette situation est attribuable a une perte d'investissements dans les quartiers urbains de Saint John. La strategie de croissance cherche a inverser cette tendance. La strategie de crolssance incorpore les pratques exemplaires Lune des priorites principales en urbanisme aujourd'hui est la promotion d'une plus grande durabilite environnementale, sociale, culturelle etfinanciere par la creation de communautes completes. Pour edifier des communautes completes, it faut compter sur des modeles d'amenagement efficaces et groupers et des utilisations de terrains bien organiseses qui, dans la mesure du possible, offrent facilement acces aux citoyens a une gamme complete de services et de commodUs chaque jour a une distance raisonnable a pied. II nous taut devenir une communaute plus complete avec : un amenagement groupe, la diversit& du logement et de l'emploi, des options de mobility, des zones naturelles protegdes, les arts, la culture et les resoources patrimoniales, la r6utilisation des immeubles vacants et une bonne conception urbaine. ENGAGEMENT REPORT I RAPPORT DE L'ENGAGEMENT 226 57 A longterm vision to guide future growth and change in Saint John over the next 25 years includes: A connected system of parks, open spaces and natural areas - Rural areas with limited residential development and appropriate resource uses - Connected neighbourhoods that support transit, walking, cycling and other forms of transportation - A strong Uptown that remains the key centre for office, retail, arts and cultural uses for the Greater Saint John Region A mixed use employment area around UNBSJ and the Regional Hospital - Expanded industrial parks in Spruce lake and MCAMster to support the City's industrial base and the Port and Airport identified as critical transportation 'infrastructure Regional commercial centres in the City's East (McAllister), West ( Fairville Boulevard) and South (Uptown) and a neighbourhood commercial node in the North (Somerset Street) - Mixed use neighbourhood commercial opportunity throughout the City to enhance walkability and live -work opportunities - Healthy, stable neighbourhoods throughout the City that will continue to evolve naturally and In keeping with neighbourhood character through minor change - A variety of urban and suburban residential Opportunity Areas that will benefit from redevelopment, municipal investment and targeted residential growth 58 sj Une vision a long terme pour guider la croissance et 1'evolution futures de Saint John au cours des 25 prochaines annees comprend : - Un reseau relict de pares, d'espaces ouverts at de zones naturelles - Des secteurs ruraux ayant un amenagement residentiel iimite et comprenant des utilisations appropriees des ressources - Des quartiers relies qui appuient le transport en commun, la marche, le cyclisme a bicyclette et les autres formes de transport Un centre ville vigoureux qui demeure le centre principal pour ley bureaux, les magasins de detail, les arts et la culture dons la region du Grand Saint John - Un secteur d'emploi a usage mixte autour de I'Universite du Nouveau - Brunswick, campus de Saint John et de I'hopital regional - Des pares industrie[s eiargis au lac Spruce et a McAllister pour appuyer 1'assise industnelle de la vine et le port et I'aeroport, des elements essentiels de ]'infrastructure de transport - Des centres commerciaux regionaux dans 1'est (McAllister), I'ouest (boulevard Fairville) et le sud (centre ville) de [a ville et un nmud commercial de quartier dans le nord (rue Somerset) - Une possibiiite d'amenagement commercial a usage mixte daps les quartiers de [a ville pour ameliorer les possibilites de deplacement a pied et d'habitation ou de travail - Des quartiers sains et stables dans la vine qui continueront d'evoluer naturellement et dont le caractere sera maintenu par des changements mineurs - Une variety de secteurs prometteurs pour I'amenagement residentiel en milieu urbain et en banlieue qui beneficieront du reamenagement, des investissements municipaux et de la croissance residentielle ciblee 227 3 4 S . I. A ` k ;k �4AW ac�n.m Yr. d A longterm vision Une vision A long terme ENGAGEMENT REPORT I RAPPORT DE UENGAGEMENT 59 228 The Draft Growth Strategy: Establishes a structure of well- connected Employment and Residential Opportunity Areas - Provides for a range of housing choices with about 40% detached and semi - detached housing; 30% townhouses; and 30% apartments - Promotes more complete communities throughout the City -- Encourages investment and redevelopment in all five priority neighbourhoods Places to Live - 95% of all new residential development well oe within the Primary Development Area (the area within the Growth Boundary): • 45% in the urban Opportunity Areas • 40% in the suburban Opportunity Areas • 10% distributed throughout the City through infill development and the re -use of vacant properties within existing stable residential areas Natural and Rural Areas - 5% of growth in the Rural Centres, outside the Primary Development Area - Municipal Plan policies will be created to regulate resource uses and protect natural areas Places to Work - Major employment centres Uptown (for office, retail, arts, and mixed use) and on the UNBSJ Plateau (residential, office and institutional uses) - Large - scale, regional commercial centres in McAllister Centre and on Fairville Boulevard - Neighbourhood commercial and retail uses in the North Commercial Opportunity Area - Maintenance of existing industrial areas - Port and Airport lands identified as critical infrastructure - New industrial uses in the Spruce Lake and McAllister Industrial Opportunity Areas L`ebauche de [a strategle de croissance: - Etablit une structure de secteurs prometteurs pour 1'emploi et I'amenagement residentiel been relicts - Offfe une varietd de choix de logement comprenant enveron 40 % habitations endividuelles et maisonsjumelees; 30 % de masons en rang6e; at 30 % d'appartements - Favonse des communaut6s plus compl6tes dans la ville - Encourage les investissements et [e reamdnagement dans les cinq quartiers prioritaires Endro[ts ou vivre Quatre vingt quinze pour cent (95 %) des nouveaux projets d'am6nagement residentiel seront realises dans le principal secteur d'amenagement (qui se situe a l'interieur de la limite de croissance) : • une proportion de 45 % dans lei secteurs prometteurs en milieu urbain • une proportion de 40 % dans les secteurs prometteurs en banlieue • une proportion de 10 % de projets r6partis dans [a ville par I'amenagement axes sur 1'6dification sur terrain interealaire et la rdutilisation des propreetess vacantes dans les secteurs r6sidentiels stables existants Zones naturelles et reglons rurales - Cinq pour cent (5 %) de [a croissance aura lieu dans les centres ruraux, a 1'exterieur du principal secteur d'amdnagement - Des pol;tiques du plan municipal seront elaborees pour reglementer [as utilisations des ressources et proteger les zones naturelles Endrolts oh travalller - De grands centres d'emploi au centre ville (pour les bureaux, [es magasins de detail, les arts, et un usage mixte) et sur le plateau de l'Universit6 du Nouveau - Brunswick, campus de Saint John (usages residentiels et institutionnels at bureaux) - Des centres commerciaux r6geonaux a grande echel[e au McAllister Centre et sur le boulevard Fairville - Des utilisation commerceales et des magasins de detail de quarteer dans le secteur prometteur du Nord pour I'amenagement commercial - Le maintien des zones industrielles existantes - La des[gnation des terrains du port at de I'aeroport comme infrastructure essentielle - De nouvelles utilisations industrielles dans les secteurs prometteurs pour I'amenagement industriel du lac Spruce et 60 �Yr'76J de McAllister 229 J r � t .d ./ i I' �f A 7n Opportunity Areas I'amenagement bien relies ENGAGEMENT REPORT I RAPPORT DE UENGAGEMENT 61 230 62 fZ&nsj 231 Community Voices Following the December 8th New Direction Open House where the draft Vision and Growth Strategy were presented, the communitywas asked to submit their comments and feedback by January 10th, 2011. The following is a sample of what we heard about the draft Growth Strategy: What do you think about the Primary Development Area? "I'd love to strengthen the core. I also like the idea of developing a more mixed use area around the Hospital and University since so many people work and live out there already" * `" honestly believe that the only way to get a thriving downtown area is to have people living here" * "I'd love to have everythingwe need within walking distance" * "[ believe very strongly that having a strong. vibrant, densely populated urban core is absolutely essept al to the survival of our city" * ° my two cents would be to slightly reduce the primary development area to prevent excess 'minor developments' around non - priority areas" * "1 like the boundaries set for the Primary Development Area. We need to have a cutoff point" I believe very strongly that having a strong, v +brant, densely populated urban core is absolutely essential to the survival of our city. Je sus fermement convaincu qu'd est absolument essentiel d'avoir un centre ville vlgoureux, dens6ment peup16 pour assurer ]a survie de notre ville. Voix de la collectivite Aprbs la joum6e portes ouvertes du 8 decembre sur la nouvelle voie a laquelle 1'dbauche de la vision et de la strat6gie de croissance a 60 presentee, nous avons demande aux citoyens de soumettre leurs commentaires et leur r6troaction au plus Lard le 10 janvier 2011. Voici un exemple de ce que nous avons entendu au sujet de Nbauche de la stratdgie de croissance : Qua pensez vous du principal secteur d'am®nagement? ■ Taimerais renforcer le centre ville. J'aime aussi I'idde d'am6nager un secteur a usage mixte autour de I'h6pital at de l'universitd vu que teliement de personnes ytravaillent et y vivent d6j6 •. * . Honnetement, je pense que le seul moyen d'obternr un centre ville en plein essor, c'est de faire en sorte que les gens v vivent * a J'aimerais pouvoir acc €der a tout ce dont nous avons besoin a pied ■. * - Je suis fermement convaincu qu'il est absolument essentiel d'avoir un centre vide vigoureux densement people pour assurer ]a survie de notre ville •. * o Selon moi, on devrait redwre I65g6rement le principal secteur d'amenagement pour emp @cher un nombre excessif de • projets d'arndnagement mineurs " autour de secteurs non prioritaires •. * Jaime la d6limitation du principal secteur d'amenagement.11 nous faut avoir un point limite •. que pensez vous des zones naturelles et des r4gions rurales? • Ne touchez pas au pare Tucker a. * Protdgez le pare Rockwood -. * ■ Ne changez rien aux espaces verts P. * " Retournez ces zones 6 la province ,. * . Les gens 5 Saint John se soucient de prdserver les pares, les espaces vents, le milieu naturel at I'habltat, et it est Important de ne pas perdre, vendre, $changer ou d6tdriorer sur le plan environnemental les far €ts pares daps Pun des pares existants A I'intdrieur des limites ENGAGEMENT REPORT I RAPPORT DE L'ENGAGEMENT 232 63 What do you think about the Natural and Rural Areas? "Don't touch Tucker Park" * "Protect Rockwood Park" * "Don't make any changes to the green areas" * "Return these areas to the Province " * "People in Saint John care about preserving parks, green space, the natural environment and habitat, and It is important that no existing park lands at any of the existing parks within the City be lost, sold off, traded off or environmentally degraded, and this needs to be reflected strongly in PlanSJ" * "most residents of the Uptown do not have much outdoor private green space such as a backyard, so shared racillties such as Rainbow Park, King and Queen Squares and Harbour Passage are very important to us. Keeping these in good order is key to sustaining population Uptown" 64 /`�Sj de la ville, et rl esl important de I'rndiquer been clairement dans le PlanSJ m. * „ La plupart des residents au centre vrlle n'ont pas beaucoup d'espaces privds a l'exteneur comme une cour arriere, dent des installations partagees comme le pare Rainbow, King Square et Queen Square ainsi que le passage du port sont tres importantes pour nous. II est important de les maintenrr en bon etat pour soutemr la population au centre ville r. 233 What do you think about the Opportunity Areas? "Industrial uses should be in Industrial Parks" * "it's good lillUNBSi *Pd the il have been identified as employment Opportunity Areas" * "More focus on the West Side, it would be great not to have to cross the bridge" * "The waterfront should have more common areas and restaurants, walking trails and small unique shops" * "no more malls, especially East on flood plains" * "concentrate residential more around the Uptown and Fairville Boulevard with less growth on the East" * "Open up the Sugar Refinery spot for mixed recreation and housing and connect it with Harbour Passage" * "an active, vibrant airport is the lifeblood of a community... it costs nothing to designate the Airport as a potential development area" * "focus on the urban residential area" * "More commercial (retail or small office) in vacant land in the City core" * "avoid suburban growth in the East Side due to water /drainage concerns" * "concentrate on the centre" * "I don't think people want to build new houses in the core because of fog and crime... there should be more development in areas like Cedar Point, Monte Cristo, Ocean Westway, Tartan Street. Areas with river or ocean views that are outside the fog belt" * 'More commercial development in the North End" * "Development has to start with a rejuvenation of the downtown business core" * "promote businesses to move into boarded -up storefronts" * "focus on Uptown and the Old North End first, West and East later" * "Fairville - this neighbourhood is readyto return to its glory days" * "what l would love to see, that would complement new development in the North End and Crescent Valley areas would be a "greyfield" development project that would redevelop Lansdowne Place Mall into a more urban, mixed use, street - and grid - oriented development" * 'we support the PIanSJ Team's recognition of the Saint John Airport as critical transportation infrastructure. As stated previously; however, in order to sustain that critical transportation infrastructure, the SJAI requires revenue diversification tlzraugri land development.., the Airport area il l; : identified tE -, potential industrial /commercial /retail opportunity area" * "new residential and retail development in the Uptown, Quo pensez vows des secteurs prometteurs? Les utilisations industrielles devraient se trouver clans les pares industriels 9. * C'est bon d'avorr designe 1'Unnrersite, du Nouveau - Brunswick, campus de Saint John et I'hiiprtal comme des secteurs prometteurs pour I'emploi ". * . Plus d'accent sur Ile quartier ouest, ce serait beau de ne pas titre oblige de traverser le poet ■. * II devrad y avoir plus d'arres communes et de restaurants, de sentiers de randonnee at de petdes boutiques panccu[teres dans le secteur nverarn * • Fini Iles centres commerciaux, en particulier clans I'll sur Iles plaines inondables •. * - Concentrez plus l'amenagement residentrel autour du centre ville et du boulevard Fairville et Irl la croissance dans I'Est w. * " Ouvrez 1'emplacement de la raffinerie de sucre pour un usage mixte, soil les lotsirs et le logement, et rehez -le au passage du port.. * ., Un aeroport actif et dynamique est vital pour une coliectivite... cela ne coute rien de designer I'aeroport comme un secteur d'amenagement potentiel .. * . Concentrez -vous sur le secteur residential en milieu url =. * - Plus de projets d'amenagement commercial (magasrns de detail ou petits bureaux) sur Ies terrains vacants au centre vide * ■ evitez la croissance en banlieue dans le quartier est A cause des prOoccupations lies A Peau ou au drainage .. * ,. Concentrez -vous sur le Centre •. * " Je ne pense pas que les gens veulent construire de nouvelles maisons au centre ville b cause de to brume et des activites criminelles... it devrait y avoir plus de projets d'am6nagement dans des secteurs comme Cedar Point, Monte Cristo. Ocean Westway, la rue Tartan. Des secteurs qui donnent sur le fleuve ou l'ocdan et qui sont 5 1'extdrieur de la zone d'apparition de la brume 0. * " Plus de projets d'amenagement commercial dans le quartier nord •. * . L'am6nagement doit commencer par la revitalisation du centre commercial au cceur de la ville ■. * ., Encouragez des entreprises; s'installer dans les deventures recouvertes aveuglees * R Concentrez vous sur le centre ville et I'ancien quartier nord pour commencer, puffs sur I'ouest et 1'est plus tard ■. * ,. Fairville - ce quartier est it a retourner i ses jours de gloire •. * ■ Ce que j'aimerais voir qui coma lrsterait les nouveaux projets d'amenagement clans le quartier nord et le secteur de Crescent Valley, ce serait le projet d'amenagerrient de secteurs ENGAGEMENT REPORT I RAPPORT DE L'ENGAGEMENT 234 65 North and South Ends should be encouraged" * "marginally increase the land budget for urban development areas at the expense of the land budget for suburban development areas" * "the outer suburban development areas should be staged if they are to exist at all - focus all development in the central parts of the City and once all the suburban areas of Millidgeviile are full, open up the outer areas if there still exists a demand for suburban development" * "if your Harrigan Lake property is not an opportunity area, then I cannot imagine your definition. I know it is a political hot potato but that should be councils' problem and not a Municipal Plan concern. My tax dollars went to develop that area, it was planned for development, It fits all the servicing criteria, it is a high resale demand area and yet the orange area appears to stop short of that development area" * 'Instead of trying to get all things done at once, let's pick the top two or three things that are most urgent and need the greatest amount of attention and effort' sous ublisds qui comporterait le rdamenagement du Lansdowne Place Mall an un amdnagement plus urbain, a usage mixte, axd sur les rues et le quadrillage * Nous aimons le fait quo Fequipe du PlanSj ad reconnu I'aeroport de Saint John comme une infrastructure de transport essentrelle. Comme it a dtd mentionnd plus tot. cependant. atin de soutemr I'rnfrastructure de transport essentrelle. I'aeroport de Saint John doit compter sur la drversificatson des recettes par I'amenagement des terrains... le secteur de I'adroport dolt titre designe comme un secteur potentiel pour I'amenagement rndustriel, commercial ou de magasins de ddtail * • On devrait encourager les nouveaux projets d'amdnagement residentlel et de magasins de ddtail au centre vwlle ainsi que dans les quartiers nord et sud ■. * Augmentez de fagon marginale le budget foncier pour les secteurs d'amenagement en milieu urbam aux depens du budget fonder pour lei secteurs d "amenagement en banheue * o II faut prdparer les secteurs d'amenagement en banlieue pour garantir qu'ils existent - concentrez tous 66 9Y4nSj 235 What do you think about the Draft Growth Strategy overall? "seen a good evolution since October" * 1 think that the draft land use maps for the official plan look great, I was hoping to see something like this" * "generally, we are very pleased with the growth option that is being put forward" * "we love Saint John, we love Uptown and we would like to stay. Please make it easy for us to make that decision by creating an appropriate Municipal Plan for the 21st century that encourages a good quality of life in a high - density, ecologically friendly more urban environment" * "I think that the draft land use maps for the official plan look great I was hoping to see something like this" * "it appears to be pretty close to option 2, despite the strong preference of citizens towards denser development anti a 'small portion' of business preferring less dense development" * "Keep up the great work, and we are supporting the ideas and plans" les projets d'amenagement dans les parties centrales de la ville et, des que taus les secteurs en banlieue de Millidgeville sont remplis, ouvrez les secteurs en abord s'd existe touJours une demande pour I'amenagement en banlieue * Sr votre propnete au lac Harrigan nest pas un secteur prometteur, Je ne peux pas imaginer quelle est votre definition. Je sais que c'est un suet delicat sur le plan politique qui devrait titre le probleme du consed el non pas une preoccupation du plan municipal, Mes impbts sont alles a I'amenagement cie ce secteur, ce qui etait prevu; re secteur repond a tous les criteres pour le raccordement des services, it est tres en demande pour [as reventes et, poartant, les limites du secteur de couleur orange semblent arreter avant ce secteur d'amenagement * • Au lieu d'essayer de tout faire d'un seul coup, essayons de choisir Ies deux ou les trots projets les plus importants qui pressent le plus et qui demandent le plus d'attention et d'efforts •. Que pensez vous de I'ebauche de la strategle de crolssance dans 1'ensemble? • J'ai vu une bonne evolution depuis octobre •. * - Je pense que I'ebauche des cartes demontrant I'utdisation des terrains pour le plan parait been; l'esperais voir quelque chose du genre * ■ En general, nous sommes tres satisfaits de I'option de croissance qui est presentee ■. * Nous aimons Saint John, nous aimons le centre vrlle et nous aimerions rester. Veuillez nous alder a prendre cette decision en ereant un plan municipal appropne pour le XXle siecle qui encourage une bonne quality de vie dans un milieu plus urbam sensible sur le plan de 1'environnement et a forte densrte * • Je pense que 1'ebauche des cartes demontrant ('utilisation des terrains pour le plan paralt bien. J'esperais voir quelque chose du genre * Cela semble se rapprocher beaucoup de la deuxreme option, en depit de la preference des doyens a I'egard d'un amenagement plus dense et de la preference dune . faible proportion . d'entreprises a 1'egard d'un amenagement moins dense * . Poursuivez le beau travail, et nous appuyons les idees et les projets •. ENGAGEMENT REPORT I RAPPORT DE L'ENGAGEMENT 236 67 What topics would you like to discuss for the Municipal Plan policies? "we need to help the older neighbourhoods attract homeowners" * "promote businesses to move into boarded - up storefronts" * "ensure that infill in heritage areas is sensitive to existing heritage buildings" * "build density without height (5 -8 storeys instead of 20 storey towers)" * "taller buildings in the Uptown and the South End, more than 4 storeys" * "build for people, not automobiles' * "balancing heritage concerns with functionality - a living city vs. a museum" * "consider the size of roadways to ensure Saint John remains a walkable city" * "clear incentives to encourage developers to invest energy and effort in high priority neighbourhoods" * "taller buildings in the Uptown and the South End, more than 4 storeys high" * "design standards for neighbourhoods outside of heritage areas" "tree planting - improve street trees" * "climate change and sea level rise in Saint John and the effects of peak oil on Saint John" * "address issues of crime" * "need a grocery store in the South End to make it a real complete community" * "take care that resource extraction doesn't interfere with people's quality of life" * "guidelines for new residential housing" * "provide tax incentives for those who wish to build new in the City" * "one of the main factors that creates a desire to live in a community is recreational facilities. In particular, hiking and bicycling trails" * "require new developments to plant and maintain street trees" * "streetscaprng is central to building beautiful cities" * "with Saint John already being prcactive on composting and recycling, it would seem fairly accomplishable for Saint John to tackle zero waste" * "we hope that detailed discussions will include well thought -out provisions for future multi - functional energy corridors, since the energy sector is very likely to remain a significant economic driver for the City" * "higher frequency of buses through the City core, more covered bus shelters, more frequent cleaning of bus shelters and better connections" * "if Saint John wishes to attract people back to its core, I believe families are a demographic you should target - families want clean safe housing in clean safe neighbourhoods with clean safe schools, playgrounds and recreational facilities in good repair" 68 9Yansj Quels sulets almerlex vous qui solent abordes dans les politiques du plan municipal? Nous devons aider les vieux quartiers a attirer des propri €taires+. * Fncouragez des entreprisesa s'+nstaller clans les devantures recouvertes aveuglees * + Volr a ce que I'edification sur terrain intercalaire dans les aires du patrimoine soft sensible aux ddifices du patrimoine existants +. * Recherchez la densite sans la hauteur (des tours de 5 a 8 etages au lieu de 20 etages) * + Des immeubles plus eleves au centre ville et clans le quartier sud, de plus de 4 etages +. Ei6tir pour les perscnnes et non pas les automobiles .. * M Concilier les preoccupations au sujet du patrimoine et la fonctionnalite -- une ville vivante plutSt qu'un mus €e +. * Tenez compte de la dimension des chemms pour garantir que Saint John continue d'etre favorable aux pietons ". * 4 Des mesures d'incitation claires pour encourager les promoteurs e investir de l'energie et des efforts dans les quartiers tres prioritaires +. * Des immeubles plus eleves au centre ville ei dans le quartier sud, de plus de 4 etages * + Des normes de conception pour les quartiers a 1'exterieur des aires du patrimoine ■. * La plantation d'arbres - amehorer les arbres le long des rues +. * @ Les changements ciimatiques et I'elevation du niveau de la mer a Saint John et les effets du pic petrolier a Saint John ■. * „ eliminez [as activites criminelles +. * ■ II faut etablir une epicerie dons le quartier sud pour en faire une vraie communaute complete •. * „ Voir a ce que ['extraction de ressources no nuise pas a la quahte de vie des gens x. * + Des iignes directrices pour les nouveaux logements residentiels ■. * - Offrir des incitations fiscales a ceux qui veulent construire en ville ". * . Les installations recreatives sur l'un des facteurs principaux qui nous incitent 6 vivre daps la collectivite. Je parle en particulier des sentiers de randonnee at des pisses cyclables ■. * „ Il foul lancer de nouveaux projets d'amdnagement pour planter des arbres le long des rues at les entretenir, * + L'amertagement paysager le long des rues est determinant pour edifier de belles vines +. * Vu que Saint John fait d6jb montre de proactivite pour le compostage et le recyclage, cela serail: probablement possible tusqu'a un certain point que Saint John elimine taus les dechets �. * " Nous esperons que des discussions detaillees comprendront des 237 dispositions bien conques pour I'etablissement de corridors d'energie multifonctionnels a I'avenir, vu que le secteur de I'energie est probablement un facteur important de 1'economie de la ville * Des trajets du service de transport en commun plus frequents au centre ville, plus d'abribus recouverts, un nettoyage plus frequent des abnbus et de meilleures corresponda noes d'autobus a. * • Si Saint John veut que plus de personnes reviennent au centre ville, je pense que les families sont un groupe demographique qu'il faudrait viser - les families veulent un logement propre et securitaire dans un quartler propre et securitaire avec des ecoles, des terrains de jeu et des installations reordatives propres et securitaires et en bon dtat •. ENGAGEMENT REPORT I RAPPORT DE l_'ENGAGEMENT 69 238 Summary of what we heard - Generally the level of public feedback was strong with 124 comments received at the open house, in the strorefront !n- .; , ,, 2:;- Y.-T vi and online submissions. Below is a summary of feedback: • widespread support for the overall direction in the Growth Strategy with strong support for reinvesting and redeveloping the urban core of the City. • A strong consensus about focussing development within the primary development area. • Suggestion for urban opportunity areas to be prioritized to support development of priority neighbourhoods • Suggestions for staging of suburban areas • Support for retaiVemployment nodes in the Uptown, North End Commercial and Fairville areas • Continued concern with the east side flooding/stormwater issues • Site specific requests for Airport to be designated as an opportunity site, for Port to be removed and for some approved developments to be recognised 7o *xnS) Several individuals, companies and organizations throughout o., - "' ,, , +-7,,) submitted comments, including requests to add new Opportunity Areas, as well as more general comments on I he draft Growth Strategy and PlanSJ process. In summary, we heard: - Requests for specific properties to be included as F, i _ ity Areas, such as properties along Sand Cove Road, Sandy Poir:t Road, Chesley Drive, Grandview Avenue and Highland Road; - A request for the Airport lands to be included as an industrial and commercial Opportunity Area - A desire for PIanSJ to coordinate wltn land use plans currently being undertaken by the Port Authority and the Airport Authr-r'ly. - A request for Port lands to be shown only as federal land :` Cher potential land uses indicated; - A request for PlanSJ to recognize Saint Johners' desire to preserve existing parkland within the City. 239 Res=6 de ce que nous avons entendu • Gdneralement la retroaction du public 6tait dlevee, nous aprons requ 124 commentaires 6 la journee pones ouvertes, au bureau et par la voie de divers commentaires soumis par ecrit et en ligrie. Voici un resume de la r6troaction : • Un appui generalis6 en faveur de ['orientation generale de .a strategie de croissance et un appui etendu en faveur des reinvestissements au centre ville et de so revitalisation. • Un consensus eloA au sujet de la concentratlon de ;'amenagement dans le principal secteur d'amenagement. • L'idee d'etablir I'ordre de pfiorO des secteurs prometteurs pour appuyer I'am6nagement des quartiers prioritaires. • La suggestion de preparer les secteurs en banlieue. • Un appui a I'egard des nceuds de magasins de detail/ Teatploi au centre ville, dans le quartier nord commercial et ;e secteur de Fairviile, • La preoccupation constante a l`isgard des probiemes d'inondat'on /d'eaux pluvia[es dans I'Est. • Des demandes portant sur des emplacements precis, soft de designer I'aeroport comme un emplacement prometteur, de retirer le part et de reconnaitre certains projets d'amenagement approuves. Plusieurs personnes, entreprises et orgenismes dans la ville ont egalement presente des commentaires, y compris des demandes visant 6 ajouter de nouveaux secteurs prometteurs, de m6me que des commentaires plus gdn €raux sur I'dbauche de strategie de croissance et Is processus du PlanSJ. En resurne, nous avons entendu ce qui suit: - Des demandes visant 5 inclure des propridtes particuliAres comme secteurs prometteurs, comme les proprietes le long du chemin Sand cove, le chemin Sandy Point, la promenade Chesley, ['avenue Grandview et le chemin Highland; - Une demande visant a inclure les terrains de l'aeroport comme secteur prometteur pour I'smenagement ind.ustriel et commercial; -- Le desir que le PlanSJ coordonne les plans d'utllisation des terrains actuels qui sont entrepris actuellement par I'administration portuaire et ['administration aeroportualre; - Une demande visant a prBsenter les terrains du port comme des terrains f6deraux seulement qui n'offrent aucun potentiel en ce qui concerne les autres utilisation de terrains indiqudes; - Une demande pour que le PlanSJ reconnaisse le ddsir des residents de Saint John de preserver les forets -pares existants dans la ville. ENGAGEMENT REPORT I RAPPORT DE L'ENGAGEMENT 240 71, Response to Public Feedback All public feedback, including requests from various stakeholders has been be carefully considered by the PlanSJ Team, including consultants, City staff, the Citizen Advisory Committee and the Steering Committee during the review and refinement of the draft Growth Strategy. The PlanSJ Team carefully reviewed the site specific requests in relation to the Directions for Growth and Change, projected development demand and technical feasibility and will respond to each of these submissions individually in writing. 72 -1-Y4795) Below Is a summary of how the team will be addressing these Issues In the recommended Growth Strategy: • The current boundaries of the primary development area will be retained with policy to be established at the Municipal Plan phase to define parameters under which any extensions or changes could be considered. • Recognition of approved properties in the east side of the City as committed developments. with policy to be established at the Municipal Plan phase concerning parameters for gra ndfathe ring. • Any feedback concerning Sandy Point Road lands is being considered under a separate study which was directed by Council. • Retention of the Port lands within the opportunity designations; however. the Growth Strategy will recognize that these lands fall under federal authority and that federal authority prevails over municipal land use regulations. • The Airport will remain under the transportation designation in the Growth Strategy; however, policy will be included at the Municipal Plan phase of PlanSJ to a) recognize the critical importance of the Airport and the Port lands at in the national transportation network and b) supportthe economic development of the Airport. Policy will also recognize these lands as regional assets, and encourage collaboration in the development of updated Port and Airport land use plans to ensure the community aspirations for these lands are carried forward. 241 Rdponse a [a retroaction du public L'dquipe du PlanSJ a examind attentivementtoute is rdtroaction du public, y compris les demandes des divers intervenants, dont les consultants, le personnel municipal, le Comitd consultatif des citoyens (CCC) durant 1'examen et la mise au point de Mon uche de stratdgie de croissance, Elie a examines attentivement les demandes portent sur des emp,acements particuliers par rapport aux voies de croissance et d'dvolution, A Is demande pr €vue en amdnagement at A Is faisabilitd technique. Elie rdpondra a chacune de oes soumissions individuellement par 6cnt, . Vous trouverez cl -dessous un r6sum6 sur In fagon dont 1'6quipe abordera ces questions dans le cadre de Is stratdgle de croissance recommandde : • Les limites actuelles du principal secteur d'amdnagement seront maintenues avec 1'6tablissement de Is poletique au tours de Is phase relative au plan d'amdnagement an vue de ddfinir les paremetres en vertu desquels tout prolongement ou tout changement pourrait We pris en considdration. • La reconnaissance des propri6tds approuvdes d 1'est de ]a ville en tent qu'amdnagements rdservds, avec 1'6tablissement d'une politique au oours de la phase relative au plan d'amdnagement an ce qui concerne les param&tres pour ]es droits acquis. • Toute rdtroaction concernant les parcelles du chemin Sandy Point est examinde Bans une dtude distinete sous Is direction du oonseif. • Le main Lien des zones portuaires Bans les ddsignations de quartler favorable au ddveloppement. Cependant, la stratdgie de croissance reconnaitra que ces zones reldvent de 1'autoritd f6ddrale at que I'autoritd fdddrale prOvaut sur les rdgles d'utilisation des terres municipales. • Cadroport conservera Is ddsignation de zone de transport dans le cadre de Is stratdgie de croissance. Cependant, Is politique sera comprise dans Is phase relative au plan d'amdnagement du PlanSJ pour: a) reconnaitre 1'importance cruciaie de I'adroport at des zones portuaires dens le rdseau de transport national; b) soutenir Is ddveloppement dconomique de I'adroport. La politique reconnoitre aussi ces zones en Cant qu'atouts rdgionaux et eiie encouragera Is collaboration dans 1'61aboration de plans d'utilisation de zones portuaires et de terrains adroportuaires afin de veiller A ce que les aspirations communautaires de ces terres soient mendes d bier. ENGAGEMENT REPORT RAPPORT DE L'ENGAGEMENT 242 73 10L ow _ 04 Ifgwk _v 243 Next Steps in the Engagement Strategy Prochaines etapes dans la strategie de mobilisation Following revisions to the draft Growth Strategy based on community feedback up to January 10th, 2011, the PlanSJ Team will present the recommended Growth Strategy to Common Council for endorsement on March 14, 2011. The final Growth Strategy will form the basis for the new Municipal Plan that will be completed in 2011. The Municipal Plan policies will also be based on the input received from the community so far, best practices in urban planning, the Technical Background Report:. and requirements for a Municipal Plan set out under Provincial legislation. There will be significant opportunities for further discussion and feedback on the draft Municipal Plan policies, includ,ng community engagement events in April and June of 2011. mwi r A la suite de revisions a ['ebauche de la strategie de croissance d'apres la retroaction du public qu'elle a reque tusqu'au 10 janvier 2011, I'equipe du PlanSJ presentera ]a strategie de croissance recommandee au conseil municipal pour qu'il 1'endosse le 14 mars 2011. La version definitive de la strategie de croissance formera [a base du nouveau plan municipal qul sera terming en 2011. Les politiques du plan municipal seront egalement basees sur la retroaction reque des citoyens jusqu'e present, sur les pracques exemplaires en urbanisme, les rapports d'information techniques, et lea exigences relatives a un plan municipal etablies en vertu de la loi provinciale. II y aura beaucoup de possibilk6s de poursuivre la discussion et de se prononcer sur I'ebauche des po[itiques du plan municipal, y compris les activites de mobilisation communautaire en avril et en juin 2011. ''"'Mrw spnng/Prb:tatnps ru mrnarAtb Fag /AutN ne 2010 2010 2010 2010 2011 2011 k*k DNlntra 6aftft the c<r,!,nned Dr.n Final uaosM Mw7 D+TeWon Finn tv Munk yst U -.'pa! R Oppwh"n n G Q. th s Cnan�e Fan PEan .acnv:ni D.11. non des-j— D4W.Ination i � .n+ Ck..e+x y.,'Y'+M wnr.m WIIH&i et tles pc�sprclivn tle lbrlerstatian i se,.� rl'm�+ +iaer -tr�n �uln�+n��sss� ENGAGEMENT REPORT I RAPPORT DE L'ENGAGEMENT 244 75 Future engagement opportunities Include: - Regular meetings with the Steering Committee and Citizen Advisory Committee - Common Council updates •- A sixth set of display materials in the Storefront and neighbourhood displays - The fourth PlanSJ Newsletter - The third PlanSJ video - Two major public engagement events on the Municipal Plan in April and June of 2011 - Review of the final Municipal Plan bythe Planning Advisory Committee (PAC) and Council in the winter of 2011 You can also stay In touch with the PIanSJ project and give your Input by: 19 Visiting the P!anSJ Storefront in Brunswick Square 4) Calling the PIanSJ office at 635 -2000 0 Checking out the Plan SJ webs ^t. www.saintjohn.ca; plans) Q 6- mailingthe PlanSJ Team at 0 Becomirg a fan of HanSJ on 6 _ cc ia= 19 Following @oityofsaintjohn on Twitter 76 -FOnSj Parml les futures possibilltes de moblllsatlon communautaire, mentlonnons : - des reunions regulieres avec le comite directeur et le Comrte consultatnf des citoyens; les mises a jour du conseil communal; - une sixieme serie de materiel destine aux expositions au bureau et dans les quartiers; le quatrieme bulletin du PlanSJ: - Ia troisieme video du PlanSJ; deux activites importantes de mobilisation du public au sujet du plan municipal en avril et en juin 2011; - 1'examen de la version definitive du plan municipal par le Comite consultatf d'urbanisme et le conseil au tours de I'hiver 2011. Vous pouvez aussl obtenlr des renselgnements sur Pavancement du projet du PlanSJ at Bonner votre rgtroactlon on: 0 vows rendant au bureau du projet Plan SJ au centre Brunswick Square; © appelant au bureau du projet PlanSJ au 635 2000; © consultant le site Web du Plan SJ A t'adresse www.saintJohn.ca/plansj; 0 envoyant un oourriel & 1'6quipe du PlanSJ plansjOsaintjohn.ca; © devenant un adepte du PianSJ sur Facebook; d suivant @cityofsaintjohn sur Twitter 245 246 247 REPORT TO COMMON COUNCIL M &C- 2011 -45 March 11, 2011 His Worship Mayor Ivan Court and Members of Common Council Your Worship and Councillors: SUBJECT: Proposed Rezoning 1147 Loch Lomond Road: Josselyn Road Extension BACKGROUND: City of Saim John At the meeting of February 28, 2011 Common Council held a Public Hearing and gave first and second reading to a proposed rezoning to allow for the construction of a multiple unit building containing 44 dwelling units at 1147 Loch Lomond Road. Consistent with the Staff Report and the Planning Advisory Committee recommendation, the rezoning was proposed to be subject to Section 39 conditions, one of which was: "The developer must complete, at his expense, the construction of the proposed Public Street as well as the prolongation of Josselyn Road from its present terminus to its intersection with the proposed Public Street, within one year of occupancy of the building. " As a result of presentations at the Public Hearing, Common Council requested that Staff report back to Common Council prior to third reading regarding the implications of not requiring the connection of Josselyn Road to the proposed Public Street. .• M &C- 2011 -45 -2- March 11, 2011 ANALYSIS: Both Municipal Operations and Engineering and Planning Staff are of the opinion that the requirement that Josselyn Road be extended to connect to the proposed Future Public Street should remain one of the Section 39 conditions attached to the rezoning. Access Considerations Currently Josselyn Road terminates in a dead end without a proper turnaround or cul -de -sac. Staff note that when new roads in subdivisions are proposed that will temporarily terminate and eventually be extended, it is current policy to require a temporary turnaround to be constructed to allow for normal traffic and municipal service vehicles to easily turn around without going through a complicated maneuver such as a multi -point turn or using a private driveway. The City's Subdivision By -law limits the length of a cul -de -sac to 105 metres, which may be increased to 225 metres if there is an emergency access or pedestrian walkway with a clear travel width of 3 metres providing access to an adjacent street. Currently Josselyn Road extends a distance of 430 metres from the intersection with Garnett Road and serves 24 single family dwellings including 2 on Josselyn Court. Staff are of the opinion that requiring the extension of Josselyn Road in conjunction with the construction of the proposed Public Street will improve the overall connectivity of the area by providing an additional access to the neighbourood beyond Josselyn Road. It will also improve access for emergency vehicles and other City service vehicles including snow removal equipment and refuse collection vehicles by providing a second route to access the properties on Josselyn Road. Staff note Josselyn Road is effectively a dead end street which does not meet the current City standards for cul -de -sac length. Topographic Considerations During the Planning Advisory Committee meeting and Public Hearing, concerns were raised regarding the change in elevation at the end of Josselyn Road. Based on a review of contour information, the elevation difference is 3 metres and the existing grade is between 8% and 9 %, sloping downwards towards to the proposed Public Street. Staff note other locations around the City exist where approaches to intersections have grades of similar magnitude. Traffic and Short - Cutting The potential for increased traffic on Josselyn Road as a result of its perceived attractiveness as a "short cut" was also cited as a concern at the Planning Advisory Committee meeting and Public Hearing. Staff note that the distance travelled by the shortcutting vehicles along the proposed Public Street, Josselyn Road and Garnett Road would be approximately 650 metres, compared to a distance of approximately 550 metres along Loch Lomond Road between the proposed Public Street and Garnett Road intersections. 249 M &C- 2011 -45 -3- March 11, 2011 Staff note that not only is the "short cut" 100 metres longer, but the inbound (towards the City) "short cutting" vehicles would have to make 4 additional turns including left turns at the Public Street / Josselyn Road and Josselyn Road / Garnett Road intersections in addition to the delay associated with finding an acceptable gap in the traffic stream to enter the traffic stream on Loch Lomond Road via a right turn at the Loch Lomond Road/ Garnett Road intersection. Given this, staff are of the opinion that it is not likely there would be a measurable travel time reduction by utilizing the "short-cut" instead of remaining on Loch Lomond Road and having to wait for one cycle of the traffic signal. A review of this issue and associated traffic calming measures was a condition added to the scope of the required traffic study by the Planning Advisory Committee. Based on a review of air photo information, the pavement width of Josselyn Road is approximately 7 metres to 7.5 metres which is less than the current City standard of 9.2 metres for an urban local street but generally consistent with the 7.4 metre pavement width for a rural road. One of the key tenets of traffic calming is narrowing the travelled portion of a roadway to reduce both traffic speed and traffic volume. It would therefore seem unlikely that any traffic calming will be warranted, but the traffic study identified in condition (h) will review this thoroughly. Growth Strategy Staff also note that the proposed Growth Strategy developed for Plan SJ designates this area as a Suburban Opportunity Area. For successful implementation of Plan SJ, connectivity between neighbourhoods and subdivisions is essential. This increased connectivity serves to reduce the environmental impact of transportation through items such as idling reductions and makes non - motorized trips more attractive through reductions in walking and cycling distances. Providing increased connectivity was an issue raised by the Public during the extensive Public Engagement conducted to date for Plan SJ. Public Street / Private Driveway Access Staff have met with the applicant and their consultant as a courtesy to discuss Staff's position regarding the roadway extension. From the discussion at the meeting, the developer informed staff that the construction of a Public Street access is a condition of the agreement of purchase and sale with the current landowner. Given that a new Public Street (from Loch Lomond Road to the boundary of the development site) is a necessity for the project to proceed, the developer is prepared to make the Public Street connection to Josselyn Road if deemed necessary by Council. Staff therefore recommend that Common Council proceed to adopt the Section 39 conditions as advanced by the Planning Advisory Committee. 250 M & C-2011-45 - 4 - March 11, 2011 RECOMMENDATION: Staff recommend that Common Council proceed to give third reading to the By- law to rezone the property located at 1147 Loch Lomond Road to "RM -1" Three Storey Multiple Residential and further that Common Council adopt Section 39 conditions as identified in the report from the Planning Advisory Committee. Respectfully submitted, Ken Forrest, MCIP, RPP Commissioner Planning and Development J. Patrick Woods, CGA City Manager IL7 Project No. 11 -021 251 avvG '� FEBRUARY 11, 2011 PLANNING ADVISORY COMMITTEE COMMUNITY PLANNING 4, PLANNING AND DEVELOPMENT MEETING OF FEBRUARY 15, 2011 REVIEWED BY: ,I-0 f. Mark Reade P. Eng., MCIP, RPP Ken Forrest, MCIP, RPP Senior Planner Commissioner Name of Applicant: Columbian Charities Council 6595 (2004) Inc. Name of Owner: Raymond and Janet Debly Location: 1147 Loch Lomond Road! PID: 00434548 (portion) Municipal Plan: Low Density Residential Zoning: Existing: "RS -2" One and Two Family Suburban Residential Proposed: "RM -1" Three Storey Multiple Residential Proposal: To subdivide a portion of the lot and construct a 44 -unit residential building Type of Application: Rezoning, subdivision, and variances to: a) Permit a driveway within 10 metres of an intersection of two street lines; and b) Permit the development of a double frontage lot. (P4 -- SAINT JOHN P.O. Box 1 971 Saint John, NB Canada E2L 4L1 I www.saintjohn.ca I C.P. 1971 Saint John, N.-B. Canada E2L 4L1 252 Columbian Charities Council 6595 k4004) Inc. Page 2 1147 Loch Lomond Road February 11, 2011 The Community Planning Act authorizes the Planning Advisory Committee to give its views to Common Council concerning proposed rezoning applications. The Committee's recommendation will be considered by Common Council at a Public Hearing on Monday, February 28, 2011. The Act also authorizes the Planning Advisory Committee to grant reasonable variances from the requirements of the Zoning By -law and Subdivision By -law. The Committee can impose conditions. In addition, the Act authorizes the Planning Advisory Committee to give its views to Common Council concerning the subdivision of land, including the assent of streets, land for public purposes, and public utility easements, as well as the authorization of City /Developer Subdivision Agreements. 111� 11p 1 1 1 ii That Comunon Co'anc:1 rezone a parcel of land having an area of approximately 1.8 hectares located at 1147 Loch Lomond Road, also identified as being a part of PID Number 00434548 from "RS -2" One and Two Family Suburban Residential to "RM -1" Three Storey Multiple Residential. 2. That, pursuant to Section 39 of the Community Planning Act, the development and use of a parcel of land having an area of approximately 1.8 hectares, located at 1147 Loch Lomond Road, also identified as being a part of PID Number 00434548 be subject to the following conditions: (a) The developer must pave all parking areas, loading areas, vehicle manoeuvring areas and driveways with asphalt and enclose them with continuous cast -in -place concrete curbing where necessary to protect the landscaped areas and to facilitate proper drainage; (b) The developer must provide adequate site drainage facilities in accordance with detailed site grading and drainage plans and design brief., prepared by the developer and subject to the approval of the Chief City Engineer or his designate, indicating how storm water collection and disposal will be handled; (c) The developer must provide an engineering water and sewer analysis determining the impact of the development on the existing infrastructure, and a detailed engineering servicing plan for the approval of the Chief City Engineer or his designate; (d) The developer must landscape all disturbed areas of the site not occupied by buildings, driveways, walkways, parking and loading areas; (e) The site shall not be developed except in accordance with a detailed site plan, landscaping plan and building elevation plans, prepared by the developer and subject to the approval of the Development Officer, indicating the location of all buildings, structures, parking 253 Columbian Charities Council 6595 kZO04) Inc. 1147 Loch Lomond Road Page 3 February 11, 2011 areas, vehicular manoeuvring areas, driveways, loading areas, signs, exterior lighting, exterior building materials and finishes, landscaped areas, and other site features; (f) The approved plans mentioned in conditions (b) and (g) above must be attached to the application for building permit for the development; (g) All site improvements shown on the approved site plan, landscaping plan and drainage plan must be completed within one year of occupancy; (h) The developer must complete a traffic study to determine if a marked crosswalk is required at the intersection of Loch Lomond Road and the proposed Public Street and determine the impacts that the roadway connection of the proposed Public Street and Josselyn Road extension will have on traffic patterns on existing streets and if modifications to existing intersections and /or crosswalks are warranted; and (i) The developer must complete, at his expense, the construction of the proposed Public Street as well as the prolongation of Josselyn Road from its present terminus to its intersection with the proposed Public Street, within one year of occupancy of the building. 3. That Common Council assent to one or more subdivision plans, in one or more phases, with respect to the vesting of the proposed street, as generally indicated on the photo- reduced tentative subdivision plan entitled `Option 2 Ray Debly Subdivision', as well as any necessary municipal services easements and public utility easements. 4. That Common Council authorize the preparation and execution of one or more City/Developer Subdivision Agreements to ensure provision of the required work and facilities, including detailed engineering and drainage plans for the approval of the Chief City Engineer or his designate. 5. That the Planning Advisory Committee grant the following variances to: a) Permit a driveway within 10 metres of an intersection of two street lines subject to the conditions that the driveway is to be located across from the proposed Public Street and a stop sign is to be placed at the end of the private driveway. The applicant is be responsible for the installation and associated costs as well as all future maintenance and costs of the stop sign; and b) Permit the development of a double frontage lot. Municipal Operations and Engineering has the following comments regarding the application: There is no municipal water, sanitary and storm sewer servicing available for connection from the property line to service this development. Extension of the existing water and sanitary sewer infrastructure from Josselyn Road to the proposed site would be the full responsibility and cost 254 Columbian Charities Council 6595 x/-004) Inc. 1147 Loch Lomond Road Page 4 February 11, 2011 of the applicant /owner. Extension of the existing storm sewer from Loch Lomond Road to the proposed site would be the full responsibility and cost of the applicant /owner. Detailed engineering plans and design brief must be submitted to the City by the applicant's engineering consultant for review and approval by this department. The applicant's engineering consultant must provide to the City the requirements for water, sanitary and storm servicing and ensure the City's systems can adequately service the requirements of this proposal. Should the applicant's engineering consultant determine this development needs water pressure boosted to satisfy their water requirements, this private booster system shall be the full responsibility of the applicant /owner and all associated costs thereto. The closest fire hydrant is located near 126 Josselyn Road. Should a fire hydrant be required closer to this proposed development, it shall be the full responsibility and cost of the applicant /owner to install. City approved water meter and appropriate backflow prevention must be installed by the owner. It is the responsibility of the owner's engineering consultant to submit site grading and storm drainage plans and design brief to this department for review and approval. ® Josselyn Road is to be extended to intersect with the proposed new Public Street when the new street is constructed. The extension of Josseyln Road (and the new construction of the proposed Public Street) would be the full responsibility and cost of the applicant. ® The proposed new Public Street is to be constructed to a Local Street standard by the applicant. The driveway for the proposed apartment building should be located a minimum of 10 metres from the intersection of Josselyn Road and the proposed Public Street If this minimum distance cannot be met, the driveway is to be located across from the proposed Public Street and a stop sign is to be placed at the end of the private driveway. The applicant would be responsible for the installation and associated costs as well as all future maintenance and costs of the stop sign for this private driveway. The existing driveway to the residence at 1147 Loch Lomond Road is to be relocated to connect to the proposed Public Street at a minimum distance of 10 metres from the intersection with Josselyn Road. A detailed site plan showing the new location and width of this driveway is to be submitted to this department for review and approval. (The existing driveway from 1147 Loch Lomond Road shall connect to the proposed Public Street and not directly onto Loch Lomond Road.) It is the responsibility of the applicant /owner to provide for solid waste collection. The applicant's traffic engineering consultant must review the intersection of the proposed new Public Street and Loch Lomond Road to determine if a marked crosswalk would be warranted at this location. The consultant must confirm that appropriate site distances are available at this intersection. ® The applicant's traffic engineering consultant must review what impacts the proposed development will have on the traffic patterns of existing connecting streets and determine if any modifications to existing intersections and /or crosswalks are warranted. Buildings and Inspection Services notes there are no apparent Building Code issues at this time based on the information provided and have no concerns at this point in the process. Saint John Fire Department has been informed of the application. 255 Columbian Charities Council 6595 �L004) Inc. Page 5 1147 Loch Lomond Road February 11, 2011 Saint John Police Force has been informed of the application. Saint John 'Transit serves this location on Loch Lomond Road with both the Loch Lomond and Champlain/Lakewood routes. Leisure Services has been informed of the application. Real Estate Services are of the opinion a public street connection should be constructed to Loch Lomond Road. Geographic Information Systems (Planning and Development) advise that Columbus Court is not an acceptable street name from an emergency dispatch / civic addressing perspective as Columbus already exists as a street name in the City. N.B. Department of Environment has been informed of the application. I.B. Department of Community Services has been informed of the application. Saint John Energy has been informed of the application. Bell Aliant has been informed of the application. Rogers has been informed of the application. Maritimes & Northeast Pipeline, Enbridge Gas and Brunswick Pipeline have been informed of the application. Maritimes & Northeast Pipeline and Brunswick Pipeline advise this area is clear of their facilities and work will not be occurring near their infrastructure. Subject Site and Proposed Development The subject site is located on the north side of Loch Lomond Road east of (and across from) the Hickey Road intersection. Currently a single - family dwelling and associated accessory buildings are located in the northeast corner of the property. The applicant is seeking approval to subdivide a 1.62 hectare lot from the 7.32 hectare parent parcel which will be accessed by a proposed Public Street. A 44 -unit, three storey apartment building will be constructed on the subdivided property. The applicant has indicated that the building will be rented to seniors with half of the units rented at market rates and the other half being subsidized units subject to a project agreement with the Province of New Brunswick, although this could change should the agreement or funding program end. The proposed lot has a frontage of approximately 32 metres and a depth of 190 metres. Elevations of the site range from 53 metres at the proposed Public Street frontage to 75 metres in the northern portion of the site. 256 Columbian Charities Council 6595 �2004) Inc. 1147 Loch Lomond Road Page 6 February 11, 2011 Surrounding Area The immediate area surrounding the site is largely zoned "RS-2" One and Two Family Suburban Residential and contains single- family residential development with a mix of lot sizes. To the east of the site, two areas of "I -1" Light Industrial zoning include an automobile dealership and an area of vacant land which from air photo information appears to be used as a storage yard for heavy equipment. A convenience store and gas bar are located further to the east along Loch Lomond Road and are zoned "B -2" General Business. On the south side of Loch Lomond Road, lands are zoned "B -2" General Business and " "SC" Shopping Centre and contain commercial uses such as a food store, coffee shop and building supply / hardware store. Municipal Plan Direction The subject site is located within the area along Loch Lomond Road designated as Low Density Residential by the Municipal Plan. The proposed density of the site is 27.5 units per net hectare which is below the upper threshold of 38 units per net residential acre for low density areas established in Section 2.4.4.3 of the Municipal Plan. The Plan also designates a District Centre at the Loch Lomond Road / Hickey Road intersection. The intent of the District Centre designation is to create a cluster of commercial uses to serve as a focal point for the surrounding community. Section 2.4.6.18 of the Plan notes that clustering of medium and high density residential uses around district centres should be encouraged. While, the density of the site meets the definition of a low density development in the Municipal Plan Staff are of the opinion that Section 2.4.6.18 is met in that it is a higher density than that found in the surrounding neighbourhood and thus meets the intent of Section 2.4.6.18. Section 2.4.4.4 of the Plan is also met in that the development provides for a higher density site close to a District Centre, the site design is such that the massing of the proposed building does not affect the adjacent residential properties, and the area is serviced. Based on the review of the Municipal Plan policies, the proposed use meets the intent of and is in conformity with the Municipal Plan. Zoning By -law The proposed lot is situated in an "RM -1" Three Storey Multiple Residential zone and can meet all of the requirements of the Zoning By -law. However, it should be clearly understood that the parking calculation is based on the fact that the building will be occupied by seniors and, in such instances, the By -law allows for a less stringent parking requirement. Specifically, the By -law requires a minimum number of 26 on -site parking spaces, whereas 42 are provided (a surplus of 16 spaces). Should the tenant mixture change in the future and become less focused on the seniors demographic, the minimum required number of off - street parking spaces may increase up to 55, the resulting shortfall necessitating either the implementation of additional on -site parking or a subsequent variance application which may not be supported. Building and Site Design 257 Columbian Charities Council 6595 tL004) Inc. 1147 Loch Lomond Road Page 7 February 11, 2011 The building will contain 20 -1 bedroom units, 22 -2 bedroom units and 2 accessible 1 bedroom units. A preliminary perspective drawing of the building is attached to the report. The three storey building will have a pitched roof and will be approximately 11.43 metres in height. This proposed height meets the requirements of the "RM -1" Three Storey Multiple Residential zone for buildings having heights in excess of 11 metres. Staff recommend that a Section 39 condition be imposed requiring that the applicant prepare building elevation drawings for approval by the Development Officer prior to the issuance of a Building Permit to ensure it corresponds with the intent of the drawings provided to -date. This condition has been imposed on recent applications to ensure that the design meets the community expectations and the intent of the proposal put forth during the rezoning process. To ensure conformity with the proposal, a site plan is also recommended to be submitted with the building permit application for approval by the Development Officer. Standard conditions are also recommend requiring curbing and paving of the parking area and landscaping of all undisturbed areas of the site on which parking, driveways and buildings are not located. Municipal Operations has recommended standard conditions requiring the preparation of a site drainage and stormwater management plan and servicing drawings for the site. Staff recommend these be Section 39 conditions for the rezoning. Staff also recommend that the developer complete a traffic study to review if a marked crosswalk is required at the intersection of Loch Lomond Road and the proposed Public Street and what impacts the proposed roadway connection of the proposed Public Street and Josselyn Road extension will have on traffic patterns on existing streets and if modifications to existing intersections and/or crosswalks are warranted. Staff are of the opinion this review is warranted as pedestrian demand may exist to cross Loch Lomond Road to access the commercial area at the Hickey Road intersection. In addition while the roadway connection will improve access to the Josselyn Road area eliminating a long dead end street, the traffic impacts of the connection to Loch Lomond Road should be assessed. Subdivision Access to the proposed site will be from a Public Street to be constructed from Loch Lomond Road, an approximate distance of 90 metres. Plans submitted by the applicant indicate that Josselyn Road will be extended eastward in the future to connect with the proposed Public Street. In addition, based on discussions with the applicant's surveyor, Staff are of the understanding that Josselyn Road will be extended easterly, beyond the intersection with the proposed Public Street to provide access to the parent property when it is developed. Staff recommend that a condition be attached to the rezoning requiring the connection and construction of the existing portion of Josselyn Road east of the proposed Public Street with the proposed Public Street. Staff also recommend that the necessary agreements be drafted to facilitate development of the proposed subdivision and that the Committee recommend that Council assent to the proposed Public Street. This will ensure that two dead end roadways do not exist in close proximity to one another improving the efficiency of snow removal operations. 258 Columbian Charities Council 6595 X2004) Inc. 1147 Loch Lomond Road Page 8 February 11, 2011 Lands for Public Purposes are not required for the proposed subdivision in accordance with Section 22(2) (d) of the Subdivision By -law. Requested Variances Two variances are required for the proposed development to: a) Permit a driveway within 10 metres of an intersection of two street lines; and b) Permit the development of a double frontage lot. The variance to permit a driveway within 10 metres of an intersection of two street lines is supported by Staff based on the understanding that the driveway will be directly across Josselyn Road from the proposed Public Street. With the extension of Josselyn Road to the east to provide access to the remaining lands in the future, Josselyn Road would be the through street with stop signs providing traffic control on the driveway and Public Street approaches to the intersection. Staff recommend that the location of the street and the requirement for a stop sign on the driveway approach to the intersections be conditions of the variance. With the construction of the proposed Public Street, the portion. of the parent property immediately to the west of the new Public Street will constitute a separate lot with roadway frontage on both Josselyn Road and Loch Lomond Road. Section 17(4) of the Subdivision By -law prohibits the creation of a double frontage lot (access on two opposite ends of a lot). Staff are of the opinion that a variance to permit the creation of the lot is reasonable given that the lot can be subdivided and meet the frontage and depth requirements of the "RS -2" One and Two Family Suburban Residential zone. Staff is of the opinion that it is appropriate to re -zone the subject property to " "RM -1" Three Storey Multiple Residential given that it meets the intent of the Municipal Plan and its proximity to a District Centre. Standard Section 39 conditions are recommended to provide for site design, building design and landscaping standards along with a traffic study. The required variances for the creation of a double frontage lot and driveway location can be approved. The requested subdivision can also be approved. MR Project No. 11 -021 259 -- ils-o' Will, g gw 260 ..... ....... ®2 A I I - R S - 2 "v' RS WftMmok4w % or - S S "del, ec-t; dt 4 • ............... Lw .................... PID(s)/NIP(s)• Subject Site/site en question- 00434548 (portion) Location: 1147 ch. Loch Lomond Rd. Date: January 25 janvier 2011 Scale/6chelle- Not to scale/Pas;ti 1'6chelle 260 261 + / /` , � O �.,� ..�0a�y`o \)0 \ \ � eat `•t \ \,, ;: � �... I EL ON ° \ . a T ' \ r 0 _.fO� a° rya \S j• V F o °? ^ � °c -• � `< r+ ... i � \ \ , mo ° Gwtl N \ 261 \ \ a. 262 262 I 1 263 I �' 1 (6) BY -LAW NUMBER C.P. 110 -169 A LAW TO AMEND THE ZONING BY -LAW OF THE CITY OF SAINT JOHN Be it enacted by The City of Saint John in Common Council convened, as follows: The Zoning By -law of The City of Saint John enacted on the nineteenth day of December, A.D. 2005, is amended by: 1 Amending Schedule "A ", the Zoning Map of The City of Saint John, by re- zoning a parcel of land having an area of approximately 1.8 hectares, located at 1147 Loch Lomond Road, also identified as being a part of PID No. 00434548, from "RS -2" One and Two Family Suburban Residential to "RM -l" Three Storey Multiple Residential pursuant to a resolution adopted by Common Council under Section 39 of the Community Planning Act. - all as shown on the plan attached hereto and forming part of this by -law. IN WITNESS WHEREOF The City of Saint John has caused the Corporate Common Seal of the said City to be affixed to this by -law the * day of *, A.D. 2011 and signed by: Mayor /Maire ARRETE No C.P. 110 -169 ARRETE MODIFIANT L'ARRETE SUR LE ZONAGE DE THE CITY OF SAINT JOHN Lors d'une r6union du conseil communal, The City of Saint John a d6cr6t6 ce qui suit : L'arret6 sur le zonage de The City of Saint John, d6cr&6 le dix -neuf (19) d6cembre 2005, est modifi6 par: 1 La modification de 1'annexe <<A», Plan de zonage de The City of Saint John, permettant de modifier la designation pour une parcelle de terrain dune superficie d'environ 1,8 hectares, situ6e au 1147, chemin Loch Lomond, et 6tant aussi une partie du NID 00434548, de zone residentielle de banlieue — habitations unifamiliales et bifamiliales «RS -2» a zone d'6difices a logements multiples de trois 6tages «RM -1» conform6ment a une resolution adoptee par le conseil municipal en vertu de Particle 39 de la Loi sur Purbanisme. - toutes les modifications sont indiquees sur le plan ci joint et font partie du pr6sent arret6. EN FOI DE QUOI, The City of Saint John a fait apposer son sceau communal sur le pr6sent arrdte le 2011, avec les signatures suivantes : Common Clerk/Greffiere communale First Reading - February 28, 2011 Second Reading - February 28, 2011 Third Reading - Premiere lecture - Ie 28 fevrier 2011 Deuxieme lecture - le 28 fevrier 2011 Troisi6me lecture - 264 PLANNING AND DEVELOPMENT I URBANISME ET DEVELOPPEMENT REZONING l REZONAGE Amending Schedule "A" of the Zoning By -Law of The City of Saint John Modiflant Annexe «A» de I'Arret6 de zonage de The City of Saint John op ,r c/ K�4 - -.---- FROM 1 DE TO 1 A RS -2 RM -1 One and Two Family Three Storey Multiple Residential Residential 1 zone r6sidentielle 1 zone d'6difices a logements de banlieue- habitations unifamiliales multiples de trois 6tages et bifamiliales. Pursuant to a Resolution under Section 39 of the Community Planning Act Conformement a une resolution adopt6e par le conseil municipal en vertu de I'article 39 de la Loi sur 1'urbanisme Applicant: Columbian Charities Council 6595 (2004) Inc. Location: 1147 chemin Loch Lomond Road PID(s)INIP(s) Portion of/de 00434548 07P11SE Drawn By1Cr66e Par: David Couture Date Drawn /Carte Cr66e: March 10 mars, 2011 Considered by P.A.C.Iconsid6re par le C.C.U.: February 15 f6vrier, 2011 Enacted by Council /Approuv6 par le Conseil: Filed in Registry Office /Enregistr6 le- By-Law #IArrete #: 265 Section 39 Conditions —1147 Loch Lomond Road That, pursuant to Section 39 of the Community Planning Act, the development and use of a parcel of land having an area of approximately 1.8 hectares, located at 1147 Loch Lomond Road, also identified as being a part of PID Number 0 0434548 be subject to the following conditions: (a) The developer must pave all parking areas, loading areas, vehicle manoeuvring areas and driveways with asphalt and enclose them with continuous cast -in -place concrete curbing where necessary to protect the landscaped areas and to facilitate proper drainage; (b) The developer must provide adequate site drainage facilities in accordance with detailed site grading and drainage plans and design brief, prepared by the developer and subject to the approval of the Chief City Engineer or his designate, indicating how storm water collection and disposal will be handled; (c) The developer must provide an engineering water and sewer analysis determining the impact of the development on the existing infrastructure, and a detailed engineering servicing plan for the approval of the Chief City Engineer or his designate; (d) The developer must landscape all disturbed areas of the site not occupied by buildings, driveways, walkways, parking and loading areas; (e) The site shall not be developed except in accordance with a detailed site plan, landscaping plan and building elevation plans, prepared by the developer and subject to the approval of the Development Officer, indicating the location of all buildings, structures, parking areas, vehicular manoeuvring areas, driveways, loading areas, signs, exterior lighting, exterior building materials and finishes, landscaped areas, and other site features; (f) The approved plans mentioned in conditions (b) and (e) above must be attached to the application for building permit for the development; (g) All site improvements shown on the approved site plan, landscaping plan and drainage plan must be completed within one year of occupancy; (h) The developer must complete a traffic study to determine if a marked crosswalk is required at the intersection of Loch Lomond Road and the proposed Public Street and determine the impacts that the roadway connection of the proposed Public Street and Josselyn Road extension will have on traffic patterns on existing streets and if modifications to existing intersections and /or crosswalks are warranted along with reviewing traffic calming measures to reduce the potential for this connection to be used as a shortcut; and (i) The developer must complete, at his expense, the construction of the proposed Public Street as well as the prolongation of Josselyn Road from its present terminus to its intersection with the proposed Public Street, within one year of occupancy of the building. 266 BY -LAW NUMBER C.P. 110 -170 A LAW TO AMEND THE ZONING BY -LAW OF THE CITY OF SAINT JOHN Be it enacted by The City of Saint John in Common Council convened, as follows: The Zoning By -law of The City of Saint John enacted on the nineteenth day of December, A.D. 2005, is amended by: 1 Amending Schedule "A ", the Zoning Map of The City of Saint John, by re- zoning a parcel of land having an area of approximately 460 square metres, located at 78 Orange Street, also identified as being PID No. 00007450, from "B -1" Local Business to "RM -IF" Multiple Residential Infill ARRETE No C.P. 110 -170 ARRETE MODIFIANT L'ARRETE SUR LE ZONAGE DE THE CITY OF SAINT JOHN Lors d'une reunion du Conseil communal, The City of Saint John a d&crdte cc qui suit : L'arr6t& sur le zonage de The City of Saint John, d6cr6t6 le dix -neuf (19) d6cembre 2005, est modifi6 par: 1 La modification de Vannexe «A», Plan de zonage de The City of Saint John, permettant de modifier la d6signation pour une parcelle de terrain dune superficie d'environ 460 metres carr6s, situ6e au 78, rue Orange, et portant le NID 00007450, de zone Commerciale locale « B -1 » a zone d'edification de logements multiples sur terrain intercalaire a RM -IF >> - all as shown on the plan attached hereto - touter les modifications sont indiqu6es sur and forming part of this by -law. le plan ci joint et font partie du present arret6. 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. 2011 and signed by: Mayor /Maire EN FOI DE QUOI, The City of Saint John a fait apposer son sceau communal sur le present arr6t6 le 2011, avec les signatures suivantes : Common C1erk/Greffi6re communale First Reading - February 28, 2011 Premi6re lecture Second Reading - February 28, 2011 Deuxi6me lecture Third Reading - Troisi6me lecture 267 - le 28 fevrier 2011 - le 28 fevrier 2011 PLANNING AND DEVELOPMENT 1 URBANISME ET DEVELOPPEMENT REZONING 1 REZONAGE Amending Schedule "A" of the Zoning By -Law of The City of Saint John Modifiant Annexe «A» de I'Arrete de zonage de The City of Saint John xue Oian�e 6t. G j, C a e Duk f FROM I DE TO 1 A B.1 RM -IF Local Business 1 ;. Multiple Residential Infill 1 zone commerciale locale zone d'edifices a logements multiples sur terrain intercalaire Applicant: Gordon Hewitt Location: 78 rue Orange Street PID(s)INIP(s) 0007450 06N98SW Drawn By /Creee Par: David Couture Date Drawn /Carte Creee: March 10 mars, 2011 Considered by P.A.C.Iconsid &6 par le C.C.U.: February 15 fevrier, 2011 Enacted by Council /Approuv6 par le Conseil: Filed in Registry Office /Enregistre le: By -Law #IArrW #: .: a T8[ ON DfSaint Jahn March 4th, 2011 Your Worship Mayor Ivan Court & Members of Common Council: RE: Fire Operations /Administration With the recent resignation of our Fire Chief and our current financial constraints, I would submit that it is prudent and timely to consider possible options for our fire service. I would request that the City Manager investigate and review a restructure of the fire command and the possibility of civilian administration. Motion: Direct the City Manager to report back to Council with options and possible cost savings /efficiencies in the City's fire service. Respectfully submitted, Councillor Titus LAV � SAINT JOHN P.O. Box 1 X71 Saint Ghn, NE Cenacla EZL 40 I w,%w.5ain(Ph0.Ca I C.P. 1971 Saint John, N, B, Canada EA 4L1 269 March 14, 2011 Your Worship Mayor Ivan Court & Members of Common Council: Issue: Capital Investment to Assist The Porter Memorial Playground Project Context: • the Porter Memorial Playground will be built in memory of Jack Porter (age 2), Hannah Porter (age 5), and their father, RCMP Officer, Constable Jason Porter. A working committee has been created to undertake this project. It is our goal to build an accessible playground at Seawood Elementary School, where Hannah was in her kindergarten year. We feel this would benefit the students of this school and neighbouring schools as well as the children and families in this community and afar. • 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 is accessible 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. • the Playground structure would not only be well served by the Seawood School population, but also the many young families in the community and by the patrons that utilize the adjacent baseball field all summer long for league play, This playground is also along the route to a popular beach and Nature Park that not only bring citizens from all over Saint but tourists visiting our City. • the playground Board consists of an excellent cross section of volunteers who are dedicated to bringing this project to fruition — including myself. lr _ SAINT JOHN P.O. Box 1971 Saint John, NB Canada E2L 4L1 I www.saintjohn.ca I C.R. 1971 Saint John, N. -B. Canada E2L 4L1 270 • the working committee has raised several thousand dollars to date with a diverse number of initiatives, and will be seeking corporate as well as Provincial and Federal government investment. Meetings are planned with federal and provincial officials in the very near future. • in supporting tonight's motion it will assist the working committee in negotiating financial support / investment from the other two levels of government. • with respect to neighbourhood enhancement through `playground development' Council recently invested $45,000 into the Glen Falls area. Motion. Through its Capital Budget in 2012, Council direct the City Manager to give strong consideration to investing in the Porter Memorial Playground Project. Resp tf Ily submitted, t eter Mc uire Councillor — CityofSaintJohn 271 . ,WA 3/10/2011 Your Worship Ivan Court Members of Common Council City of Saint John Dear Mayor Court and Members of Council Motion: Refer the ONE Change Neighbourhood Planning documents to the appropriate city departments for their information and integration with our current direction where ever possible. ONE Change continues to work to improve the quality of life in the Old North End of our city. They have engaged smart partnerships that include post secondary students in health and planning that led to the collaborative development of the attached plans. As one can see, these are comprehensive plans that cross several jurisdictions. While areas like health, education and housing fall under provincial jurisdiction, and the plans include partnerships with different service providers, there is plenty that involves partnerships and planning that the City of Saint John should consider when working in the neighbourhood. Particular attention should be paid to the developments that we already have planned in the physical upgrade of the North End Community Centre and neighbourhood programming that residents would like to see based out of the improved space. Garbage, parking and safety are also highlighted in the documents. While some of the recommendations have a financial component (ie. Tree planting and land banking), there are others that require minimal financial commitment (recycling bins, compost education) and support from building inspections that are already in our plans. Respectfully Submitted Gary Sullivan SAINT JOHN P.O. Box 1971 Saint John, NB Canada E2L 40 I www.saintjohn.ea I C.P. 1971 Saint John, N. -B. Canada E2L 4L1 272 OLD NORTH END ONE Voice: Social Programming Initiative Social Programming Initiative 12/1/2010 273 ONE Voice: Social Programming Initiative Table of Contents Project Participants and Acknowledgements ...... ..............................3 Getting Started Introduction to the Old North End Voice ........... ..............................6 Situating Ourselves: Who we are ..................... ..............................7 Rational: The ONE Plan .............................. ............................... 8 Geographical Location ................................. ..............................9 LandUsage .............................................. .............................10 Community Statistics .................................. ..............................1 l Past and Current Successes/ Community Strengths . .............................13 Process for Determining Current Community Priorities .......................14 2010 Old North End Community Priorities Childrenages 0- 5 ....................................... .............................16 Children ages 6- 12 ..................................... .............................21 Youth.................................................... .............................24 Adults.................................................... .............................26 Seniors................................................... .............................28 ONE Voice Recommendations ....................... .............................31 Conclusion.............................................. .............................34 Appendices AppendixA ............................................. .............................35 AppendixB ............................................ ............................... 39 AppendixC .............................................. .............................44 References...................................................................... .............................46 274 ONE Voice: Social Program Project Participants and Acknowledgements The following project was made possible by the passion and commitment of the residents of the Old North End and the ONE Voice committee and community partners. ONE Voice Committee The ONE Voice committee provided direction and expertise in the preparation of this document. Through our meetings with the committee we were able to gain the knowledge to complete the ONE Voice. Robin Mackie, ONE Change & St. Thomas University Katie Mason, ONE Change & St. Thomas University Heather McLeod, ONE Change & St. Thomas University Melanie Walsh, ONE Change & St. Thomas University Scott Crawford, ONE Change June Rennick, ONE Change Monica Chamberlin, the Business Community Anti- Poverty Initiative Randy Hatfield, Saint John Human Development Council Cathy Boudreau, St. Joseph's Community Health Center Cathy Wright, Vibrant Communities Greg Cutler, City of Saint John: North End Community Center Greg Norton, Principle Lorne Middle School ONE Change Board of Directors The ONE Change Board provides direction and leadership for the activities of ONE Change. The Board consists of stakeholders and residents in the community. Scott Crawford Kit Hickey Trevor Holder Gary Sullivan March Hussey Tammy Calvin Linda Negus Connie Gould 275 Helene Williams John Knight Kurt Peacock !1 ONE Voice: Social Program Key Participants Special thanks goes to the following: • All community members of the Old North End • Youth Inclusion Program staff • Main Street Baptist Church • St. Luke's Anglican Church 276 ONE Voice: Social Program Getting Started 277 ONE Voice: Social Program Introduction to the Old North End Voice The Old North End Voice (ONE Voice) is the companion document to the Old North End Plan (ONE Plan) that was prepared in August 2010 by Katherine Bailey from the Business Community Anti- Poverty Initiative Inc. (BCAPI). The ONE Voice: • Outlines the social and economic issues facing residents of the Old North End • Provides Priority needs are addressed by age group, as well as recommendations for addressing these issues. • The priorities and recommendations reflect primarily the voices of residents, but also others who work in the Old North End, including community development workers, professionals and volunteers. • Additional recommendations are included in Appendix A at the end of the document. The ONE Voice will be used in conjunction with the ONE Plan by the ONE Change to aid in determining where their project directions will be for the next 5 years. As with the ONE Plan it will provides information regarding the greatest needs of the community members of the Old North End as well as recommendations that community members had voiced. 278 ONE Voice: Social Program Situating Ourselves: Who We Are This project was undertaken by four social work students from Saint Thomas University, located in Fredericton, New Brunswick, as part of a social action placement. We are white, middle -class women, who come from privileged backgrounds. None of us grew up in the Old North End or reside there currently. Initially, we were concerned with the barriers this may pose; we acknowledged this concern and discussed ways of minimizing the power imbalances inherent in the relationships we would develop with residents. We decided against disclosure of our educational program, as we recognize the location of social work as both a power - infused profession and a historically oppressive institution. We identified ourselves as volunteers or simply as working with ONE Change. 279 ONE Voice: Social Program Rationale The Old North End Voice (ONE Voice) is a companion document to the Old North End Plan (ONE Plan), which was developed by Katherine Bailey in the summer of 2010. The ONE Plan: • Provides a summary of the progress made to date in the Old North End as it relates to the action areas determined by the community in 2005; • Describes the current priorities of the neighborhood in view of the progress that has been made; • Recommends priority actions for the next five years (2010 -2015) which have been identified by the community; and • Informs the Municipal Plan for the City of Saint John as it relates to the Old North End (p.5) The ONE Plan will serve as a tool for the Old North End and ONE Change as it determines its strategic directions and projects for the next five years. It provides information about the greatest needs residents of the Old North End face and recommended actions to address their priorities and bring about positive changes (p.5). While the ONE Plan focuses mainly on physical improvements and small business development, including housing renewal, storage and removal of garbage, improvement to streetscapes, and attracting commercial tenants (pp.56 -68). The vision for this project was to capture the short-term and long -term social needs of the community and translate them into tangible and achievable social programs and services. :C ONE Voice: Social Programming Initiative Geographic Location 41 2 Shannt-nak V paw Al Z 1111' ,4L d 1 4 en I rn == I [--- =,�� f aho-,51�nr 9) 2=-a OOT L Community Facilities The main community facilities in the Old North End are: • ONE Change building • North End Community Centre (NECC) • Lome Middle School • Millidgeville North End Lions Club • Main Street Baptist Church • St. Luke's Anglican Church • Saint John Fire Station # 5 • North End Food Bank 281 ---4. ONE Voice: Social Program Land Usage The primary commercial use in the community is the Lansdowne Shopping Centre located on the east side of the Old North End. Smaller commercial uses are also located along Adelaide Street and the eastern portions of Metcalf Street and Main Street. In recent years, significant investment has been made in the parks located in the Old North End. Both Victoria Park and Robertson Square have been revitalized to become showpieces in the community. Active recreation space is located adjacent to the Old North End including a baseball diamond at St. Peter's Park and Shamrock Park which includes sports fields, baseball diamonds, and tennis courts (ONE Plan, p.10). 282 ONE Voice: Social Program Community Statistics The Old North End has been identified as one of five priority neighbourhoods in Saint John where there are high poverty rates, high proportion of single parents, high crime rates, older housing stock, primarily rental housing, low levels of education, and low labour force participation. In both the 2001 and 2006 census, the Old North End was classified as a very high poverty neighbourhood because more than 40% of residents lived below the poverty line, that is, the threshold at which sociologists warn that the entire area is under stress (ONE Plan, p.8). Table 1: Summary Data or the Old North End Census Tract, 1996-2006 Census Profile 1996 2001 2006 Population 2,287 2,150 1,974 Occupied Private Dwellings Total private dwellings 960 1,073 1,076 Total private dwellings occupied by usual residents 960 960 905 Owned dwellings 240 205 185 Rented dwellings 720 755 720 Average value of owned dwelling $86,419 $78,055 $89,183 Average gross rent of tenant households $425 $461 $491 Tenant households spending 30% or more of household income on gross rent 370 350 335 Educational Attainment Total population >15 years 1,770 1,725 1,585 No certificate, diploma or degree 920 735 620 High school certificate or equivalent 290 335 585 Apprenticeship or trades certificate or diploma 95 200 115 College, CEGEP or other non - university certificate or diploma 290 145 175 283 ONE Voice: Social Programming Initiative 2010 University certificate or diploma below the bachelor level 15 10 University certificate, diploma or degree 30 30 40 Labour Force Activity Total population >15 years 1,765 1,720 1,585 In the labour force 965 950 895 Employed 715 700 765 Unemployed 260 245 125 Not in the labour force 800 765 690 Participation rate 55.0% 55.4% 56.5% Employment rate 40.5% 40.9% 48.6% Unemployment rate 26.3% 25.8% 14.0% Income Median income of census families $22,201 $23,671 $27,924 Median income of private households $185327 $20,301 $25,476 Median income of persons >15 years $1306(M) $11,096 (F) $13,458 $16,515 Low income 48.8% 49.7% 43.3% Family Characteristics Total number of census families 605 610 520 Number of female lone - parent families 190 235 165 Number of male lone - parent families 40 15 60 ONE Voice: Social Program Past and Current Successes The ONE Plan document highlights many of the successes already achieved in the Old North End community. They include: • ONE Home program for homeowners • ONE Life (Old North End Living independently for Education • ONE Change Environment Team for beautification projects • ONE Teen Summer Takeover • Development of Youth Council • Youth Inclusion Program (YIP) • Development of the community garden • Various community events • Winds of Change (repairing of drafty windows in community) • Revitalization of Victoria Park • ONE Change Clothing Room Community Strengths • Youth Involvement/ Leadership • Partnerships with the other Saint John priority communities • Partnerships with Main Street Baptist and St. Luke's Church to provide community members with nutritious meals • Determination, passion and pride of community members • Partnership with the Saint John Apartment Owners Association • Partnership with the Saint John Learning exchange to have CALP (Community Adult Learning Program) • Neighbourhood advocacy 285 ONE Voice: Social Programming Initiative �- Process for Determining Current Neighbourhood Priorities Focus groups were carried out with residents in late August 2010 by ONE Change in preparation for this project. Participants brainstormed desired programs and services and recorded them on flip chart paper for easy reference. Suggestions from participants who attended were then recorded and prioritized. These served as a starting point for us to begin thinking about the needs and types of programs already identified by those who attended. In order to start the process of engagement we were first required to complete an application form to the St. Thomas University Research Ethics Board (see Appendix B) to ensure there was no harm done to participants. Engagement with the Old North End community involved meeting with the ONE Change Board of Directors; talking with YIP staff, meeting with John Knight from Main Street Baptist Church; attending lunches at the Main Street Baptist and St. Luke's churches; talking with youth; and going door - to -door and speaking with residents about programs and services they want to see implemented in their community. From the beginning of October to mid - November, we began the process of going door -to -door. We created a one -page explanation (see Appendix C) of who we are and what we were looking for from community members. This was given to every resident we spoke with, if desired, and left in the mail boxes for residents who were not home. Included on this form was: the ONE Change logo, a brief description of ONE Change, what we were looking for (ideas for programs); the phone number for ONE Change (if anyone wanted to call with input); and our names and signatures. In total, we visited approximately 150 homes and we spoke with approximately 65 community members. From engagement with residents, we have identified two priorities and recommendations for each of five age groups. These age groups range from pre -natal to seniors. These reflect the most pressing needs and concerns identified by those who live and work in the Old North End community. Included in Appendix A are additional recommendations identified by residents. :. ONE Voice: Social Program 2010 Old North End Community Priorities 287 C� ONE Voice: Social Programming Initiative \ 410 - Children "The quality of a child's life depends on decisions made every day in households, communities, and in the halls of government. We must make those choices wisely, and with children's best interests in mind... As children go, so go nations, it's that simple. " UNICEF Priority # 1: Prenatal Programs Prenatal education promotes wellness and the prevention of illness by providing information and support to pregnant women, their partners and families to enhance capacity, facilitate informed decision - making and maintain or enhance their own and their baby's physical and emotional health. (Prenatal Education and Support Working Group, 2005). As stated by individuals in the community they believe that there is a need for prenatal programs for those expecting. In the city of Saint John 4.6% of newborns are born with a low birth weight (Statistics Canada, 2007). Prenatal information could provide community members with the knowledge to help ensure that their babies are born at a healthy weight. Individuals in the community feel that prenatal education is essential in preparing themselves for parenthood. Through prenatal education community members will gain the knowledge to not only provide their unborn child with a healthy environment but they will also be prepared to do the same once their child is born. Recommendation # 1 The following is a list of prenatal programs that are offered in the Saint John area that ONE Change could partner with in order to implement these at the NECC. Early Childhood Initiatives Offered by: Public Health The ECI program strives to assist parents or future parents to give their children (0 -5 yrs) the best start in life. This program is provided by either a Public Health Nurse or Nutritionist: :: ONE Voice: Social Programming initiative The prenatal program includes: 1. Individual teaching and referral to prenatal classes; 2. Individual nutrition counseling; 3. Provision of nutrition supplements and milk to those meeting the financial criteria; 4. Referrals to other health professionals and/or community partners. Contact Information for Public Health Telephone #: 1- 506 - 658 -3067 VON Programs Healthy Baby & Me Healthy Baby & Me is a project funded by Health Canada (Canada Prenatal Nutrition Program) and administered by VON Canada New Brunswick. It is designed to provide education and support to youth who are either expecting a baby or parenting an infant. The overall goal of Healthy Baby & Me is to contribute to a healthy pregnancy and the healthy growth and development of infants of Healthy Baby & Me participants. The program offers free education and support that helps pregnant and parenting youth in communities across New Brunswick make healthy choices for their babies and themselves. The programs are free and provide an opportunity for youth to: -Relax in a non judgmental atmosphere -Meet new friends -Get support from others who are going through a similar situation -Get information on making healthy choices for yourself and your baby -Share experiences -Learn the latest on pregnancy and parenting -Work together to ensure having a baby is a memorable and positive experience Special Delivery Club Prenatal education especially for youth. We talk about labour & delivery, breathing and relaxation exercises, nutrition, feeding baby, etc... We also include a hospital tour and as a grand finale, a baby :• ONE Voice: Social Programming Initiative shower /celebration! Each week we have a healthy snack, door prizes and activities like videos and /or games. Rock & Talk Parenting education especially for youth. We talk about childcare, infant feeding, life skills, parenting responsibilities and expectations, etc... Each week we have a healthy snack, door prizes and fun activities. *VON Programming, 2010 Contact Information for VON Telephone #: 1 -506- 635 -1530 Contact Information for VON Healthy Baby and Me Telephone #: 1 -506- 672 -9647 Information Packages In conjunction with the various programs for new parents, it is vital that additional information is given to community members. The following should be provided: • Contact information for the various resources for new parents in the Saint John area. • Calendar of events for the Old North End • List of all other programs offered through ONE Change at the North End Community Center By providing community members with the above information individuals would be aware of other programs that they can participate in. This information may also be passed onto other community members who may be unaware of what ONE Change has to offer the community. Priority # 2: Play Groups / Education Sessions The following programs are in response to community members stating that programs or activities that include both parent and child would be beneficial at the North End Community Center. These activities would aid in fostering better parent/ child relationships as well as to strengthen social skill that their children will utilize throughout their life. Community members stated 290 ONE Voice: Social Programming rammin initiative I I they would like to see activities such as arts and crafts, music and play groups where they are able to participate with their child while socializing with other parents. In the Old North End, 39 % of the population is composed of single mothers (Poverty & Plenty, 2007) and 10.7 % are single fathers. Providing these individuals with support via educational sessions and parental support groups would be beneficial in supporting health families. Recommendation # 2 The Saint John Family resources center would make a great partner in the implementation of the Play Groups and Education Sessions, funding and a set location would be the only concerns in regards to these programs. Their mission statement is one that is one that fits with ONE Change and that is to " Through a supportive environment, provide information, education, and resources to caregivers of children and expecting parents by encouraging them to develop and affirm their abilities, aspirations, and potential" (SJFRC, 2006). The following is a list of programs offered through the Saint John Family resource center Urban Play Groups Available in the lower West side and North end of Saint John, these play groups provide opportunities for parents, caregivers and their children to meet and play in their own communities. Play - groups offer snacks, crafts and story time, as well as transportation support. Positive Parenting A parenting program based on Barbara Coloroso's bestseller "Kids are Worth It - Giving kids the gift of inner discipline ". This program covers a variety of topics including teaching kids how to think not what to think, problem solving, empowering children, the patterns of conflict and the importance of self -care. The program has seven sessions. Limited, on -site childcare and transportation support are available. Registration is required. 291 ONE Voice: Social Programs 12 3 4 Parent A six -week video based parenting program focusing on developmental stages from ages one to four. Through group discussions and activities, parents share ideas and effectives strategies. Some of the topics covered are building the bond, non - violent discipline skills, the power of encouragement, and the importance of self -care. This program runs for six weeks. Limited, on -site childcare and transportation are available. Registration is required. *Taken from the Saint John Family Resource Center website (2006): http://f�rc-crf.com/saint-john/0 Contact Information for Saint John Family Resource Center Telephone #: 1 -506- 632 -2182 Website: http://frc -crf com/saint john/ 292 ONE Voice: Social Programming Initiative 6 -12 years old Priority # 1: Safe Walk When canvassing the neighborhood many community members stated that they feel that it is not safe to allow their children to walk to and from the community center to attend programs especially children between the ages of six and twelve . Recommendation # 1: • Have a volunteers walk the kids to and from the center as a group • Form a "buddy system" that matches up an older youth with a younger youth. The older youth will be responsible for picking up and taking home the younger child from his or her home. This is not only beneficial for the younger child but can help instill leadership skills with the older youth. • Look to implement a program similar to the province of Ontario's "Ontario Communities walkON ". Ontario Communities walkON Ontario Communities walkON is based on the success of walkON, six community partnerships of the Ontario Heart Health Program who collaborate to engage and support their communities to create environments that support walking. walkON works in partnership with politicians, planners, engineers, and citizens from 17 community groups, using comprehensive, easy -to -use resources and tools designed to educate, empower and inspire community members. The goal is to take the successful walkON model and replicate it around the province of Ontario. (Green Communities, 2010). The walkON Walkability Toolkit can be found online at: http: / /www. can adawalks. ca/project_walkon. asp 293 ONE Voice: Social Programming Initiative Priority # 2: Programming aimed at 6 -12 year olds Children's readiness to learn at school entry is a well - established predictor of their success in school and later in life. It is known that individual characteristics (e.g., socio- economic status, health, parental education) contribute to children's readiness to learn. In order to foster positive growth of the children in the North End it is vital to ensure that their needs are being meet especially between the ages of 6 -12. Children who participate in recreation programs benefit in the following ways: improved social skills, less or no need for special education instruction during subsequent school years, better grades, and enhanced attention spans (Education Corner, 2009). Community members voiced that they would like to see more programming for children 6 -12 years of age that does not solely include unorganized sports. Recommendation # 2: Expand on recreational programming at the centre Expand Programming to include the following: • Bike Club A bike club can be formed by community members and can utilize the new biking trails that will be near Shamrock Park. The bike club could be lead by and older youth or adult and they could guide younger youth through the designated trails. Donations of bikes could be made to the ONE Change via a bike drive. • Contact various bike clubs in Saint John to inquire if they are able to volunteer time to teach youth about bike safety as well as proper biking techniques. • Art Classes • Art classes are already being taught at the North End Community Center, continuing these classes would be recommended. • Inquire with various art teachers (pottery, painting, knitting, seeing) to see if specialized classes could be implemented monthly. • Connect With Other Community Centers • Look into the possibility of hosting a youth social once monthly with the other Saint John community centers to foster a sense of community amongst youth. 294 ONE Voice: Social Programming Initiative • Socials can incorporate team activities/ challenges or specialized programs such as art or music. 295 ONE Voice: Social Programming Initiative Youth (13 -18 _years old) Priority #1: Legal advice /support "In one week, I had seven youth leave my office in handcuffs. " -Greg Norton, Principal, Lorne Middle School In response to the high levels of crime in the Old North End, including arson, which is often perpetuated by youth, and in response to concerns raised by Greg Norton, principal of Lorne Middle School, and residents, that parents are often unsure how to navigate the legal and criminal justice systems, the need for assistance for parents and youth once an arrest has been made has been identified as a priority. Many of the residents we spoke with identified as a major concern crime committed by youth in the community. While the reasons for the engagement of youth in crime are complex, multi- faceted and often tied to poverty and marginalization, and while the other recommendations address these issues from the prevention side, in the interim, given the low levels of education and literacy as well as the complexity of legal documents received by families following the arrest of a youth, it is recommended that some legal advice and support be provided to families when a youth comes into contact with the law. Recommendation #1 The provision of legal advice /support could include: • Information sessions with a lawyer (pro -bono) on the rights of families and youth once a youth has come into contact with the law • One -on -one sessions with a volunteer to assist families in interpreting police and other legal documents • Download or order (free of charge) resources from the Public Legal Education and Information Service of New Brunswick (PLEIS -NB Youth Justice website http:// www .youthjusticenb.ca/main.asp ?3 • Resources available on this website include: a Youth Justice Toolkit, a Youth Justice in New Brunswick Workbook, and a Youth Rights Booklet 296 ONE Voice: Social Program Priority #2: Drop -In Centre Improvements In order to foster a sense of inclusion, assist youth in coping with problems at home, school, etc., and work towards crime prevention, improvements in the drop -in centre at the North End Community Center is identified as a priority. While a space exists currently in the centre, mental health issues have been identified both in the focus groups and by residents we spoke with, as a large concern in the Old North End. Moreover, we heard from Kelly, the YIP teacher /caseworker that often youth are facing many problems at home, which, while not always obvious, often make it difficult for youth to focus on school. Recommendation #2 • Enhance the drop -in space for youth with comfortable furniture • Offer a coffeehouse in the evenings • Include resources on services and programs relevant to youth in Saint John • Provide free condoms • Designate a day /time for youth to set up appointments with a youth counselor or social worker. Ensure that an office is available where youth can talk to the social worker regarding a variety of personal and social issues they are facing as well as needs such as housing, employment, etc. • Look to the Teen Resource Centre (TRC) for additional suggestions Contact Information for Teen Resource Center Telephone #: 1 -506- 632 -5531 297 ONE Voice: Social Programming Initiative Adults (18 +) Priority #1: Addiction Services The majority of individuals who engaged in the canvassing process of this project identified addictions issues as the underpinning barrier to health, safety, and an overall sense of well- being. It was noted on several occasions that no services targeting this social problem currently exist in the neighbourhood. The suggestion offered by many people who outlined this need, was access to such supports. Recommendation #1: Development of Addiction Services • Establish an Alcoholics Anonymous (A.A.) group in the North End • Contact A.A. organization regarding the implementation of this program. • Establish an Narcotics Anonymous (N.A.) group in the North End • Contact N.A. organization regarding the implementation of this program. • Access to an addictions outreach worker in the North End • Partner with relevant local agencies such as Ridgewood Addiction Service to create an outreach program in the North End Community. • Organize a needle exchange program in the North End • Partner with relevant AIDS SJ to develop a needle exchange program in the North End. Priority #2: Education and Employment Training As indicated in the ONE Plan report, an overwhelming amount of individuals living in the North End are unemployed. Many people who engaged in the door -to -door process highlighted the need for programs in their community to tackle this social issue. Suggestions outlined services grounded in education and employment. .; ONE Voice: Social Programming Initiative \ Recommendation #2: Development of Education and Employment Services l 010 • Enhance and promote the computer access center located in the ONE Change building. • Many individuals indicated that they were not aware of this existing program. • Promote and advertise the C.A.L.P education program located in the North End Community Center. • Again, many community neighbours were unaware of this program. • Provide a space and a facilitator to engage in programming, such as: soft skills training, resume building, job search, accessing community resources, etc. • Ideally, this facilitator would be a ONE Change employee. If this is not feasible, ONE Change could partner with other agencies to access their support within the North End community. • Educate and promote awareness about structures that provide funding and loans for individuals seeking education and employment opportunities. • Services tackling this issue are provided locally by organizations, such as: the Department of Social Development (access to social assistance, applying for health card status, etc.), Community Loan Fund, etc. 299 ONE Voice: Social Programming Initiative Seniors Priority #1: Helping Program I I In today's society, social programs are often geared towards youth in high priority communities. However, it has become increasingly clear that seniors need to be recognized as an important part of community and thus included in community initiatives. Programs for seniors have been lacking in the Old North End and we plan to address this gap with the following recommendations. Furthermore, seniors have a wealth of knowledge, skills and experiences to share with the youth of the Old North End. In fact, when provided the opportunity, seniors make a positive difference in society, the economy and community. The majority of youth do not have the opportunity to interact with seniors on a regular basis. Sometimes initiating conversation with someone so far removed from your environment can seem awkward, stilted, or even boring; but when you have patience, you will be surprised at the rewards. Seniors are not only the link to our past, but also a link to the future. Recommendation # 1 Connect Youth to Seniors The helping program should include: • An Introduction of services provided by youth to seniors • Snow removal • Grocery shopping • Gardening • Assistance with household chores • Classes where seniors teach youth a skill • Music • Painting • Knitting, crochet, cross stitch 300 ONE Voice: Social Programming Initiative Possible Resource We have contacted the Golden Oldies group in the Old North End and they have received a $25,000 grant that could potentially be used to implement programs that connect seniors to youth. Program: Students Helping Seniors Students Helping Seniors is a program that has been implemented by Ladysmith Downtown association in Vancouver, BC that helps unite youth with seniors. Students Helping Seniors enables seniors to complete odd jobs around the home with the aid of local youth through a coordinated summer program. Students provide assistance with jobs such as, yard and garden maintenance, household chores, pet care and shopping. The homeowner supplies all the tools, materials and equipment required. The helpers are students, not experienced trades persons. For major projects seniors are encouraged to use local skilled tradespersons. Students are paid by the seniors for their assistance. Funding is available for seniors unable to meet the expense. Priority # 2: Educational Seminars Seniors, as an increasing proportion of society, are playing important roles that should not be taken for granted. Seniors often financially support their children and grandchildren. Furthermore, seniors write letters to newspapers, they are the vast majority of church attendees; they run charity organizations and are involved in an incredible range of recreation and sports. Learning needs of seniors need to include appropriate training for these multiple roles, as well as a range of life skills in relation to health, safety, housing, financial management, recreation and so on. Providing educational opportunities for seniors is becoming increasingly important, as seniors are more and more reliant on themselves rather than on the extended family. Recommendation # 1 Educational seminars should include: • Safety for seniors in and out of the home • Computer programs for seniors 29 301 ONE Voice: Social Program Possible Resource • The Canadian Red Cross is a good resource, as they provide seminars which specifically address safety for seniors. Contact Information for Red Cross Name: Pat Burgess, Senior Advisor, NB Region, Canadian Red Cross Email: pat.burgess @redcross.ca • The Saint John YMCA -YWCA offers a variety of adult learning and computer training programs. The computer programs are taught "at- your- own - pace" environment. Courses take place during the day, three times per week. Courses are approximately 18 hours in length. Computer courses include: • Introduction to Computers • Introduction to Windows • Introduction to Microsoft Word Level I and II • Introduction to Microsoft Excel Level I and II • Learn to Use the Internet Contact Information for Saint John YMCA -YWCA Name: Julie Barbault, Coordinator, Opportunities Program Telephone #: 634 -4932 Email: j.barbault @saintjohny.com 302 ONE Voice: Social Programming initiative A ,k ONE Voice Recommendations Although these recommendations were often not explicitly stated by residents, these priorities were highlighted by other stakeholders, board members and other concerned community members. Priority # 1 Message Board Resulting from meeting with the residents of the Old North End we discovered that many lack awareness regarding the programs that take place at the North End Community Center and ONE Change. Clearly, communication is a barrier in residents taking advantage of social programs and something that needs to be addressed. Community residents believe it would be beneficial to build a message board outside the community center to advertise what programs are taking place and when. Furthermore, the consensus among the residents is that attendance at programs would significantly increase with the implementation of the message board. Priority # 2 Child Care The two major purposes of early childhood programs are care and education. A majority of families today use childcare while they are employed or engaged in other activities. Many programs include an educational component, based on a growing body of research that documents the importance of children's early experiences for their healthy development and academic success. A large number of programs have originated through concern for children living in poverty and who may be at risk for success in school and later life. Programs may also include a parent component designed to educate parents through their participation in children's activities. Upon going door -to -door in the Old North End, community members sited the lack of child care as a huge barrier to searching for employment and becoming involved in social programs. The population of single mothers is very high in the Old North End and thus the implementation of child care is ever more important. If parents are to take advantage of the social programs 303 ONE Voice: Social Programming initiative I I and services that will be implemented at the North End Community Center, child care needs to be made accessible. Transportation Transportation is listed within its own section of this project because this priority was indicated on numerous occasions amongst all age groups. Access to services within the Greater Saint John Community is not available for many community members living in the North End because of lack of transportation. "Not able to get there when I need to/have an appointment" was reported as a barrier to entrance into addictions services, both Saint John hospitals, doctor's appointments, and mental health services. Not only does this highlight the need for access to transportation, but solidifies the requirement for outreach work in the Old North End. Community Health Center Saint John currently has a Community Health Center, which affords citizens numerous health and social services. Service providers employed by this facility include social workers, nurses, nutritionists, and dieticians. The location of this facility, however, is in the city's center. Considering the plethora of social and health issues underpinning those living in the Old North End, the need for a similar facility in the Old North End should be noted. Information- Sharing There was a lack of awareness of the existence of ONE Change as well as what is happening at the centre. It is recommended that ONE Change work towards information - sharing and communicating more effectively with the community. This could involve: • Utilize phone /text tree similar to the system used at Lorne Middle School • On -going community engagement (i.e. door -to -door) 32 ONE Voice: Social Program Improving Participation There was an on -going concern with limited participation in community events and activities. It is recommended that ONE Change work towards enhancing community motivation. This could involve: • Social events such as dinners, dances, movie nights Housing, During the engagement process, we observed that the majority of dwellings are substandard. It is recommended that infrastructure improvements are undertaken. Funding A concern reiterated by other community organizations is related to a lack of funding for programming. It is recommended that ONE Change seek out additional funding for the implementation of programs. 33 305 ONE Voice: Social Programming initiative Conclusion and Reflections - -- This document outlines priorities identified by North End community members as well as the ONE Voice committee, ONE Change Board, and stakeholders. The next phase of this process will involve the implementation of the above - mentioned recommendations by ONE Change. In order for this to be efficiently put into action, partnerships, funding, and human resources are required. 306 ONE Voice: Social Programming Initiative Appendix A Additional Recommendations as stated by Community Members 35 307 ONE Voice: Social Programming initiative 0 -5 Age Group and Families Drop -Ins : Play groups/ moms and tots/ play therapy Mother Goose Family Literacy Prenatal Courses Safety Legal advice ( custody /access /child rights) Quality Day Care Basic Needs: food /clothing /diapers/ dental care Free hair cuts Early childhood education Nutritional classes Support group for fathers Link to other community resources Health Care Day Care 6 -12 Age Group Organized sports movie night dance lessons day camp cultural outings crafts music lessons Nutritional classes - health snacks Bike club Self - esteem Safe walk to and from center Activities that combine child and family information sessions on bullying swimming lessons Health Care M ONE Voice: Social Programming initiative 13 -18 Age Group Swimming pool Drop In center Counseling ( mental health/ addictions/ general) Sexual education Dance Instructions Music Lessons Bus passes mentors for youth youth to mentor younger children Homework help Babysitting course Connection with other community centers Bullying courses Health Care Young Adults/ Adults Counseling (family/ addictions/ mental health/ marriage/ domestic violence) Organized sports Sexual education Creative Arts Music Programs GED tutoring Movie Nights Computer training Job search/ career counseling Mentoring opportunities to youth Access to day care Family Planning Health Care Cooking classes Adult Library (newer books) Free Legal advice Self esteem Community Garden 309 ONE Voice: Social Program Senior Age Group Crafts : Sewing /knitting Learning groups Outings: shopping. museum Counseling ( mental health/ addictions/ health relationships) Volunteer opportunities : mentoring children Exercises classes: Tai Chi/ walking/ yoga Assistance from youth : snow removal/ grocery assistance Information on what is in the community Health Center Computer training Community garden 310 ONE Voice: Social Programming Initiative Appendix B Ethics Committee Proposal 311 - -- ----- - - - --- --=� ONE Voice: Social Programming Initiative db Community Engagement We will be engaging with North End community members for one purpose: to identify the needs and /or wants regarding social programming of those residing in the area. In this light, the only question that will be asked is as follows: what programs (for all ages) would you like to see introduced in the Old North End? From this question, we are hoping that a casual dialogue surrounding community programming is initiated by the community member. It is important to note that we will not be collecting any identifying information from participants. Application for Review of Research Involving Humans SECTION A: Principal Investigator(s): Name(s), e-mail Address, Office Telephone, Home Katie Mason Robin Mackie Heather McLeod Melanie Mercer Title of Proposed Research: O.N.E Voice: Social Programming Initiative Commencement Date: October 4, 2010 Completion Date: December 8, 2010 Co- Investigator(s): Academic Unit, e-mail address, Office Telephone: St. Thomas University Social Work Department # 1 -506- 452 -0532 Supervisor(s) (if Principal Investigator is a student); Academic Unit, e- mail address, Office Telephone: Barb Wilkins - Social Work Field Liaison - bwilkins @stu.ca Scott Crawford: O.N.E Change - Scott. Crawford@HorizonNB. ca 312 �- ONE Voice: Social Programming Initiative SECTION B: 1. Summary: Provide a summary of the proposed research, outlining the research question and methodology. Please include a description of the role of the research participants and any procedures to which they will be subjected. E20101 It is important to note that this is not a research project. We will be engaging community members via causal dialogue in regards to future programming at the North End Community Center in Saint John, New Brunswick. Participants are not required to have a role in this project. Participants will be given an opportunity to have their voices heard in regards to programming at the community center. Procedures: Not Applicable 2. Risk: in your opinion, does this research pose more than minimal risk (Tri- Council Policy, Section 1.C1) to participating subjects? No, we do not believe there is any risk. 3. Research Participants: 3.1 Number of Participants: How many participants will participate in this research? We are potentially going to speak with 1,200 community members. 3.2 Recruitment: How will they be recruited, and from what population? We wish to speak with community members from the 25 block radius that makes up the Old North End. We hope to reach community members by attending community functions (Mission Lunch and Community Programming Activities), focus groups. If invited into members homes we may have a conversation. 4. Informed Consent: 313 41 ONE Voice: Social Programming Initiative I I 4.1 Informing Participants: How will the nature of the research be explained to potential participants, in compliance with Section 2D of the Tri- Council Policy? Attach a copy of any document(s), such as an explanatory letter, to be used for this purpose. As this is not a research project, informed consent is not applicable. We will not be asking for personal or identifying information. 4.2 Consent: If written evidence of informed consent will be obtained, attach a copy of the consent form. (See Information on Informed Consent Forms.) If written evidence of informed consent will not be used, explain here, in detail, how you intend to comply with the requirements of Section 2A of the Tri - Council Policy: See particularly Article 2.1(b) and subsequent commentary. We will take willingness of community members to offer their suggestions as implied consent. 4.3 Children as Research Participants: If the proposed research involves children as participants, provide here a statement indicating how compliance with Section 2E, and specifically with Articles 2.5, 2.6 and 2.7 of the Tri - Council Policy, will be achieved. Community children will not be targeted in the engagement process. 4.4 Adults who have a Limited Capacity to Consent as Research Participants: If the research involves adults of diminished competence as participants, provide a statement indicating how compliance with Section 2E, and specifically with Articles 2.5, 2.6 and 2.7 of the Tri - Council Policy, will be achieved. Not Applicable 5. Inducements: Will any inducements (money, grade points, etc.) be offered to encourage participation? No If yes, indicate here how compliance with Section 2B of the Tri - Council 314 �1 ONE Voice: Social Programming Initiative Policy (concerning voluntariness) will be achieved. If academic rewards are to be used, give details of alternative means of achieving equivalent rewards. 6. Private Information: Does the proposed research involve accessing identifiable personal information about participants by means of surveys, questionnaires, etc.? No. Questionnaires and surveys will not be used. If yes, indicate here, in detail, how you propose to meet the requirements of the Tri- Council Policy, Section 3, specifically Article 3.2. A copy of any questionnaire, survey document or interview schedule to be used should be attached as well. 7. Feedback: Describe the measures which you propose for providing feedback to research subjects concerning the outcome of the research. A document outlining community programming will be presented to any interested community members upon completion. 8. Data Security: Describe the measures which you propose for ensuring the security of any identifiable personal data which will be retained after completion of the research. Not Applicable 9. Additional Information: Please feel free to append any additional information which you feel may be helpful to the REB in evaluating this application. FOR REB USE ONLY: File Number: 5073 -10 -03 Date Complete Application was received: October 5, 2010 Approved /Approved with Modification /Rejected: Approved Date: October 5, 2010 315 Fr"- L 'Y ONE Voice: Social Programming Initiative Appendix C Explanatory Pamphlet Given to Residents 316 - ----- �`-- - - - - -- ONE Voice: Social Programming Initiative OXE Change 223 Victoria Street, Saint John, NB 1 -506- 635 -2035 We are from ONE Change, a community organization in the North End. We are looking for ideas for programs in your community. We came by your house to talk with you about programs and events you would like to see (for you and others). If you have any ideas and would like your voice heard, please contact us at 506- 635 -2035. We look forward to hearing from you. Thank you. Heather, Katie, Melanie, and Robin ONE Change Volunteers 317 �1 ONE Voice: Social Program References Government of Nova Scotia (2008). Prenatal Education and Support Working Group. Retrieved online November 14, 2010: http: / /www. gov.ns. ca/hpp /publications/ 08097 _PrenatalEducationBooklet_M ar07_En.pdf Green Communities (2010). Walk ON Communities. Retrieved November 22, 2010: http: // www. canadawalks .ca /project_walkon. asp Government of Canada ( 2007). Statistics Canada. Vibrant Communities (2008) .Poverty and Plenty II.- A Statistical Snapshot of the Quality of Life in Saint John: Retrieved online November 20, 2010: http: // www .humandevelopmentcouncil.nb.ca /Poverty %20 & %20PIenty %20I I.pdf 318 319 Old North End Plan I Contents Table of Contents Project Participants and Acknowledgements ................................................................. ..............................1 ExecutiveSummary ..................................................................................... ............................... .............2 NeighbourhoodOverview .............................................................................................. ..............................4 Introduction to the Old North End Plan .......................................................................... ..............................5 The Old North End Community Action Plan ................................................................... ..............................6 The Old North End Neighbourhood ................................................................................ ..............................7 History........................................................................................................................ ............................... 9 LandUse ...................................................................................................................... ..............................9 Census Tract Information ........................................................................................... .............................11 Housing...................................................................................................................... .............................13 MunicipalInformation ............................................................................................... .............................15 Completed Projects and New Initiatives ...................................................................... .............................18 Completed Projects in the Old North End ..................................................................... .............................19 Housing...................................................................................................................... .............................19 CommunityPride ....................................................................................................... .............................25 Environment and Beautification ................................................................................ .............................26 NeighbourhoodCelebration .................................................................................... ............................... 27 Opportunitiesfor Youth ........................................................................................... ............................... 28 Training and Skills Development ................................................................................ .............................30 Connections Outside the Neighbourhood ............................................................... ............................... 32 Health....................................................................................................................... ............................... 34 ................... New Initiatives ...................................................................................... ............................... .... 36 OldNorth End .......................................................................................................... ............................... 36 Cityof Saint John ........................................................................................................ .............................40 Province of New Brunswick ....................................................................................... .............................43 320 Old North End Plan I Contents 2010 Neighbourhood Priorities .................................................................................... .............................46 Process for Determining Current Neighbourhood Priorities ......................................... .............................47 ONEPlan Committee ......................................................................................... ............................... ONETeen Summer Take - Over ................................................................................... .............................47 ONE Change Board and Community Stakeholders .................................................... .............................49 Updated Priorities and Actions for the Old North End .................................................. .............................51 PublicEducation and Engagement ................................................................................ .............................54 Critical Actions for Future Success .............................................................................. ............................... 55 Key Recommendations and Best Practices .................................................................... .............................56 Leadinghousing renewal ........................................................................................... .............................56 Storage and removal of garbage ................................................................................ .............................62 Neighbourhood health and safety ............................................................................. .............................64 Improvements to neighbourhood streetscapes ...................................................... ............................... 64 Business development and enterprise ...................................................................... .............................68 Transportation connections to the rest of the city .................................................... .............................70 Community recreational and educational programs ................................................. .............................71 Involve neighbourhood residents in decisions and projects ..................................... .............................72 Conclusions and reflections ........................................................................................... .............................73 321 Old North End Plan I Contents List of Appendices Appendix 1 inventory of progress on action areas from the Old North End Community Action Plan (2005) .. ............................... 74 Appendix 2 Complete list of ideas from community brainstorming sessions ................. 107 Appendix 3 Results of the ONE Teen Summer Take -Over photo exercise ................... 114 Appendix 4 Matrix used in the analysis of ideas from community sessions .................. 124 Appendix 5 Matrix used in the development of priorities ............................... 2 127 322 Old North End Plan j Project Participants and Acknowledgements Project Participants and Acknowledgements This project was made possible through the passion and dedication of the residents of the Old North End, the ONE Change Board of Directors and community partners. Final report and layout created by Katherine Bailey with the assistance of the ONE Plan Committee. Mapping created with data supplied by the City of Saint John. Photograph credits are noted where applicable. Cover photo by Katherine Bailey. ONE Plan Committee The ONE Plan Committee provided direction and expertise in the preparation of ONE Plan. Katherine Bailey, Business Community Anti- Poverty Initiative Inc. ( BCAPI) Scott Crawford, ONE Change and The Resource Centre for Youth Kit Hickey, Housing Alternatives Kurt Peacock, ONE Change Elizabeth DeLuisa, ADI Limited Don Connolly, Canada Mortgage and Housing Corporation (CMHC) Francine DiMambro, CMHC Monica Chaperlin, BCAPI ONE Change Board of Directors The ONE Change Board provides direction and leadership for the activities of ONE Change. The Board consists of stakeholders and residents in the community. Scott Crawford Tammy Calvin John Knight Kit Hickey Marc Hussey Helene Williams Trevor Holder Linda Negus Kurt Peacock Gary Sullivan Connie Gould Key Participants Special thanks to the following stakeholders and project participants: ONE Teen Summer Take -Over staff, volunteers and participants Plan SJ, Planning and Development, and Geographic Information Systems, City of Saint John Vibrant Communities Saint John Business Community Anti - Poverty Initiative - 11 Page 323 Old North End Plan I Executive Summary Executive Summary The Old North End Plan (ONE Plan) is a follow -up document to the Old North End Community Action Plan (2005) which was developed through a community planning charrette. The charette was a discussion of local issues, ideas, goals and a vision for the future of the neighbourhood. Five years later, the ONE Plan describes the changes that have taken place since the charrette and outlines the current priorities and actions for the neighbourhood. The ONE Plan will serve as a tool for the Old North End and the ONE Change Board of Directors as it determines its strategic directions and projects for the next five years. It provides information about the greatest needs residents of the Old North End face and recommended actions to address the priorities identified by the neighbourhood. The Old North End is a neighbourhood in Saint John, located northwest of the Uptown area. It is primarily made up of residential uses along with some community, commercial, park, and light industrial uses. The Old North End has been identified as one of the five priority neighbourhoods in Saint John because of characteristics such as its high poverty rate, high crime rates, and old housing stock which is primarily rental housing. An analysis of census data for the neighbourhood indicates that many improvements are taking place in the neighbourhood related to education, labour force activity and income. However, the age of housing and general state of disrepair has remained a persistent problem. In the five years since the community charette took place, there has been significant progress in many key areas thanks to a wide variety of dedicated partners. Government funding has contributed to housing improvements through the construction of projects including ONE HOME, buildings constructed by non - profit organizations, and renovations by individual property owners. Community pride and the environment of the neighbourhood have been improved through new community facilities and parks, neighbourhood celebrations and events, and commitment to neighbourhood beautification. Many opportunities exist for youth through the creation of a wide variety of youth programming including a summer program, the Community Schools and PALS programs, and supports such as the ONE LIFE program. Training and skills development are also available for adults through GED courses, computer training, leadership development programs and employment services. Connections outside of the neighbourhood have been strengthened through the organization of neighbourhood leadership, promoting a positive image for the neighbourhood, and establishing new connections and partnerships. Finally, health of Old North End residents has been addressed through meal programs, health clinics, and health education. In addition to the work that has been completed in the neighbourhood, there are many more actions and changes which are just beginning or are underway at the neighbourhood, city and provincial levels. These include development of the Youth Inclusion Program, renovations to the North End Community Centre and Shamrock Park, changes in neighbourhood recreational programming, the development of a new Municipal Plan for Saint John, changes to city by -law enforcement, new provincial legislation to protect renters and to report buildings where illegal activities take place, and a provincial poverty - reduction plan and housing strategy. 21 Page 324 Old North End Plan I Executive Summary Building on the significant progress that has been made towards revitalizing the neighbourhood, residents and community stakeholders developed eight new priorities to guide ONE Change and community leaders for the next five years in their efforts to improve the quality of life of residents in the Old North End. The eight priorities are: • Leading housing renewal a) Repairs to dangerous and unattractive properties b) A strategy for abandoned buildings c) Construction of new buildings • Storage and removal of garbage • Neighbourhood health and safety • Improvements to neighbourhood streetscapes • Business development and enterprise • Transportation connections to the rest of the city • Community recreational and educational programs • Involve neighbourhood residents in decisions and projects Lists of specific actions were also created which can be pursued by ONE Change to carry out these priorities. The 51 actions which were developed represent a wide variety of recommendations and project ideas. Some examples of concrete action include: establishing a recycling depot within walking distance for neighbourhood residents; temporarily using vacant lots for community uses such as gardens, recreational areas, public art or parking; targeting Main Street for improvements to sidewalks, bike lanes, crosswalks, trees and a neighbourhood welcome sign; providing high - quality supports and programs for at -risk youth; starting a neighbourhood Business Improvement Area to revitalize the business district through beautification projects and promotional campaigns; and providing enhanced services and recreational programming for all neighbourhood residents. It will be important to continue to develop partnerships to implement these priorities. Coordinated investment and actions rather than piecemeal changes will be required to make significant progress which will continue to improve the entire neighbourhood. The efforts of the municipal and provincial governments will need to be targeted to the Old North End to realize true neighbourhood revitalization. Targeted and coordinated investments in the neighbourhood will be the catalyst to attracting outside investors and the resulting property renovations, new construction, increased property values, and the development of a vibrant and diverse neighbourhood. 31 Page 325 Section 1 Neighbourhood Overview 326 Old North End Plan I Neighbourhood Overview Introduction to the DId North End Plan The Old North End Plan (ONE Plan) is a follow -up document to the Old North End Community Action Plan prepared in November 2005 by the Cities & Environment Unit of Dalhousie University. The ONE Plan: • Provides a summary of the progress made to date in the Old North End as it relates to the action areas determined by the community in 2005; • Describes the current priorities of the neighbourhood in view of the progress that has been made; • Recommends priority actions for the next five years (2010 -2015) which have been identified by the community; and • Informs the Municipal Plan for the City of Saint John as it relates to the Old North End. The ONE Plan will serve as a tool for the Old North End and ONE Change as it determines its strategic directions and projects for the next five years. it provides information about the greatest needs residents of the Old North End face and recommended actions to address their priorities and bring about positive changes. 327 Old North End Plan I Neighbourhood Overview The Old North End Community Action Plan The original Old North End Community Action Plan was developed through a community planning charrette initiated by the Canada Mortgage and Housing Corporation (CMHC) and ONE Change in 2005. The initial impetus for the charrette was the need for housing in the community as a result of its steady decline and high number of empty lots; however, the focus of the charrette was expanded to a discussion of local issues, ideas, goals and vision for the future of the neighbourhood. The charrette was facilitated by the Cities & Environment Unit of Dalhousie University and was designed to form the basis for future community action based on a shared vision for the Old North End. The charrette took place over five days in November 2005 and consisted of small group work and larger group discussion amongst the wide variety of stakeholders who were invited to participate. Through the work of the charrette, the Old North End Community Action Plan contains three major components: • Identification of community strengths and issues and their root causes; • Establishment of community values and vision statement; and • Development of project lists and focused action areas. The charrette acted as a launching point for many of the changes which have taken place in the Old North End. This report, ONE Plan, identifies the changes that have taken place in the past five years (2005 -2010) in the Old North End since the Old North End Community Action Plan was written. This report also outlines the current priorities and actions for the neighbourhood for the next five years. 328 W North End Community Action Man 80051 61 Page Old North End Plan I Neighbourhood Overview The Old North End Neighbourhood The Old North End is a neighbourhood of Saint John, located northwest of the Uptown area, as shown in Figure 1. The neighbourhood's greatest physical asset is its geographic area with its close proximity to the water, beautiful parks and squares, heritage character, and proximity to businesses and the Uptown area. However, arguably the greatest asset of the neighbourhood is its people, especially the children and youth. Figure 1: Location of the Old North End Neighbourhood in Saint John Millidgeville Old North End Reversing Falls Data source: Geographic Information Systems, City of Saint John, 2010 Rockwood Park Uptown The boundaries of the Old North End were expanded in 2010 from the original 20 blocks in the center of the neighbourhood to more accurately represent the extent of the community including nearby businesses. The boundaries of the Old North End as they have been defined by ONE Change are shown in Figure 2. 7 1 P a g e 329 Old North End Plan I Neighbourhood Overview Figure 2: Boundaries of the Old North End Neighbourhood • 4�� --Jf F1 f _ _ •f` I 1 , 1 `� /•Ifs �� Ij �'. I ,• ! i�_ �-- ` - - �,ti.. - it -- • �� A `w_� .i Data source: Geographic Information Systems, City of Saint John, 2010 The character of the Old North End is described in a 1994 City of Saint John report: This residential area is primarily characterized by three - storey, flat- roofed, wood - framed buildings, tightly grouped together on long narrow lots. A few scattered masonry buildings can be found within the former commercial districts of the neighbourhood. The street pattern is defined by loosely gridded blocks, roughly parallel with a meandering Main Street. The hilly topography and shoreline have greatly contributed to the evolution of the neighbourhood. The general character of the neighbourhood, as defined by the building forms, is very homogeneous, with minor variations at the commercial areas. Large box -like buildings, containing flat -type dwelling units, dominate. They are generally situated on or close to the front lot line (i.e. no setback), and are closely spaced. At the peripheries of the North End character area (such as at the Douglas Avenue or Millidgeville edges) the buildings become more luxuriant, smaller in height and setback further from the street. (lnfill Housing and Rehabilitation Design Guidelines and Zone Standards, p. 17) The Old North End has been identified as one of five priority neighbourhoods in Saint John where there are high poverty rates, high proportion of single parents, high crime rates, older housing stock, primarily rental housing, low levels of education, and low labour force participation. In both the 2001 and 2006 census, the Old North End was classified as a very high poverty neighbourhood because more than 40% of residents lived below the poverty line, that is, the threshold at which sociologists warn that the entire area is under stress. 8 1 P a g e 330 Old North End Plan I Neighbourhood Overview History The Old North End began as the City of Portland which amalgamated with the City of Saint John in 1889. The neighbourhood was once a thriving community of businesses and residences along the Saint John River, and home to an important native trading post called Indian Town. Urban renewal projects in the 1960s including a large expressway system resulted in cutting the Old North End off from the Uptown area and the rest of Saint John. Land Use Historical photo of Main Street Image source: new- brunswick.net Today, the Old North End is primarily made up of residential uses along with some community, commercial, park, and light industrial uses. An aerial image of the neighbourhood is shown in Figure 3. Figure 3. Aerial image of the Did MOW; End Ob T W V i + '► #k t Lac / Data source: Geographic Information Systems, City of Saint John, 2010 91 Page 331 Old North End Plan I Neighbourhood Overview Ise -t� Did o,m un';Ly l=eer,= Photo by Katherine Bailey The main community facilities in the Old North End are the ONE Change, the North End Community Centre (NECC), Lorne Middle School, the Millidgeville North End Lions Club, Main Street Baptist Church, St. Luke's Anglican Church, the Fire Station, and the North End Food Bank. The primary commercial use in the community is the Lansdowne Shopping Centre located on the east side of the Old North End. Smaller commercial uses are also located along Adelaide Street and the eastern portions of Metcalf Street and Main Street. In recent years, significant investment has been made in the parks located in the Old North End. Both Victoria Park and Robertson Square have been revitalized to become showpieces in the community. Active recreation space is located adjacent to the Old North End including a baseball diamond at St. Peter's Park and Shamrock Park which includes sports fields, baseball diamonds, and tennis courts. A map of the main community facilities and uses is shown in Figure 4. Figure 4: Main Community Facilities and Uses -Fo d -r$ank, fi , . 'i "ec_Chang - t Ma , mtj h. S S rir _ 1t n I I. B hi Robertson -s , ,I } . r . 1 . Square`� ° �� ! ri ,rglas ! .. ..t_, 'i[ �, _- nil - II !�••T 1�U�_��;I laurch er at lub Data source: Geographic Information Systems, City of Saint John, 2010 101 Page 332 :! 1 it, = _ l .T f r- -Fo d -r$ank, fi , . 'i "ec_Chang - t Ma , mtj h. S S rir _ 1t n I I. B hi Robertson -s , ,I } . r . 1 . Square`� ° �� ! ri ,rglas ! .. ..t_, 'i[ �, _- nil - II !�••T 1�U�_��;I laurch er at lub Data source: Geographic Information Systems, City of Saint John, 2010 101 Page 332 Old North End Plan I Neighbourhood Overview Minimal light industrial uses still exist in the Old North End. The Saint John Powerboat Club is located in the northeast corner of Marble Cove and First Stop Auto is a vehicle repair shop located on Adelaide Street. There are also port uses located along the Saint John River. Census Tract Information Saint 101r; Powert:o:3t Oub The Old North End is part of Census Tract Photo by Katherine Bailey 3100023.00 which also includes the properties along Spar Cove Road and Millidge Avenue which back onto Shamrock Park. The extent of the Old North End Census Tract is shown in Figure 5. Figure 5: Old North End Census Tract Data source: Geographic Information Systems, City of Saint John, 2010 The following table summarizes relevant data from this Census Tract for the last three census years. Table 1: Summary Data for the Old North End Census Tract. 1996 -2006 Census Profile 1996 2001 2006 Population 2,287 2,150 1,974 Occupied Private Dwellings Total private dwellings 960 1,073 1,076 Total private dwellings occupied by usual residents 960 960 905 111 Page 333 Old North End Plan I Neighbourhood Overview Owned dwellings 240 205 185 Rented dwellings 720 755 720 Average value of owned dwelling $86,419 $78,055 $89,183 Average gross rent of tenant households $425 $461 $491 Tenant households spending 30% or more of household income on gross rent 370 350 335 Educational Attainment Total population 2 :15 years 1,770 1,725 1,585 No certificate, diploma or degree 920 735 620 High school certificate or equivalent 290 335 585 Some postsecondary without degree, certificate or diploma 120 265 Apprenticeship or trades certificate or diploma 95 200 115 College, CEGEP or other non - university certificate or diploma 290 145 175 University certificate or diploma below the bachelor level 15 10 45 University certificate, diploma or degree 30 30 40 Labour Force Activity Total population >_15 years 1,765 1,720 1,585 In the labour force 965 950 895 Employed 715 700 765 Unemployed 260 245 125 Not in the labour force 800 765 690 Participation rate 55.0% 55.4% 56.5% Employment rate 40.5% 40.9% 48.6% Unemployment rate 26.3% 25.8% 14.0% Income Median income of census families $22,201 $23,671 $27,924 Median income of private households $18,327 $20,301 $25,476 Median income of persons ?15 years $13,806 (M) $11,096 (r) $13,458 $16,515 Low income 48.8% 49.7% 43.3% Family Characteristics Total number of census families 605 610 520 Number of female lone- parent families 190 235 165 Number of male lone- parent families 40 15 60 Data source: Statistics Canada, 1996, 2001 and 2006 This summary highlights that while the population and number of occupied dwellings in the Census Tract have declined, the measures shown in the table above indicate that in general the negative trends which have been observed in the Old North End are improving. 121 Page 334 Old North End Plan I Neighbourhood Overview Rates of educational attainment improved with a decreased percentage of persons with no certificate, diploma or degree from 52.0% in 1996 to 39.1% in 2006. The percentage of persons with a high school certificate or equivalent more than doubled from 16.4% in 1996 to 36.9% in 2006; and the percentage of persons with a completed post- secondary certificate, diploma or degree remained about constant through the last 10 years profiled by the census. Positive trends can also be observed in labour force activity in the Old North End. Employment and unemployment rates remained stable between 1996 and 2001; then between 2001 and 2006 employment rates increased from 40.9% to 48.6% and unemployment rates decreased from 25.8% to 14.0 %. Median income of individuals, census families and private households have also increased in the Old North End. In fact, between 2001 and 2006, the percent change in all three measures of median income was greater than the percent change observed in the City of Saint John overall. The percentage of low income persons also declined from 493% in 2001 to 43.3% in 2006. An exception to these generally positive trends is the percentage of lone- parent families in the Old North End which has increased from 38.0% of census families in 1996 to 43.2% in 2006. Housing The Old North End is a predominantly residential neighbourhood. The 2006 Census identified 905 private dwellings occupied by residents. Of these, the percentage of private dwellings rented to tenants has increased from 75% in 1996 to 80% in 2006. Building showing signs of disrepair Photo by Katherine Bailey The statistical information from the 2006 census shows that almost all private dwellings in the Old North End are in the form of apartment units, mostly in buildings which are less than five storeys tall, with only a small proportion being single- detached, semi - detached or townhouses. It also shows that in the last 10 years profiled by the census, the proportion of apartment units has increased. The most recent census also identified the percentage of occupied private dwellings in need of major repairs. In the Old North End, 95 dwelling units, or 15.0% of dwelling units were identified. This is proportionately greater than in each of the other four priority neighbourhoods in Saint John as well as the City of Saint John (9.4 %), the Saint John CMA (8.9 %), the province of New Brunswick (9.7 %) and Canada as a whole (7.5 %). The age of the housing stock is the primary reason why a proportionately large number of dwelling units in the Old North End are in need of major repair. The period of construction of dwellings in the Old North End is summarized from the 2006 census below. 13 1 Page 335 Old North End Plan I Neighbourhood Overview Table 2: Period of Construction of Dwellings in the Old North End Census Tract, 2006 Period of Construction Occupied Dwellings Number Percentage Before 1946 395 44.1% 1946 to 1960 275 30.7% 1961 to 1970 100 11.1% 1971 to 1980 30 1 3.4% 1981 to 1985 35 3.9% 1986 to 1990 10 1.1% 1991 to 1995 15 1.7% 1996 to 2000 25 2.8% 2001 to 2006 10 1.1% Source: Statistics Canada, 2006 The old buildings in the Old North End are both an important part of the historic character of the neighbourhood as well as a significant health and safety problem. Many of the buildings have not been properly maintained because of the high cost of maintenance or neglect. Today, the result is a high proportion of buildings in need of major, costly repairs or complete replacement. Often, buildings which are no longer fit for habitation are boarded up and abandoned resulting in unattractive "dead zones" on the street, targets for vandalism and crime, and threats to neighbourhood safety because of building fires. A map of vacant properties is shown in Figure 6. Figure 6: Vacant Properties in the Old North End 336 - -;r J - �r 141 Page _ �• ,yl I---yy..i it ■ III. _ 1 Data source: Geographic Information Systems, City of Saint John, 2010 336 - -;r J - �r 141 Page Old North End Plan I Neighbourhood Overview There has been a small increase in the average value of owned dwellings in the Old North End within the 10 years profiled by the census. The percent change in the Old North End was 3.2% between 1996 and 2006; significantly less than the percent change of 50.5% for the City of Saint John overall. The number and percentage of tenant households spending 30% or more of household income on gross rent has also decreased from 51.4% of tenants in the Old North End to 46.5% in 2006. Several kinds of subsidized housing options are available in the Old North End. Saint John Non - Profit Housing owns and manages 49 housing units and Housing Alternatives has recently constructed 16 units for low - income tenants. Drilldlna on ii re in the neighbourhood Photo by Tammy Calvin In addition to subsidized housing, the North End Family Housing Co -op consists of 22 units in seven buildings on Victoria Street in the Old North End which existed before the charrette. The co -op is part- owned by its members and received funding from a CMHC program that existed when it was developed. Municipal Information The City of Saint John Zoning By -law prescribes the permitted use for land and buildings in each zone within the city as well as standards which the land use must conform to. A map of the Old North End zoning is shown in Figure 7. 151Page 337 Old North End Plan I Neighbourhood Overview Figura 7: Did iVorth End Zoning Map Data source: Geographic Information Systems, City of Saint John, 2010 Many of the residential areas of the Old North End were rezoned in May 2007 from "Three Storey Multiple Residential' (RM -1) and "High Rise Multiple Residential" (RM -2) to "Multiple Residential Infill" (RM -IF). The purpose of the rezoning was to place properties in a zone with standards that reflect the existing physical character of older areas in the city and assist new development in being more compatible with the type, scale and character of the existing built form. The rezoning was recommended in the 1994 lnfill Housing and Rehabilitation Design Guidelines and Zone Standards report which provides illustrative guidelines and prescriptive standards for infill housing and rehabilitation of 16� 338 Old North End Plan I Neighbourhood Overview existing housing stock. The rezoning was also intended to reduce the number of variances required to achieve compatibility with historic development patterns. The Old North End was rezoned in response to increasing deveiopment pressure and reinvestment in the neighbourhood attributed to the many grass -roots level community improvement and revitalization projects. Future private and public development and rehabilitation projects will hopefully become more numerous as community RIM HOUSING reinvestment continues and will be better facilitated by the D application of the "RM -IF" standards. Idl l� IGi<31i�IWATION Permitted uses in the "RM -IF" zone include one - family dwellings, r do .4 ESIGNIGLUEMS two- family dwellings, multiple dwellings, group homes, parks and playgrounds, convenience stores with an ancillary dwelling unit, efficiency apartments, home occupations (business office, dressmaker, watchmaker, dance or music lessons, barber or W 111'MVMiJ�7 WN��11lcMV�i1�JJ hairdresser, or artist or design studio which takes up less than 25% of the unit or 47 m2), nursery or day care centres, nursing homes, parking areas, and rooming houses. Reduced minimum lot sizes, minimum lot widths and increased maximum densities permitted in `- the "RM -IF" zone are more reflective of the existing form of the Old North End. The "RM -IF" zone also bases the front and side yard and building height and width requirements on what is seen on the surrounding properties so that new development retains the existing streetscape. While a large portion of the Old North End was rezoned "RM -IF", the City of Saint John existing mixed -use buildings and properties with institutional, industrial or commercial zoning were not changed. Newer residential Cover of the City design guidelines for infill housing developments which were more consistent with the "RM -1" zoning Image source: City of Saint John standards were also excluded from the rezoning. 171Page 339 Section 2 Completed Projects and New Initiatives 340 Old North End Plan I Completed Projects and New Initiatives Completed Projects in the Old North End In the five years since the community charrette took place in the Old North End, there has been significant progress in many of the identified action areas which should be celebrated. The charrette served as a launching point for many of the actions which were identified in the Old North End Community Action Plan as well as many other remarkable changes which have taken place in the neighbourhood. For this report, a review was conducted using media sources since 7005 as well as one -on -one interviews with key stakeholders, many of whom have been working in the Old North End since the charrette took place. This review of completed projects has been summarized and grouped into theme areas. A full review of the progress made on the proposed projects which were identified in the Old North End Community Action Plan is included as Appendix 1 to this report. The majority of these positive actions in the community have been made possible through a diverse collection of partnerships with the neighbourhood including the City of Saint John, the Province of New Brunswick and the area MIA, the Government of Canada, the neighbourhood schools and churches, the Saint John police force, the Resource Centre for Youth, Housing Alternatives, Horizon Health Network, Canada Mortgage and Housing Corporation, Environmental Trust Fund and the Greater Saint John Community Foundation. Housing Home ownership The ONE HOME (Old North End Home Ownership Made Easy) is a unique home ownership demonstration project in the Old North End which was made possible through the cooperation of many partners. The project consists of three 3- storey attached homes constructed on a vacant lot in the Old North End. Participants are "working poor" families with annual incomes between $35,000 and $50,000. The project model involves a rent -to -own approach which provides candidate families with access to the skills and training required for meeting the responsibilities of home ownership. Participating families rent their home at a subsidized rate of 309 of their income for up to three years before seeking a mortgage and taking ownership. Each home is worth $170,000, but can be purchased by the family for 341 Ar 'I'll ONE HOME demonstration project Photo by Tammy Calvin 19 Page Old North End Plan I Completed Projects and New Initiatives $120,000 with half of the mortgage obtained through the provincial low - interest housing program and half from a financial institution. The total value of the project was $423,900 with $90,000 in funding received from the Federal Affordable Housing Trust to offset construction costs as well as $39,366 in rent supplements from the Province of New Brunswick for the three units. Construction began in 2007 and all three of the units were occupied by 2010. Housing renovation The Department of Social Development administers the Rental Residential Rehabilitation Assistance Program (RRAP) which provides financial assistance to owners for mandatory repairs to substandard housing units rented to low income households. Before December 2005, there were two approved RRAP files in the Old North End with a total amount of $112,200. Since December 2005, there have been six approved RRAP files totaling $357,610. This is a positive indicator of the investment taking place in housing in the Old North End. eo.c F Privately renovated hwI ing on AdelaiJ� strt:st Photo by Housing Alternatives Lu luiings t,6op painted Photo by Katherine Bailey 342 Individual investment initiatives can also be seen in the Old North End, including several properties which have changed ownership and are undergoing repairs. Property investment and renovation were observed soon after the charrette took place and were thought to be spin -off investments from the neighbourhood park revitalization and new non - profit buildings. Data obtained about building permits issued in the Old North End also indicate increased investment activity in the neighbourhood. Figure 8 shows the number of building permits issued in the Old North End by year as of June 2010. It is clear that there has generally been an increase in the number of permits issued, especially since the charrette in 2005. 201 Page Old North End Plan I Completed Projects and New Initiatives Figure 8: Number of Building Permits by Year 35 30 A 25 E 20 A 15 E Z 10 5 0 2000 2001 2002 2,003 2,134 2005 2005 15!517 2008 2009 2010 Year Data source: Building and Inspection Services, City of Saint John, 2070 Figure 9 illustrates the estimated value of building permits issued during the last 10 years. An increasing pattern is not as visible in this data, although it is clear that a greater investment in work requiring permits has taken place since the charrette in 2005 than what took place before the charrette. The abnormal peak in 2006 is as a result of the significant investment in the Housing Alternatives building on Adelaide Street ($950,000) and the ONE Change Building/Community Police Office ($166,000). The value for 2008 was also greatly affected by the construction of the three units for ONE Home ($115,000 each). Figure 9: Value of Building Permits by Year $1,400,000 $1,200,000 r $1,000,000 E `y $800,000 CL °y $600,000 M > $400,000 $200,000 $0 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 Year Data source: Building and Inspection Services, City of Saint John, 2010 Figure 10 illustrates the type of work which the building permits were issued for. The major categories of work requiring a building permit were installation or replacement of windows and siding, upgrading 211 Page 343 Old North End Plan I Completed Projects and New Initiatives electrical system, interior renovations (including changes to the number of units) and entrances (including doors, landings and stairs). Figure 10: Type of Work, 2000 -2010 Sheds & garages Fire Commercial building New bulldi Pubiicfacilities .,__a Data source: Building and Inspection Services, City of Saint John, 2010 Providing affordable housing The ONE LIFE (Old North End Living Independently for Education) program is unique to the Old North End. Youth aged 16 -21 who are homeless or at risk of homelessness may qualify for an apartment through the ONE LIFE program while they are in school. There is currently federal funding to supplement the rent for four youth who pay 30% of their monthly income for rent. A program coordinator tracks the school attendance and well -being of the participating youth, leads lessons in life skills and promotes participation in the community. The coordinator also case - manages other youth who are not part of the housing component or are on the waiting Ainlist. There are currently about 80 youth on the waiting list. Housing Alternatives building Photo by ONE Change Youth A medium -term goal from the charrette was the construction of a 16 unit apartment building for low income tenants on Adelaide Street. The building was opened in 2007 and also provides office space for Housing Alternatives and Rehabitat which developed and manage the building. 344 221 Page Old North End Plan j Completed Projects and New Initiatives Since the charrette, Saint John Non - Profit Housing has constructed four new affordable rental units in the Old North End. These new units are in addition to the 45 affordable units owned by Saint John Non - Profit Housing which existed in the neighbourhood before 2005. Property maintenance The two City by -laws which relate to property standards are the Unsightly Premises and Dangerous Buildings By- law, and the Minimum Property Standards By -low. Both of these have been strengthened to grant the City powers to ticket property owners who did not meet the by -law standards. The changes also gave City inspectors the authority to enter buildings when looking for violations. Other government departments also have powers related to the maintenance and occupancy of substandard housing, including the fire department. Developing partnerships Rotary Court develapmefit by- qu:' -i k job r% Nora- Iyroflt Housing Photo by Katherine Bailey The Carpenters Training Centre pre - employment training program partnered to build a 4 -unit building with Saint John Non - Profit Housing using the same model as two identical projects in the South End. It is expected that the Carpenters Training Centre will continue to be a partner in housing projects undertaken by Saint John Non - Profit Housing. Canada Mortgage and Housing Corporation (CMHC) appointed a dedicated staff person to be the Saint John representative shortly after the charrette which has provided ONE Change and the other priority neighbourhoods with a significant resource for projects related to housing. I Window sealed to improve energy efficiency Photo by Katherine Bailey The City of Saint John provides a development grant of up to $5,000 for non- profit housing projects to cover a portion of the cost of development charges and other municipal fees. The City's 2010 operating budget included $25,000 to provide assistance to non - profit housing projects. Improving energy efficiency A key short-term action item which came out of the charrette was a project to repair drafty windows and reduce heating costs, called "Winds of Change." The program ran during the winters of 2005 and 2005. Volunteer teams of several youth paired with an adult fixed and sealed windows in targeted apartments and homes. An energy efficiency information fair was also held at Lorne Middle School. About 80 people attended the event. 345 23 1 Page Old North End Plan I Completed Projects and New Initiatives Efficiency NB provides financial assistance to owners of residential and commercial buildings who want to make their buildings more energy efficient, including subsidized energy assessment services and grants to help offset the cost of energy efficiency upgrades. Organizations ONE Change informally acts on behalf of tenants overall in the Old North End by monitoring and taking action on issues such as substandard or dilapidated housing and garbage. People on the street in the neignbourhood Photo by Katherine Bailey I m Soon after the charrette, ONE Change explored the idea of starting a Block Parent program in the Old North End. However, the physical layout of apartment units within buildings which are not equally accessible from the street meant that the Block Parent program would not be a feasible model for the neighbourhood. Despite this barrier, the function of a Neighbourhood Watch program is fulfilled by the relationships within the neighbourhood and the number of people who are sitting in front of their houses or walking on the street throughout the day. The Saint John Apartment Owners Association is a non- profit group for apartment owners and managers in Saint John, including the Old North End. The association provides a voice of representation to government officials, tenant screening tools, bulk purchasing and discounts, seminars and training courses to improve the success of members' businesses, and a newsletter to keep members informed of local stories and issues of interest. Members of the association are expected to follow a code of ethics which includes maintaining their properties in accordance with government standards, avoiding discriminatory activity and protecting the public against fraud and unethical practices. Providing shelter Shelters in Saint John exist throughout the city instead of serving specific neighbourhoods such as the Old North End. There are currently shelters for men, women with addiction issues, and women and children fleeing abuse. In addition, two new initiatives are in the planning stages including a new supportive housing facility for homeless youth which would serve the entire city, and a shelter for women located in the Old North End. 241Page 346 Old North End Plan I Completed Projects and New Initiatives Community Pride Community facilities Safety in the Old North End took a major step forward in 2006 when the joint ONE Change building and community police office was built on Victoria Street. The new facility provides an office for an Old North End community police officer and an interview room, as well as facilities for the neighbourhood such as a board room, health rooms, a small kitchen and an adult education room with four computers. A new police response strategy at the time stressed crime prevention and engaging residents of the neighbourhood, especially at -risk youth. The new building and community police officer quickly resulted in reduced incidence of crime in the Old North End, changed attitudes, and new physical improvements and investments in the neighbourhood. It also contributed to the success of a significant drug bust in 2009. ONE Change bullding.and Community Po [re office Photo by Katherine Bailey Community facilities such as kitchens and meeting space are also available to neighbourhood residents at the NECC, Main Street Baptist Church, Lorne Middle School and the Millidgeville North End Lions Club. Parks and recreation The landmark investments in community infrastructure within the Old North End were the improvements made to Victoria Park and Robertson Square in 2009. These parks have become show- pieces in the neighbourhood and have increased neighbourhood pride and investment. They also provide essential neighbourhood recreational space, especially the playground at Robertson Square. The new Victoria Park also includes a wall of tiles which were hand - painted by youth in the Old North End. Improvements to Shamrock Park are included in the 2010 budget and are expected to include a synthetic turf field, a new clubhouse, improved lighting, BMX trails, and restoration of the baseball, soccer and lacrosse fields. In the interim, mountain bike trails have been created by volunteers in Shamrock Park. Photo by Katherine Bailey The basketball court in the yard of Lorne Middle School was repaved soon after the charette took place and a streetlight was added so that the court could be used at night. 347 251 Page Old North End Plan I Completed Projects and New Initiatives Many other recreational facilities identified in the charrette are provided centrally for the entire city, including the Station 1 skateboard park located near Harbour Station and the facilities at the YMCA and Canada Games Aquatic Centre. Heritage The Old North End is recognized as a or[M tS neighbourhood in Saint John with considerable heritage value which is u 0 --tot) 6 � celebrated through heritage walking tours, city brochures and historical education in the "`" +f schools. Environment and Beautification old North End heritage waliang tour route Image source: City of saint John Protecting the environment Since the charrette, the Old North End has received significant funding through the Environmental Trust Fund to promote awareness of environmental issues, energy efficiency, neighbourhood clean -ups and reducing impact on the environment, especially amongst youth in the neighbourhood. Youth in the Old North End have been involved in the Green Team which addresses environmental concerns and takes opportunities to improve the neighbourhood and the school. The Green Team was responsible for the development of a bottle recycling program in the neighbourhood. Youth also participate in environmental service projects as part of the ONE Teen Summer Take -Over. Activities in this youth program have included maintaining community gardens, cleaning garbage - filled lots, painting and installing street garbage cans, and providing environmentally - friendly themed activities for youth in other summer programs. Many of the investments by youth in the Old North End have encouraged other residents to also participate in cleaning up the environment in their neighbourhood. ONE Change youth maintaining community garden;. Photo by ONE Change youth Saint John has committed to treating the sewage generated by the city which is currently discharged from several locations including an outflow to the Saint John River in the Old North End. Pumping stations are being built throughout the city which will direct sewage to the new treatment facility, to be located near Marsh Creek. When this treatment system is online it is expected that there will be a great improvement in the water quality near the Old 261 Page .• Old North End Plan I Completed Projects and New Initiatives North End. It is likely that this will also lead to increased property values for homes located along the river and improvements to the buildings as their value increases. Neighbourhood beautification Several neighbourhood clean up initiatives have taken place in the Old North End as part of Earth Day events, neighbourhood -wide events, and a resident - initiated group which does regular clean ups in the neighbourhood and encourages residents to maintain their properties. A The ONE Change Environment Team, a subcommittee of the ONE Change Board has taken the lead on many neighbourhood beautification projects including small gardens and plantings throughout the neighbourhood and the revitalization of the neighbourhood parks in cooperation with the City. The City of Saint John has responded to requests _ from the Old North End to beautify and improve * - safety on several streets in the neighbourhood. _ Since the charrette, new sidewalks and paving have been provided on blocks of Newman Street, Neighbourhood clean -up Victoria Street, Albert Street and Elgin Street. Photo by Tammy Calvin New stop signs and traffic lights have been installed, including the traffic lights at the corner of Newman Street and Adelaide Street, and Main Street and Adelaide Street. Garbage storage has been a persistent issue in the Old North End which has been partially addressed by the street garbage cans decorated by the youth and the continuation of weekly municipal garbage pick- up in priority neighbourhoods. Neighbourhood Celebration Community events Information about events in the Old North End are well publicized through the Telegraph - Journal newspaper, the ONE Change monthly electronic newsletter, the newsletter for Lorne Middle School, announcements in the neighbourhood church bulletins and sometimes door -to -door flyers. ONE Change Clxri6tYfmas party Photo by Tammy Calvin 349 271 Page Old North End Plan I Completed Projects and New Initiatives ONE Change hosts an annual Christmas /Holiday party with food, music, performances and presents which is attended by a large portion of the community. The Old North End has also hosted many different neighbourhood celebration events, including Old North End Days. Activities at these events since the charrette have included ball hockey tournaments, baseball games, barbeques, outdoor movies, music, street dances, fireworks, community yard sales, open houses and information tables, 50/50 draws and prizes. Events in the Old North End have also included Youth during a neighbourhood celebration community meals to celebrate Mother's Day at Photo by ONE Change Youth Main Street Baptist Church and a barbeque with games at Shamrock Park to celebrate Father's Day. Several coffee house events have been hosted by ONE Change and Main Street Baptist Church with performances by youth from the neighbourhood. Opportunities for Youth Youth programs A significant accomplishment in the Old North End has been the variety of programming provided for youth in the neighbourhood. Youth programming takes place throughout the year and is designed so that the participating youth make suggestions for the programming that is offered. The biggest activity program for youth is the ONE Teen Summer Take -Over, an eight week program consisting of community service projects, education and recreational outings. In 2009, approximately 40 youth participated in the summer program and contributed over 3,000 hours of community service. Throughout the year, other activities for youth in the Old North End include ONE 7, Teen Fit, Gurl Wurld, Hanging with the Guys, Chess Club, Got Game, intramural sports programs, sports with C ' community police, no school day activities, mentorship and support services. The Youth Council has contributed to a number of these programs in addition to raising �-- awareness of the issues facing youth and providing, positive action. r_urr programming provided in the Old North End Photo by Tammy Calvin 281 Page 350 Old North End Plan I Completed Projects and New Initiatives Youth have the opportunity to participate in art classes including painting and writing through the ongoing youth programming in the Old North End. Other recreational opportunities exist for youth which are located outside of the Old North End, including a dance studio and tennis club within walking distance of the neighbourhood. PRO Kids (Positive Recreation Opportunities for Kids) is a non - profit program which provides assistance to children and youth who are unable to participate in sport, art, recreation or cultural activities due to financial limitations. r� Increased funding has allowed ONE Change to Dancing with ON Change participants hire a youth coordinator and a neighbourhood Photo by ONE Change youth coordinator. ONE Change has also received funding for summer students to run the summer youth programming. Along with the expansion of the youth programming this year, ONE Change will be hiring an additional teacher to work at Lorne Middle School with at -risk students, and staff to coordinate intervention and recreation programs for at -risk youth. ONE Change has actively sought increases in programming from the City, such as indoor winter programming for youth. As far back as 2007, ONE Change has called for better recreation program delivery, and has proposed that ONE Change staff and volunteers would be prepared to deliver the programs. These discussions are ongoing and coincide with the community sessions held this year at the NECC to discuss the redesign of the building and how the facility could best serve the needs of the neighbourhood. Developing leadership and confidence A large component of the programming for youth in the Old North End focuses on developing leadership and confidence, and promoting volunteerism in the neighbourhood. This is especially a focus during the ONE Teen Summer Take -Over which includes sessions on self esteem and finances in addition to a wide variety of service projects within and outside of the neighbourhood. Personal development programs also take place throughout the year in partnership with the schools. 291 Page 351 Old North End Plan I Completed Projects and New Initiatives Training and Skills Development Local schools There are many educational opportunities available for youth and adults of the Old North End. Both Centennial School and Lorne Middle School were provincially designated as Community Schools in June 2007. Community Schools use neighbourhood resources such as volunteer groups, parents, public services, and recreational and cultural opportunities to provide additional opportunities for classroom instruction and after - school programs. This designation also allows the school to stay open beyond traditional hours to offer community services. Both schools are also part of the PALS (Partners Assisting Local Schools) program. The PALS program partners local businesses with inner -city schools to provide volunteer Centennial School Photo by Katherine Bailey Academic and skills development assistance for a wide variety of school _.,Z activities. Additionally, ONE Change's youth programming has recently been moved into a space in Lorne Middle School and ONE Change staff and youth workers are treated as part of the school's staff team. Programs are provided in the Old North End to assist residents in academic and life skills development. The CALP (Community Adult Learning Program) is offered as a stand -alone program in the Old North End and through the Saint John Learning Exchange. The program focuses on academic skills such as improving reading, writing and math skills, preparation for the GED (General Education Diploma) test, and computer literacy. The BEST (Basic Education and Skills Training) program provided through the Saint John Learning Exchange is a full time program which includes general skills upgrading, self - development and GED preparation. There are currently two GED classes taking place in the Old North End which allow residents to access jobs that require high school completion or community college programs. Computer access and training, eLearning programs and job readiness training are provided at the CAP site containing four computers in the ONE Change building. 352 Computer room at ONE Change Photo by Katherine Bailey 3O Page Old North End Plan I Completed Projects and New Initiatives Leadership development Several programs are available for adults in the Old North End which provide training, coaching, role models and leadership development. While these programs are not designed specifically for North End residents, they focus on residents of the priority neighbourhoods in Saint John and remove barriers to participation by providing transportation, food and childcare. Vibrant Communities Saint John runs the Learn &Go program which provides training in social innovation and leadership and consists of workshops, developing a community project, and presenting the steps and partners for the initiative. The POWER UP (Promotion of Women's Empowerment and Resilience Urban Project) is led by the Urban Core Support Network. POWER UP connects to the neighbourhood by helping participants make changes in their neighbourhood. PRUDE (Pride Race Unity Dignity Education) also has a program called Breaking Free which provides leadership training and skills development to women, including women from the Old North End. Employment services Multiple employment training programs are available to residents of the Old North End. An employment program which has taken place specifically in the neighbourhood is North End Works. This program identified the skills and interests of residents to create employment opportunities and fill gaps in the services provided in the neighbourhood. As part of North End Works, a survey was conducted to identify the workforce skills of Old North End residents. Business plans were developed for a renovation business and a bulk store, though these projects have not been completed yet. However, a community home daycare in partnership with the YMCA is currently being developed. Outside of the neighbourhood, TIES 2 Work (Training in Essential Skills) is a program offered through the Saint John Learning Exchange which provides short term workplace essential skills training and leads to employment by matching the needs of employers and individuals. Catch the Wave to Employment helps individuals identify their assets, current job opportunities, and community and government resources that can assist them in their next steps. Vibrant Communities Saint John also runs the Job Bus program which includes a workshop to help participants from priority areas develop resumes and connect with employers and then provides a van for the group of participants to go and meet potential employers. Clothing euhange event Photo by Tammy Calvin Developing partnerships Old North End residents can access services such as the Clothing Closet at the Coverdale Centre for work - appropriate clothing. The neighbourhood also hosts several different services for residents including clothing exchanges and depots at the NECC and Main Street Baptist Church. The first bursary from UNBSJ for students who lived in the Old North End was awarded in 2005. The award is given to graduating high school students who have demonstrated successful academic performance, community service and good citizenship. UNBSJ is also in the process of starting an institute of urban studies which will likely lead to research opportunities in the Old North End and opportunities for further partnership. - -311 Page 353 Old North End Plan I Completed Projects and New Initiatives Literacy The summer Storytent and community library have also been important additions to the neighbourhood. The Storytent started serving residents of the Old North End in 2009, and a year -round community library was established in the ONE Change building in 2010. Promoting and supporting small businesses Residents and businesses in the Old North End have access to the Saint John Community Loan Fund which provides small loans for new businesses, back to work loans, and loans to secure affordable and better quality housing. The Saint John Community Loan Fund also runs SLIMmerSterytent in the nLightourhDod Photo by Tammy Calvin programs including Enterprising Women which focuses on women living on low incomes who seek self - employment and the YES (Youth Entrepreneurship = Success) summer training and business launch program for youth. Enhancing mobility of community members Most of the city -wide programs available to Old North End residents provide assistance with transportation such as bus or taxi vouchers. Since the charrette, the Saint John Transit bus route which runs through the north end of the city has been adjusted so that it runs directly through the Old North End. This is significant because of the high proportion of Old North End residents who use public transportation to get to their workplace. Data from the 2006 census shows that 14.5% of the employed labour force in the Old North End used public transit to travel to work, compared to 7.6% for the City of Saint John as a whole. Saint John Transit bus Photo by Katherine Bailey Connections Outside the Neighbourhood Promoting a positive image While long- standing myths still exist in Saint John regarding the Old North End, the neighbourhood's reputation has improved as a result of the many positive things which have taken place. Since the charrette, stories published in local and city -wide newspapers have highlighted the actions taken in the Old North End to improve the neighbourhood. Articles have also emphasized the resilience of residents and their quick response to create positive outcomes out of negative events. 354 321 Page Old North End Plan I Completed Projects and New Initiatives Around the Ulm* newspaper Photo by Tammy Calvin Positive news about the neighbourhood is published in the Around the Block newspaper and the ONE Change electronic newsletter, including recognizing contributions to the community and thanking volunteers. Connections with the City of Saint John Since the charrette, the Old North End has improved its connections to the rest of the city through the election of ward councillors who advocate for the neighbourhood and the support that other members of Council have shown for the neighbourhood. The coordinated effort of ONE Change has increased the profile of the Old North End and the other priority neighbourhoods in Saint John so that there has been an increasing recognition of the investment needs in the neighbourhood. Since the charrette there have been discussions at the City level related to the need for business plans with significant benchmarks to improve vulnerable neighbourhoods including community development officers, incentives for building on vacant lots and partnerships. It is expected that the new Municipal Plan which is currently being developed will include more detailed neighbourhood plans which will also hopefully address the issues faced in the priority neighbourhoods such as the Old North End. Neighbourhood organization ONE Change has been a very valuable resource to the Old North End through its flexibility in supporting initiatives which meet immediate needs. ONE Change has conducted door to door surveys in the neighbourhood to develop a community contact list and to inquire about neighbourhood concerns. In the past five years, ONE Change has been able to gain several staff to move community projects forward in addition to the dedication of many volunteers. Vibrant Communities Saint John hired part- time neighbourhood assistants to engage residents in each of the five priority neighbourhoods including the Old North End. This year, ONE Change hosted its first fundraising dinner at the Fort Howe Hotel located just outside the Old North End neighbourhood. The guest speaker for the dinner was the honourable Mr. Justice Frank lacobucci, a former jurist with the Supreme Court of Canada who shared stories from his own personal journey growing up in an inner -city neighbourhood in Vancouver which was similar to the Old North End neighbourhood. Youth from the ONE Change Mr. i;!utic r I -rai+k larobiic o speaklnK to students at Lorne Miodln School Photo by Katherine Bailey 355 331Page Old North End Plan I Completed Projects and New Initiatives summer program were able to attend the dinner, and Mr. Justice Frank lacobucci visited Lorne Middle School in the afternoon before the dinner to speak to the students about his shared experience growing up in an inner -city neighbourhood. ONE Change, including the youth, has been active in giving presentations to groups in various parts of Canada and the United States about the work taking place in the neighbourhood. Civic engagement ONE Change has been an important advocate for civic engagement in the neighbourhood. In addition to creating opportunities and encouraging involvement at the neighbourhood level, residents were encouraged to vote in September 2006 with the "Vote for the Old North End" campaign including a tailgate party and barbeque for residents after they voted. ONE Change also plans to encourage voter turnout for the upcoming September 2010 election. Neighbourhood advocacy A significant portion of ONE Change's efforts in the neighbourhood have been in an advocacy role which was not foreseen at the charrette in 2005. Some examples of advocacy work undertaken by ONE Change include objections to NB Power's rate increase in 2006. ONE Change also expressed concern on behalf of the neighbourhood in 2007 related to the way that courts do not allow neighbourhoods to be represented as victims of drug crime resulting in dropped charges or light sentences. The advocacy role in recent years has been in reaction to decisions made by various levels of government which would have had a significant negative impact on the Old North End. These include coordinating the community response to the proposed user fee for garbage disposal in 2009 and the proposed closure of Lorne Middle School in Lorne Middle School 2008 which would have removed a core Photo by Katherine Bailey component of the community. Health Health clinics Health clinics staffed by a nurse practitioner from St. Joseph's Community Health Centre are held weekly in the Old North End at the ONE Change building and at the Main Street Baptist Church lunches. Services currently include screening and tracking blood pressure and cholesterol, and are expected to expand to cover other services such as sexual health. Since the charrette, there have been several different volunteer nurses providing clinics in the neighbourhood, sometimes with a specific focus on teens, seniors or sexual health. Health information sessions are also held frequently in the Old North End. 341 Page 356 Old North End Plan I Completed Projects and New Initiatives The Old North End has been able to link with several different existing services in Saint John since the charrette including UNBSJ and St. Joseph's Community Health Centre in determining the required health services in the neighbourhood and how those needs would be met. Food and nutrition 1 The churches in the Old North End are significant contributors to the maintenance and promotion of �. proper nutrition in the neighbourhood. Meal programs are provided at both Main Street Baptist + e.grhbourhood health clink Church and St. Luke's Church, including hot lunches Photo by ONE Change youth for students at Lorne Middle School. These meal programs are often also paired with other services such as a mobile health clinic and clothing banks, There is also an opportunity for participants to cook for the lunch programs, in addition to occasional cooking classes held in the neighbourhood. Discussion of proper nutrition is also often incorporated into other programs such as programs for women or ONE LIFE. Several health and nutrition programs have begun in the Old North End, and many include partnerships with outside health professionals. Discussions of nutrition have been included as part of other programs for groups such as women and teens in the Old North End. Additionally, a group of residents recently initiated weight loss and Dodging Diabetes programs in the neighbourhood in partnership with outside health care professionals. Photo by Katherine Baiiey Healthy lifestyles Individual initiatives which meet immediate needs have been established in the neighbourhood such as the diapers and formula program which also offers food, clothing, counseling and family planning aids to mothers, as well as a new stop smoking program which provides free aids for residents to quit smoking. 357 351 Page Old North End Plan I Completed Projects and New Initiatives New Initiatives In addition to the large number of action items which have already been completed in the Old North End, there are many new initiatives and action items which are in progress but have not been completed yet. This is an exciting time for the Old North End because these new initiatives will have a significant impact on the neighbourhood as they progress. The actions and initiatives are reviewed in this report for information purposes. As the projects develop, their details are subject to change. The initiatives have been sorted by their level of focus, whether they are specific to the Old North End, the city or the province. Old North End Youth Inclusion Program ONE Change recently received funding for four years through Public Safety Canada's National Crime Prevention Strategy (NCPS) to fund the new Youth Inclusion Program (YIP). YIP will target youth ages 11 -15 who are identified as being at high risk for involvement in criminal activity. The program will offer life skills to help at -risk youth make smart choices and avoid criminal involvement. YIP will focus on risk factors including substance abuse, poor school attachment and lack of recreational activities by offering a range of intervention and recreational activities to attract young people into positive lifestyles. Four new staff positions are being created by YIP which will work in close partnership with Lorne Middle School. Neighbours Working Together Na renal Crime Preverntinri StmIop fundlrig announcement Photo by Tammy Calvin Neighbours Working Together is a group made up of core partners of the youth programs offered through ONE Change, including members of ONE Change, Vibrant Communities Saint John, Leisure Services, Lorne Middle School, PALS, the police, and Main Street Baptist Church. This team will soon be restructured to act as advisors to the YIP. The group also plans to add representatives from Family and Community Services, Mental Health Services, and Probation Services. YouthBuild YouthBuild is a program which originated in the United States that provides an opportunity for low - income youth ages 16 -24 to work toward their GED or high school diploma while learning job skills by building affordable housing. The full -time program lasts between 6 months and 2 years, during which participants divide their time between construction sites and the YouthBuild alternative school. 36 Page 358 Old North End Plan I Completed Projects and New Initiatives YouthBuild has a comprehensive approach with strong emphasis placed on leadership development, counseling and support, and community service. In addition to providing education and training for participants, the program provides value to the entire community through the provision of affordable housing, leadership development for local youth, crime prevention, and community development so that residents take increased responsibility for their neighbourhoods. ONE Change is currently committed to adapting this model to the Old North End in Saint John because of the differences in government structure as it relates to housing and community development between the United States and Canada. ONE Change is also in the process of creating partnerships for YouthBuild, including a partnership with the Carpenter's Training Centre which has already been involved in the construction of several housing projects by Saint John Non - Profit Housing. North End Community Centre The North End Community Centre (NECC) will be undergoing renovations over the next several years. Conceptual designs have been prepared by AD] Architects Inc. which include additions to the building, interior modifications, exterior cladding and windows, and site work such as the creation of a playground, terrace, stage and landscaping. The conceptual designs also propose the closure of Durham Street adjacent to the NECC to create a pedestrian plaza. Conceptual plan for the North End Community Centre Image source: ADI Architects Inc. and City of 5aintJohn 359 ONE Change is also currently in the process of preparing to assume operation of the NECC. This is part of an overall community programming strategy which is being prepared to include programs for all members of the community ranging from pre -natal to seniors. The strategy will include a cluster of services which meet immediate needs as well as recreational and health programming tailored to the needs of the community offered at the NECC. 371 Page Old North End Plan I Completed Projects and New initiatives Main Street Baptist Church renewal Main Street Baptist Church has been a significant partner in the provision of essential services in the Old North End. Due to the needs of the congregation, the church will be moving to a new building outside of the Old North End. However, they have indicated that their building will remain available for use by the neighbourhood and their outreach contributions through the Hope Mission will continue. As part of the community programming strategy, it is expected that Main Street Baptist will be the location for the cluster of services meeting immediate needs such as meal programs, food bank, clothing bank, health clinics and recycling facilities. Partnerships in schools Win Street Baptist Church Photo by ONE Change Youth There are several exciting partnerships which will be taking place in schools in District 8 including the schools in the Old North End. A joint steering committee of stakeholders in the fields of poverty reduction and education is currently in the feasibility planning stage for a program called Pathways to Education. The Pathways to Education model was first used in the Regent Park neighbourhood of Toronto to reduce poverty and its effects by lowering the high school dropout rate and increasing access to post- secondary education for disadvantaged youth. The program provides four key supports which are academic tutoring in core subjects, mentorship, immediate #financial support and a bursary for post- secondary education, and advocacy through support workers. The Families and Schools Together (F &ST) program offers families support to help their children do well at school, home and in the community. The national program which is expected to be started in the Old North End will work to increase family bonding, enhance the self esteem of both children and parents, and prevent substance abuse. STLIdents from fentenniai SchouI alte rid log the opening of Vkl0r]R Kids.now is a national charity for youth Park development which is currently recruiting Photo by Tammy Calvin volunteer mentors for middle schools in Saint John including Lorne Middle School. The free, weekly after school program will complement the school curriculum with life skills development through thought- provoking games, skill -based activities and group discussions which teach goal- setting, effective communication, positive conflict resolution, stress management and other important life skills. The program focuses on life skills to improve family and 381 Page 360 Old North End Plan I Completed Projects and New Initiatives peer relationships, tools to make positive choices and turn away from risky behavior, enhancing self - esteem and encouraging healthy thinking. New housing construction Saint John Non - Profit Housing will start work on a new six unit building located on Newman Street early next year. This building will use modular construction methods by Kent Homes as an experiment to determine whether this building method would be feasible for constructing other affordable housing projects in the neighbourhood and the city. Saint John Non - Profit Housing will also be undertaking exterior renovations on some of its other properties in the Old North End both this year and next year. The Old North End's newest Saint John Non - Profit Housing building In addition to the work being done by Photo by Katherine Bailey government and non - profit groups, private land banking has begun to take place in the Old North End by individuals and groups of individuals who will undertake construction of new housing when the risk of their economic investment is reduced by factors such as increased public investment in key components of the neighbourhood such as parks and roads. Community bulletin board and garden After encountering significant delays, the community bulletin board and community garden are expected to be completed in the neighbourhood very soon. The community bulletin board will be located near the intersection of Victoria Street and Durham Street and will provide information about community services, programs and events. The community garden is expected to be located in Shamrock Park and will provide a space for residents to tend a portion of the garden for food production. Managing feral animals ONE Change is in the process of developing a program in partnership with the Animal Rescue League which would provide spaying and neutering services for cats and dogs in the Old North End to counter the problem of large numbers of animals in the neighbourhood, including feral animals. 39 1 Page 361 Old North End Plan I Completed Projects and New Initiatives City of Saint John Plan SJ The City of Saint John is in the middle of a two year planning process called Plan SJ to develop a new Municipal Plan. The Municipal Plan will guide the development of Saint John over the next 25 years by defining a vision for the physical future of the city. The land use and policy statements contained in the Municipal Plan will integrate community goals, land use and transportation planning to guide municipal spending. The Municipal Plan will be a legal document which is expected to be adopted by Council in late 2011. as —f The creation of the new Municipal Plan will take place Plan SJ wformat pn gavels Image source: Plan 51 in two phases. The first phase will be the creation of a growth plan which describes where the city will grow, and the second phase will create the municipal plan which describes how the city will grow. later phases will include a revised zoning by -law and the development of more detailed neighbourhood plans. Trails and Bikeways Strategic Plan The Trails and Bikeways Plan for Saint John aims to provide opportunities for active lifestyles and mobility options for all of the city's residents by identifying key recreational and active transportation corridors, providing recommendations for the development of the trails and bikeway network, and providing direct input into Plan SJ. The Trails and Bikeways Plan has been referred to Plan SJ I as part of its undertaking. I . 1 I f I�I L 4 ♦1}p♦ ♦ ♦11*0 31M }Am ♦ 3Mt 0,1600 ♦ 01*00 OM0SAM Soo. 30 m 4 lane standard for high volume community routes and city -wide corridors Image source: Terrain Group and City of Saint John 362 The Trails and Bikeways Plan contains a list of priority corridors for the initial, short term (5 -10 years) project I implementation. The first priority listed in the Plan is connecting the North End to Uptown with bike lanes. Other recommendations for the City that are 401 Page Old North End Plan j Completed Projects and New Initiatives included in the plan are: establish a recreation and active transportation advisory committee, ensure that implementation of the Plan is included in the City's capital budget, integrate the Trails and Bikeways network with transit, coordinate implementation of the Plan with infrastructure projects, and provide maintenance and cleaning of cycling infrastructure. In addition to the city -wide corridors which would improve connections between the Old North End and other areas of the city, a neighbourhood route is also shown on the "Proposed Network Map" which runs along the Saint John River from the Reversing Falls Bridge, through the Old North End on Albert Street and Victoria Street, then continues through to Pokiok and Millidgeville. There is great potential for city trails, including Harbour Passage, to provide stronger connections between the Old North End and the rest of the city. This will lead to greater mobility for residents of the Old North End and increase the appeal of the neighbourhood to visitors and potential future residents. By -law enforcement Building with 13raken wlrrdotu-A Photo by Katherine Bailey The two City by -laws which provide standards for maintenance and occupancy of buildings are the Minimum Property Standards By -low and the Unsightly Premises and Dangerous Buildings By -low. Both of these by -laws have been updated in recent years to provide clarification, enhanced standards and enforcement provisions. Premises may be subject to inspection with the goal of gaining voluntary compliance to the by -law from property owners and tenants. If compliance is not voluntary, a notice to comply may be issued which can be registered against the property, impacting possible attempts to sell the property or to secure financing. Failure to = - comply with the notice can result in charges in t ' a provincial court with a minimum fine of $1,000 or a daily fine between $240 and $5,120; a ticket under the Provincial Offences Procedures Act for a minimum amount of $1,000; remedial actions where the deficiency is corrected and the property owner is invoiced for the work; or a combination of these. All of these enhanced enforcement ' provisions have been found to work as deterrents. Garbage left in yards and on the street Photo by Katherine Bailey City Council is in the process of trying to change provincial legislation to allow the City to demolish derelict buildings and take over ownership of the property. Under the current dangerous buildings 363 411 Page Old North End Plan I Completed Projects and New Initiatives and unsightly premises legislation, property owners can board -up old buildings and leave them vacant for years resulting in unattractive streets and possible fire and criminal activity hazards. The changes proposed by Council would give owners of these unsightly buildings a short deadline to repair their properties, and if they fail to do the work the City would be able to raze the building and assume ownership of the land. Some progress has already been made and Council hopes to have a bill on the legislative agenda to be considered in its first session next year. Changes to the provincial legislation would apply to all cities, towns and villages in New Brunswick, but would have a great impact in Saint John and neighbourhoods like the Old North End where there are a large number of vacant buildings. Shamrock Park Master Plan The Shamrock Park Master Plan outlines a systematic approach for renewal of the park by detailing redevelopment opportunities for active and passive recreation, heritage and contact with nature, sport tourism and links with the city's trails system including Harbour Passage. It follows the City of Saint John Recreational Facilities Committee Report (The Wallace Report) which identified Shamrock Park as the logical location for reinvestment in community recreational sporting facilities because of the potential to cluster activities, its geographic location and the existing infrastructure. The Master Plan final concept includes several sports fields including a multi - purpose artificial turf field and regulation -size fields for baseball, softball, lacrosse and soccer, as well as smaller warm -up and practice fields. The center area of the park includes a playground, splash pad and outdoor skating rink, tot lot, basketball court, tennis courts, horseshoe pits, a dog park and a canteen with washrooms and parking areas. Mountain bike or BMX trails are planned for the northern portion of the park. The Master Plan also includes proposed upgrades to the park entrances located on Visart Street and Albert Street. Shamrock Park Master Plan concept Image source: Glenn Group and City of Saint John The BMX trail is currently under construction and the first phase including the turf field, the playground and other uses at the center of the park is expected to start once work is completed on underground 42 Page 364 Old North End Plan I Completed Projects and New Initiatives utilities. Leisure Services has indicated that they intend to follow the Master Plan closely, which will result in valuable recreational facilities directly adjacent to the Old North End. Housing working groups Several housing working groups are active within the city working to address major housing issued faced by residents of Saint John. The Greater Saint John Homelessness Steering Committee, coordinated by the Human Development Council, is currently in the early planning stages of a supportive or supported housing project for homeless youth in Saint John. There is currently no place for homeless youth to go in the city apart from the shelter for families fleeing violence. At this time it is not known where the housing will be located, but it is intended to serve youth from across the city. The Sub- Committee on Substandard Housing is i3,,;14;,,;;,r, ,ie_r r,I L�paiM a sub - committee of the Greater Saint John Photo by Katherine Bailey Homelessness Steering Committee which conducted its first information session on substandard housing this summer as part of its effort to protect citizens from unsafe housing conditions. The information session was intended to foster discussion and cooperation between stakeholders, and included presentations on new provincial legislation affecting roomers and boarders, the minimum standards by- law, fire safety regulations, the responsibilities of lenders, insurance companies and real estate agents, and the role of community organizations in identifying problem buildings and educating residents about safety issues. It is expected that this successful session will be repeated in the future and will target groups such as lawyers, financial institutions and lenders, real estate agents and insurance companies. Province of New Brunswick Economic and Social Inclusion Plan Overcoming Poverty Together: The New Brunswick Economic and Social Inclusion Plan is a new provincial plan which recognizes that reducing poverty in New Brunswick is the shared responsibility of people living in poverty, the non - profit, business and government sectors and individual citizens. The vision of the plan is that through collaboration between these parties "all men, women and children in New Brunswick shall have the necessary resources to meet their basic needs and to live with dignity, security and good health" and "all New Brunswickers shall be included as full citizens through opportunities for employment, personal development and community engagement." The duration of the plan is five years, and the goal is that by that time income poverty will have been reduced by 25 %, deep income poverty by 50% and significant progress will have been made in achieving sustained economic and social inclusion. After the five year period, the plan will be renewed. - - 43 Page 365 Old North End Plan I Completed Projects and New Initiatives The governance model set out in the Plan consists of a Board at the provincial level made up of representatives of government, community, business and low- income persons; and community inclusion networks established at the local level which are made up of representatives of people living in poverty, non - profit, business and government sectors. our valnCM Both of these types of governance will receive Ense blela paUYI'et6 administrative support from a provincial secretariat. °vePo mom T*5161 ppye ther Since the Economic and Social Inclusion Plan was introduced, the four vice- chairs and remaining Board members of the Economic and Social Inclusion Corporation have been announced and three advisory committees were established: the Health Benefits Committee which will develop a way to provide a prescription drug plan to uninsured New Brunswick citizens; the Social Enterprise and Community Invest Funds Committee which will develop a policy framework on social enterprise and community investment funds which the community inclusion networks will work within; and the Social Assistance Reform Committee which will provide advice to the Department of Social Development as it redesigns the social assistance program in accordance with the Plan. Many initiatives are already underway to implement the priorities of the Economic and Social Inclusion Plan. Some of these include elimination of the interim assistance rate, extended health card and changes to the household income policy for those under the social assistance system; a planned increase to the minimum wage; investments in early learning, child care and literacy skills; and reducing barriers to continuing education by making it more accessible and affordable. Provincial housing strategy The province's housing strategy, Hope is a Home, was released this summer as one of the priority actions from the Economic and Social Inclusion Plan. The strategy is a five - year plan to reduce poverty by making housing more affordable. It targets four areas for development with objectives which are: reduce the provincial core housing need by 10% from the 10.3% identified in the last census; reduce chronic homelessness in the province significantly; improve the energy efficiency of housing occupied by low income households; and ensure the transparent and effective delivery of provincial housing programs. The strategy also includes actions that improve access to more affordable housing, the establishment of mixed income neighbourhoods, supported housing options and co -op housing. Houses which are part of the North f rid Family Housing Co -op Photo by Katherine Bailey 366 441 Page Old North End Plan I Co npl €:.cd Projc1c, s -...n,ml New Ina liatoves A Home for Everyone is the province's new homelessness framework which is part of the Hope is a Home strategy and was developed in co- operation with emergency shelter and service providers. It provides government with direction to address chronic homelessness over the next five years which includes stable funding to help emergency shelter providers. The new framework contains five goals which are: provide a continuum of shelter and housing that is affordable, supportive and adequately resourced; improve co- ordination of services across government departments and community social service agencies; ensure that decisions regarding services for people who are homeless are based on information that is reliable and current; develop a communications strategy to reduce stigmas around homelessness issues; and secure and provide outreach services for the homeless population to assess their needs and help to gain access services such as social assistance, employment training and mental- health services. Safer Communities and Neighbourhoods Act The new Safer Communities and Neighbourhoods Act (SCAN) gives residents a way to confidentially file a complaint about residences or businesses where they think illegal activities are taking place. It will help target and shut down buildings which are routinely used for illegal activities such as producing, selling or using illegal drugs, prostitution, illegal sale or production of alcohol, unlawful activities linked to or promoting organized crime, child sexual abuse or exploitation, illegal gaming activities or possession of illegal firearms or explosives. A SCAN unit has been established in Saint John which will investigate and co- ordinate a course of action with local police and other enforcement agencies. The SCAN legislation provides a civil process to hold owners responsible for properties where there is regular illegal activity taking place. The SCAN unit may apply to the court to have owners remove fortifications that cause public safety concerns or prevent emergency access; order them to stop illegal activity; and close the building if necessary. The legislation is not designed to punish offenders. Protection of roomers and boarders Another outcome of the Economic and Social Inclusion Plan is the recent amendments to the Residential Tenancies Act to extend the rights and responsibilities of tenants to include roomers and boarders, as well as their landlords. Landlords are obligated to provide and maintain the space in good repair, including appliances, and to comply with health and building standards. Tenants are obligated to maintain ordinary standards of cleanliness, pay their rent, make repairs to damage that they have caused and not cause a nuisance. The legislation also provides mechanisms to deal with non- compliant tenants or landlords, including contacting the Office of the Rentalsman, which is now part of Service New Brunswick, for information and help with rental issues. 451Page 367 Section 3 2010 Neighbourhood Priorities .: Old North End Plan 12010 Neighbourhood Priorities Process for Determining Current Neighbourhood Priorities It is clear that there has been significant progress in many of the action areas recommended in 2005 during the charrette. These accomplishments are a cause for celebration, and many more initiatives are underway that will soon lead to positive changes in the Old North End. The second major component of the ONE Plan is a description of the current priorities which have been identified by the neighbourhood. Some of the priorities from 2005 no longer apply because they have been completed or because circumstances have changed. Other action areas from the charrette will be maintained until the neighbourhood feels that they have been addressed sufficiently. Finally, there are some new priorities which have emerged in the neighbourhood as a result of new circumstances or other changes since the charrette. Youth, community leaders and key stakeholders were consulted to brainstorm current neighbourhood priorities. The ONE Plan Committee met bi- weekly for three months and two community sessions were held in the neighbourhood to engage neighbourhood youth and stakeholders. The outcome of each session was a list of priorities determined by the participants which were the most important priorities for ONE Change to pursue over the next five years. ONE Plan Committee During a meeting of the ONE Plan Committee in June 2010, the Committee undertook a brainstorming session to develop a preliminary list of priorities for the Old North End. The Committee also developed the five themes which were used to guide the community sessions that followed. The list of ideas developed by the Committee consisted of obvious issues which were of interest to stakeholders and was intended to act as a starting point for further brainstorming. The five themes which emerged from the ONE Plan Committee were housing, streets, community programming, investment in youth, and community pride and environment. The list of ideas, both issues and actions, which were developed for each theme are included in Appendix 2 to this report. The community programming theme was not explored thoroughly with the ONE Plan Committee or in either of the community sessions because program and service offerings in the neighbourhood are already being reviewed by ONE Change and a specific action plan is under development. ONE Teen Summer Take -Over Consultation with participants from the ONE Teen Summer Take -Over took place during one morning of the summer program. Participants in the two -hour session included 21 youth ages 12 -17, three older youth who were Counselors in Training (CITs), and three summer students employed by ONE Change. The session started with an explanation of the ONE Plan project and a brief presentation of some of the significant completed action items from the charrette. The first activity used photos of different areas in 471 Page 369 Old North End Plan 12010 Neighbourhood Priorities the Old North End and the youth were asked to describe whether what each photo showed was good or bad. The results of this activity are shown in Appendix 3 to this report. The main activity was a brainstorming exercise around four of the themes identified by the ONE Plan Committee. Each participant shared their ideas of possible priorities (which were expressed as issues, projects or action items) for each of the themes. Then each youth was given 12 votes to show which ideas they thought were the most important, would have the greatest impact and were feasible. Participants could vote more than once for an individual item. The ideas which received the most votes after the brainstorming session are listed below. Housing • Houses repaired, including siding, painting, boarded windows and roofing • Flowers outside houses • Smelly houses, including odours from indoor and outdoor sources Streets • Using drugs on the street • Needles on the street • Deserted cats and dogs • Garbage, including household garbage and litter on the street • Dirty bus stops 'Rev) jtm)t,+( t- io , >�. Y ern • , .. " a I;iist F t u4 rani3 Y114, ' -m� iix�ng •+ Brainstorming list Created by ONE Change youth Community Pride and Environment Photo by Katherine Bailey • Taco Bell or a fast food restaurant in the neighbourhood • Fixing up houses, including windows, paint, siding, decks and roofs • Plant more trees in yards, sidewalks and parks Investment in Youth • Big kid park, similar to Ultimate Dreamland • Amusement park or water park • Outdoor ball hockey rink or ice rink • indoor teen hangout The complete list of ideas which were brainstormed for each of the four themes are included in Appendix 2 to this report. 481 Page 370 Old North End Plan 12010 Neighbourhood Priorities ONE Change Board and Community Stakeholders OP4F. Cham a (Joard and 5t2*efiWders participati*i,E ii, a community session Photo by Katherine Bailey The day after the session was held with the youth from the ONE Teen Summer Take -Over, a session was held for the ONE Change Board and community stakeholders in the evening following a regular Board meeting. There were 18 participants at the hour and a half long session, including members of the ONE Change Board, the local councillor and MILA, a staff member from Planning and Development and several interested members of the neighbourhood who were invited to participate by members of the Board. This session also began with an explanation of the ONE Plan project and a presentation of the significant progress in the Old North End since the charrette. Many of the participants at the session had participated in the original charrette; therefore, they were familiar with many of the goals and action items which were set out at that time. Several members of the Youth Council and participants from the ONE Teen Summer Take -Over program were present for the beginning of the session to present the outcomes from their photo exercise and brainstorming session the previous day. Following the presentations, the session participants were asked to cluster in two groups for the brainstorming exercise. Each group was facilitated by a member of the ONE Plan Committee. For each of the theme areas, the groups were given a list of the ideas developed by the ONE Plan Committee and the youth and asked to add their ideas of possible priorities to the list. The themes of community programming and investment in youth were not considered at this session. Investment in youth was not included because it was already discussed by the youth who would be directly affected by the actions taken to implement the ideas. The brainstorming at this session centered around physical improvements to housing, streets and community pride and environment. After both groups had brainstormed for each theme area, the newly added ideas were presented to the whole group by the facilitators so that each participant understood what they meant. Then each participant was given 12 votes to show which ideas they thought were the most important, would have the greatest impact and were feasible. Participants could vote more than once for an individual item. The suggested priorities (expressed as issues, projects or action items) which received the most votes after the brainstorming session are listed below. The lists are a combination of ideas generated by the ONE Plan Committee, the youth from the ONE Teen Summer Take -Over and ONE Change Board and community stakeholders. The complete list of ideas which were brainstormed for each of the three themes are included in Appendix 2 to this report. 491 Page 371 Old North End Plan 12010 Neighbourhood Priorities Housing • Safer Communities and Neighbourhoods (SCAN) program, including informing the community of the new program • City Hall housing grants focus on priority neighbourhoods • Demolish bad buildings and strengthen rules and enforcement • Regular meetings with building inspection • Houses repaired, including siding, painting, boarded windows and roofing • Mixed income housing • YouthBuild program where youth build housing in the neighbourhood and earn their GED • Home ownership programs Streets ONE Change Board and Stakeholders participating in a community session Photo by Katherine Bailey • Abandoned houses and buildings • Streetscape improvements, including sidewalks, trees, bike lanes and benches • Adopt a street or block program, including providing and maintaining garbage cans • Recycling bins located in the neighbourhood • Propose a use for the vacant Forum site on Main Street Community Pride and Environment • Spring clean -up • Escalate efforts to enforce minimum standards and enforce unsightly premises • "Welcome to ONE" sign at the top of Main • More garbage cans and discourage littering } 372 Old North End Plan 1 2010 Neighbourhood Priorities Updated Priorities and Actions for the Old North End Following the three brainstorming sessions, the ONE Plan Committee analyzed the ideas from the sessions. The analysis considered the number of votes each idea received during the individual sessions, whether more than one of the sessions discussed the idea, whether an idea impacted more than one theme area, and whether the idea was consistent with the action areas and projects from the original charrette and health report. The matrix used for this analysis is included as Appendix 4 to this report. Through the committee's analysis of the responses received from session participants as well as stakeholders seeking to act in the future interests of the neighbourhood, eight priorities emerged which will guide ONE Change and community leaders for the next five years in their efforts to improve the quality of life of residents in the Old North End. The following sections list the eight priorities followed by specific actions which can be pursued by ONE Change to address these priorities. Where it was possible, many of the specific actions were developed by considering the ideas brainstormed by the community and reframing an issue or vague idea into a more specific action item. This is illustrated by another matrix used by the Committee which is included as Appendix 5 to this report. Some actions were proposed by ONE Change Board members on the ONE Plan Committee which the group felt would be in the best interest of the neighbourhood but were longer term actions or would not likely be ideas that the average resident would consider. It will be the role of ONE Change to determine the manner and the order in which these actions will be pursued. The following is the final list of priorities and actions developed by the ONE Plan Committee as a result of the input received by the youth, ONE Change Board and community stakeholders in the Old North End. The priorities are not ordered by level of importance. Leading housing renewal a) Repairs to dangerous and unattractive properties • Pursue partnerships for small scale residential improvements. • Engage the City to introduce housing renovation grants in the neighbourhood or priority areas. • Lobby the province to make changes to the RRAP program including more money available through the program and give priority to applications based on the condition of housing and location in priority neighbourhoods. • Lobby the province to coordinate Efficiency NB and RRAP programs so that they can be "stacked" for multi -unit buildings or in priority neighbourhoods. Make RRAP applications coming after Efficiency NB audits a priority. • Hold meetings with neighbourhood landlords for information sharing, bulk buying and assistance. • Coordinate regular meetings between City building inspectors and ONE Change for information sharing. • Document buildings with heritage character, seek national and municipal designation and funding for preservation, and create a series of heritage plaques. 51 , 373 Old North End Plan 12010 Neighbourhood Priorities b) A strategy for abandoned buildings • Assist the City in advocating for strengthened provincial regulations to address vacant and boarded up buildings. c) Construction of new buildings • Seek mixed income development for vacant lots. • Continue developing partnerships for YouthBuild. • Explore the option of repeating the ONE HOME project. • Engage the City to introduce housing incentives and grants for new housing construction in the neighbourhood. • Develop a strategy for infill development on vacant lots using the City's urban design guidelines. • Private or public land- banking of vacant lots. • Develop a neighbourhood parking strategy including exploring the possibility of using City laneways. Storage and removal of garbage • Provide garbage and compost bags for residences and ensure that storage areas are sufficient. Explore the possibility of using City laneways for storage. • Work with the City to install garbage cans (pole- mounted or large containers) throughout the neighbourhood. • Engage Fundy Region Solid Waste Commission to establish a recycling depot centrally in the neighbourhood. • Ask Fundy Region Solid Waste Commission to provide public education related to composting and recycling. • Engage the City to re -start the Spring Clean -up program for large garbage removal. • Partnership with Saint John Transit which provides passes in return for shelter maintenance. Neighbourhood health and safety • Public education to ensure that residents know about the SCAN program and are encouraged to use it. • Needle deposit in the neighbourhood. • Spay and neuter program in the neighbourhood. • Provide support to the new Youth Inclusion Program. Improvements to neighbourhood streetscapes • Tree planting in the neighbourhood. • Pursue partnerships with Evergreen Saint John and Evergreen Canada. • Advocate for targeted City investment on Albert Street (including the entrance to Shamrock Park) and Main Street. • Report potholes and streets in bad condition to the City for repairs. • Request that roadways be designed to include traffic calming features when they are reconstructed. • Establish a community garden. • Start an Adopt -a -Block program to assign responsibility for the upkeep of blocks in the neighbourhood. • Start an Adopt -a -Tree program. 521Page 374 Old North End Plan 12010 Neighbourhood Priorities • Explore the possibility of interim uses for vacant lots. • Develop a conceptual interim use for the old Forum site which connects with Albert Street and Shamrock Park and propose the use to Irving. • Create a "Welcome to the Old North End" sign on Main Street. • Create small "I am part of the ONE Change" window signs. Business development and enterprise • Seek new commercial tenants for the mall and neighbourhood. • Explore the feasibility of a small Business Improvement Area (BIA). • Explore the possibility of using blank walls to paint murals. • Coordinate annual community yard sales. Transportation connections to the rest of the city • Engage Saint John Transit in discussions about routing and bus stops in the neighbourhood. • Promote the implementation of the Trails and Bikeways Plan including the continuation of Harbour Passage. • Promote the revitalization of Main Street including connections to the Lord Beaverbrook Rink and Uptown. Community recreational and educational programs • Advocate for the implementation of the Shamrock Park Master Plan as described in the Plan. • Manage community centre programming which allows residents of all ages to feel welcome. • Host more community events. • Help to support the work of the PALS program and Community Schools. • Provide consistent and high - quality programming. Involve neighbourhood residents in decisions and projects • Host public or community meetings to provide information and seek feedback and ideas in the community. • Host regular open forums with ward councillors and local politicians. 53 1 375 Old North End Plan 12010 Neighbourhood Priorities Public Education and Engagement After the final list of priorities and actions were developed by the ONE Plan Committee, they were presented to the neighbourhood informally as part of the Old North End Days celebration at the start of August. There was a ONE Plan information table set up at the Saturday afternoon fair in the neighbourhood. The information table included the display panels showing the concept plans for the NECC, a copy of the Shamrock Park Master Plan, and flyers briefly explaining the ONE Plan project. Pi ihlir ead Unri and engagement at Did Mirth End Days Photo by Tammy Calvin The table also included two activities. The first was a community mapping activity where participants were encouraged to add stickers to an airphoto of the neighbourhood showing areas which are good and areas which need to be improved in the neighbourhood. There was also an activity for community members to add colours and details to a plain sketch of a block of Victoria Street which would make the street look better. The event served the purpose of informing members of the community of the multiple planning initiatives and improvements underway in their neighbourhood, which generally received positive reactions. Sketch drawn by a vouth at Old North End Days showins Potential streetscaoe 541 Page 376 Section 4 Critical Actions f or Future Success 377 Old North End Plan I Critical Actions for Future Success Key Recommendations and Best Practices This section provides information related to the priorities and actions identified by the community as well as preliminary research related to best practices, where possible. Leading housing renewal a) Repairs to dangerous and unattractive properties i) Pursue partnerships for small scale residential improvements. Small scale residential improvements include minor repairs and aesthetic improvements such as painting, landscaping and decorating the outside of homes in the Old North End. The City has already indicated that it will sponsor a neighbourhood door painting project in the fall which will add colour and vibrancy to the front of homes in the neighbourhood. Other simple projects could include planting flowers or decorating doors, windows or yards for holidays such as Halloween and Christmas. Colourlul painted doors Photo by Katherine Bailey ii) Engage the City to introduce housing renovation grants in the neighbourhood or priority areas. One very large challenge facing owners and landlords in neighbourhoods such as the Old North End is the financial cost of improving and miini.,finiog their old buildings. Even owners with the best intentions often find that low rents mean that the finances are not �_W -,1 available to complete work on their buildings and that there may not be a sufficient return on the investments ? laws that they make. 6uNding un&tguing private renovuti -a n5 Photo by Katherine Bailey An example of a city which provides financial assistance to improve residential buildings is Montreal which has a program to improve safety in multi -unit residential buildings by helping to provide the safety systems required for the building to comply with municipal standards. This includes the installation of fire detection and alarm systems, sprinkler systems, fire exits, burglar alarms and locks. For the types of buildings found in the Old North End, the amount of financial assistance under this program is up to 509 of the actual cost of eligible work to correct non - compliances with a maximum 378 561 Page Old North End Plan j Critical Actions for Future Success subsidy of $1,500 per dwelling or room. In Saint John or the Old North End, it may be possible for the City to implement a similar program which provides assistance to complete safety improvements in buildings which do not comply with municipal standards. It might also be possible for the City to introduce financial assistance for certain specific projects such as replacement of siding which would contribute to improving the image of the neighbourhood. Another form of financial assistance that is applied to housing renovations is the renovation tax abatement program in Saskatoon. Under this program, renovations to housing in the downtown area can apply for a tax abatement of 25% of the annual property taxes, up to a maximum of $10,000 per year, for five years. Building undergoing private renavatfons Photo by ONE Change youth iii) Lobby the province to make changes to the RRAP program including more money available through the program and give priority to applications based on the condition of housing and location in priority neighbourhoods. The existing RRAP program is a highly beneficial program to help owners of substandard housing units rented to low income tenants complete work to make mandatory repairs to their property. Residents and stakeholders in the Old North End would like to see more funds made available through this program so that its benefits will affect more homes. It is also suggested that when applications are considered, the province give priority to applications from priority areas or applications related to housing in the worst condition. It is expected that applications from the Old North End would rank high in both of these areas and the owners and residents most in need of assistance from the province would receive it. Photo by Katherine Bailey 379 iv) Lobby the province to coordinate Efficiency NB and RRAP programs so that they can be "stacked" for multi -unit buildings or in priority neighbourhoods. Make RRAP applications coming after Efficiency NB audits a priority. Under the current administration of these programs, applicants are not encouraged to use both programs consecutively. The Old North End would benefit from coordinating these programs so that if an energy assessment is completed that the grant to offset the cost of upgrades could be supplemented by assistance through the _ __.. _ -... __... - 571Page Old North End Plan I Critical Actions for Future Success RRAP program. This would result in more extensive improvements to housing instead of small piecemeal improvements which do not have the same positive impact on the image of the neighbourhood. v) Hold meetings with neighbourhood landlords for information sharing, bulk buying and assistance. ONE Change is already in the early stages of planning a meeting for neighbourhood landlords which would provide an opportunity for networking, information sharing, and allow landlords to become familiar with the work of ONE Change in a cooperative, instead of adversarial, setting. It is expected that these meetings would provide an opportunity for both parties to share their concerns and create solutions together. vi) Coordinate regular meetings between City building inspectors and ONE Change for information sharing. ONE Change would like to work more closely with the City building inspectors to share information that is available at the neighbourhood level which would assist the building inspectors with their work. It would also be beneficial to undertake public education in the neighbourhood which would help residents to identify problems and cooperate with building inspectors in the work of ensuring that properties meet the City's minimum standards. vii) Document buildings with heritage character, seek national and municipal designation and funding for preservation, and create a series of heritage plaques. Although many buildings in the Old North - End are just old and do not have significant heritage character or attributes, it is important that the neighbourhood +w undertake an exercise to identify important structures and places in the neighbourhood so that they are not lost as a result of neglect or unknowingly changed as other °i projects are undertaken. Though there is a heritage walking tour available in the Old North End, none of the buildings have been designated in the national or municipal registers and therefore they are not eligible for funding assistance to ensure their preservation. It has also been suggested that Carpenter Gothic -style {c. 1850) building a series of heritage plaques should be Photo by Katherine Bailey created for the neighbourhood to highlight its rich history. There are several active residents and stakeholders in the Old North End who are familiar with its history and will be a valuable resource for these initiatives. 581 Page it Old North End Plan I Critical Actions for Future Success b) A strategy for abandoned buildings i) Assist the City in advocating for strengthened provincial regulations to address vacant and boarded up buildings. The City has already begun to advocate for strengthened provincial legislation which would allow the City to demolish derelict and boarded up buildings and assume ownership of the land. In conjunction with a plan for the use of the vacant City - owned lots that this would create, the Old North End would be one of the neighbourhoods to be most affected by the change. It would benefit the safety and appearance of the neighbourhood to have a strengthened mechanism to remove the high number of boarded up buildings. Stakeholders have indicated that properties with vacant Buil&ng with buatded wmdow5 buildings which have already been demolished by the City Photo by Katherine Bailey would be more desirable for future development because it would make it easier for non- profit and private developers to acquire the land and assemble lots for larger multi -unit developments. It has also been recommended that the City consider developing a program to streamline the process for vacant lots to be used by non - profit groups to construct affordable housing. c) Construction of new buildings i) Seek mixed income development for vacant lots. The large number of serviced vacant lots located in the Old North End provide an opportunity for new development in the neighbourhood, Residents and stakeholders in the Old North End recognize that while there is still a great need for affordable housing it would be beneficial to seek a greater mix of development to prevent the neighbourhood from becoming a low income ghetto. This kind of mixed income development is becoming widely accepted throughout the province and the rest of Canada and is currently being included in the redevelopment plans for significant social housing projects such as Crescent Valley in Saint John and Regent Park in Toronto. ONE HOME demonstration project Photo by Katherine Bailey ii) Continue developing partnerships for YouthBuild. Adaptation of the YouthBuild program is already underway in the Old North End and ONE Change and the community have expressed their support for the program. 381 591 Page Old North End Plan I Critical Actions for Future Success iii) Explore the option of repeating the ONE HOME project. Creating opportunities for home ownership remains a high priority for residents and stakeholders of the Old North End. One of the ways that this could be achieved is by repeating the ONE HOME project. The ONE HOME demonstration has been independently assessed by the Human Development Council which was unable to conclude whether ONE HOME should become an ongoing program, though many participants in the project said that they hoped it would especially because of the opportunity to build on the experiences of the first demonstration project. Now that the challenges experienced of the initial project have been overcome, it may be possible to repeat the ONE HOME project with greater efficiency. If it is decided that the ONE HOME project cannot be repeated in its entirety, it did result in new partnerships and experiences which should make other home ownership programs or supports possible, such as public education related to the benefits of investing in home ownership, financing strategies for low income families, and training in home ownership skills. Another type of home ownership program which could be explored for Saint John is a program in Montreal which provides J financial assistance to first -time buyers of a new affordable residential unit or an r 14r existing residential building with two or three dwelling units. The purpose of the program is to help residents who are currently tenants to buy a property, to encourage young families to settle in the city, and the increase the number of Ob owner - occupied duplexes and triplexes so as to encourage better maintenance of the building and revitalize the neighbourhoods of Montreal. The amount Lump of inf,i housing in the south End of financial assistance varies according to Photo by Katherine Bailey the type of household and the type of property. The financial assistance for the purchase of a new property includes a lump -sum payment and the refund of all or part of the real estate transfer tax. The financial assistance for the purchase of an existing residential building consists of the refund of all or part of the real estate transfer tax. The applicant must commit to remaining the owner - occupant of the property for at least three years. iv) Engage the City to introduce housing incentives and grants for new housing construction in the neighbourhood. Landowners and stakeholders in the Old North End have expressed that they would be more likely to invest in their properties in the neighbourhood if municipal incentives or grants were available to offset the cost of development. Currently there are no incentives to construct housing in existing neighbourhoods such as the Old North End as opposed to areas which are considered more desirable such as Millidgeville. In the past, the City had financial incentives available for development in the South End of the city which is credited with having a positive impact on the incremental revitalization of the 60 1 Page YJ Old North End Plan I Critical Actions for Future Success neighbourhood. Residents and stakeholders in the Old North End would like to see similar financial incentives made available for the development of new housing in the Old North End. Financial incentives for housing are found in many municipalities across Canada, usually focusing on the downtown area or designated "community improvement areas." A common form of financial incentive is a tax abatement program where property taxes for new housing developments are fixed at the pre - development level for the duration of the abatement (usually five years) or the property tax increase is phased in over the duration of the abatement. Another form of financial assistance occurs in the form of grants equal to a portion or all of the applicable municipal fees such as planning application fees, building permits, and demolition fees. v) Develop a strategy for infill development on vacant lots using the City's urban design guidelines. The supply of vacant serviced lots in the Old North End provides an opportunity for infill housing development which several private developers are already considering. ONE Change would like to see a strategy developed for infill development in the neighbourhood which incorporates the City's Infill Housing and Rehabilitation Design Guidelines for desirable infill construction which respects the character of the neighbourhood. vi) Private or public land- banking of vacant lots. New development in the Old North End may be more financially viable if several neighbouring lots are purchased, consolidated and developed together instead of individually. Several individual investors in the Old North End have already begun to purchase adjacent lots while they wait for the appropriate financial conditions to begin building. Land banking is also often used by various levels of government to control the type of new development which takes place in a neighbourhood. Land banking for the purposes of redeveloping" several lots at the same time can be used to ! - ,,,,r --MP accelerate revitalization of the neighbourhood, E tIork of properties suitable for land banking especially in the case of revitalizing a small Photo by Katherine Bailey portion of a street so that the entire block has been improved and serves as a starting point for investment in the surrounding area. Community stakeholders have suggested that this kind of investment should be encouraged along key corridors of the neighbourhood as well as around the outside edges of the neighbourhood which contribute most to the public perception of the neighbourhood. 611 Page 383 Old North End Plan I Critical Actions for Future Success vii) Develop a neighbourhood parking strategy including exploring the possibility of using City laneways. Residents of the Old North End have expressed concerns about parking in the neighbourhood which may warrant the development of a neighbourhood parking study or strategy. As this strategy is developed, it is recommended that the use of City laneways located behind houses within the neighbourhood for parking be explored. Storage and removal of garbage Provide garbage and compost bags for residences and ensure that storage areas are sufficient. Explore the possibility of using City laneways for storage. During the neighbourhood sessions, participating residents expressed concerns that community members cannot afford to purchase garbage bags or compostable bags for use in their homes. There may be an opportunity for ONE Change to supply bags through a new program or perhaps a partnership with the City or a private sponsor. Garbage storage has also been a persistent challenge that the neighbourhood experiences. This issue will need to be explored further to ensure that residences, especially multi -unit buildings, have sufficient storage areas for weekly household garbage which is protected from being disturbed by animals. It is recommended that the use of City laneways also be explored for this purpose. Stakeholders and landlords have also recommended that there should be an emphasis on public education for tenants and greater enforcement to ensure that tenants are not placing their garbage on the street days before collection is scheduled or moving their household garbage to storage areas or sidewalks around other properties. ii) Work with the City to install garbage cans (pole - mounted or large containers) throughout the neighbourhood The City has already indicated that it is prepared to install new garbage cans on the streets in the Old North End and will accept responsibility for their emptying and maintenance. There have also been preliminary discussions of a partnership with the ONE Change youth who could decorate the new containers before they are installed. It will be important to maintain clear communication with City workers to ensure that the emptying of these containers remains the responsibility of the City. iii) Engage Fundy Region Solid Waste Commission to establish a recycling depot centrally in the neighbourhood. Cary garbiigo can in Victoria Park Photo by Katherine Bailey The closest recycling depot to the Old North End is currently located at the plaza on Lansdowne Avenue which is impractical for residents of the western portion of the Old North End. ONE Change has expressed an interest in requesting that a depot be established centrally in the neighbourhood using a vacant lot or the parking lot of Main Street Baptist Church when the use of the building is converted. 621 Page ., Old North End Plan j Critical Actions for Future Success iv) Ask Fundy Region Solid Waste Commission to provide public education related to composting and recycling. ONE Change would also like to continue to provide public education about composting and recycling to the residents of the Old North End. It would be beneficial to see the amount of garbage that is created in the neighbourhood, as well as the need for garbage bags and storage areas, reduced because some of it is diverted to composting or recycling. Rucytling deW lasted centrally In the 5dulh rnid Photo by Katherine Bailey v) Engage City to re -start the Spring Clean -up program for large garbage removal. Residents and stakeholders in the Old North End would like to see the City's Spring Clean -up program re- started, at least for this neighbourhood, to collect large garbage from the neighbourhood in the spring such as furniture, building supplies, appliances and mattresses. An annual concentrated clean -up each year would likely reduce the need for individual pick -ups for large items throughout the year as well as the abandonment of large items in public spaces or vacant lots resulting in an unattractive neighbourhood and fire hazards. Furniture deft on the street as garbage Photo by Katherine Bailey vi) Partnership with Saint John Transit which provides passes in return for shelter maintenance. Saint John Transit has an existing partnership with the youth at the TRC who are given free bus passes in return for maintaining the cleanliness of bus stops and bus shelters around the centre. Residents of the Old North End would like to explore this opportunity for partnership with the youth in this neighbourhood who feel that the bus stops are not being sufficiently maintained currently. 385 631 Page Old North End Plan I Critical Actions for Future Success Neighbourhood health and safety i) Public education to ensure that residents know about the SCAN program and are encouraged to use it. ONE Change should make sure that residents of the Old North End are familiar with the new confidential SCAN program to report illegal activities taking place in the neighbourhood. This can be achieved by including information about the SCAN program in community newsletters or having a representative of the program present to the neighbourhood independently or in conjunction with other events. ii) Needle deposit in the neighbourhood. It would be beneficial for ONE Change to continue discussions with community health providers in Saint John related to drug use in the Old North End and consider starting a needle deposit program in the neighbourhood. iii) Spay and neuter program in the neighbourhood. The planning for this program is already underway in the Old North End and it will be important for ONE Change to provide support to the initiative and inform members of the community of the opportunity to spay and neuter their pets to reduce the number of feral pets in the neighbourhood. iv) Provide support to the new Youth Inclusion Program. The Youth Inclusion Program will be starting at Lorne Middle School in the fall of this year which will require the support of ONE Change and the entire neighbourhood for its successful implementation. Improvements to neighbourhood streetscapes i) Tree planting in the neighbourhood. This City has plans underway to plant between 300 and 400 trees in the city this fall, some of which will be in the Old North End. It is also suggested that ONE Change pursue partnerships with other organizations such as Evergreen to gain more trees which can be planted throughout the neighbourhood, including along the streets. :• Victoria Street which already has mature trees Photo by Katherine Bailey 641Page Old North End Plan I Critical Actions for Future Success ii) Pursue partnerships with Evergreen Saint John and Evergreen Canada. it is recommended that ONE Change pursue partnerships with Evergreen Saint John and Evergreen Canada to increase the number of trees within the neighbourhood. Evergreen Canada has programs to help communities turn vacant lots into community gardens, naturalize open spaces and create "outdoor classrooms" and food gardens in school yards. Grants are also available through Evergreen Canada for community restoration and greening school grounds. iii) Advocate for targeted City investment on Albert Street (including the entrance to Shamrock Park) and Main Street. Community leaders in the Old North End have identified Albert Street and Main Street as priority streets for investment in the neighbourhood including improvements to the road surface, sidewalks, boulevards, cycling infrastructure, street lights and crosswalks. The entire length of Main Street is a priority because it connects the Old North End to the Uptown and the rest of the city for pedestrians, cyclists and motorists. Not only is it an important transportation corridor, but it is also the gateway to the neighbourhood which is the first thing that residents, visitors and tourists see when they enter the neighbourhood and it is not attractive in its current condition. The portion of Main Street connecting the Uptown to the Old North End is currently being examined by the City as part of the Plan SJ exercise. The portion of Main Street which runs through the neighbourhood contains many of the neighbourhood's historical points of Main Street whIrh would benefit from targeted investment interest as well as providing a corridor to Photo by Katherine Bailey the newly refurbished Robertson Square on the Saint John River. Albert Street has been identified as a priority because it runs through the centre of the neighbourhood connecting Main Street and the old Forum site, a vacant lot next to Marble Cove, to the neighbourhood entrance to Shamrock Park. As part of the Shamrock Park Master Plan, streetscape improvements on Albert Street are identified to create a clear entrance to the park. Additionally, there are property owners on Albert Street who have plans to invest in new building construction when the improvements to the street are underway. iv) Report potholes and streets in bad condition to the City for repairs. The new City website provides residents the opportunity to report areas in the city which require improvements such as potholes, sidewalks and walkways in need of repair, broken signage, faded street markings, areas with problems of flooding, and concerns about transit or parking. The work will be addressed in priority order as determined by the City. 651 Page 387 Old North End Plan I Critical Actions for Future Success v) Request that roadways be designed to include traffic calming features when they are reconstructed. As road work and reconstruction projects are undertaken in the neighbourhood, it would be beneficial for new designs to incorporate traffic calming features such as signage, plantings along the street, traffic islands or bulb -outs at pedestrian crossings. Design guidelines could be adapted and used from other areas in the city such as the revitalization of Crescent Valley. Given the high proportion of low income households in the neighbourhood and a general shift towards emphasizing active transportation, it would be wise to develop a strong pedestrian network within and outside the neighbourhood. vi) Establish a community garden. Pedestrian -friendly street rmssings in ; he Uptown Photo by Katherine Bailey Work to establish a community garden in the Old North End is already underway although it has been delayed several times already. It is expected that the garden will be located in Shamrock Park and will provide a space for residents of the neighbourhood to grow food. Depending on the success of this first community garden, it may be beneficial to pursue the establishment of more gardens in the future. Other community gardens already exist in Saint John such as the gardens outside Rockwood Park and the community garden in the South End. vii) Start an Adopt -a -Block program to assign responsibility for the upkeep of blocks in the neighbourhood. Participating in a neipbourbu ad run-up Photo by Tammy Calvin An Adopt -a -Block program in the Old North End would increase the sense of pride and ownership of the public realm in the neighbourhood. Residents would be responsible for maintaining the cleanliness of their adopted block. Edmonton's Adopt -a -Block program relies on Block Captains who adopt a block of space in their community such as a school yard, a park or a block surrounding their home or business and then invite volunteers to join them on their rounds as team members. 661 Page Old North End Plan I Critical Actions for Future Success viii) Start an Adopt -a -Tree program. The Adopt -a -Tree program would be very similar to the Adopt -a -Block program, and there may be opportunities to pair the two programs. An Adopt -a -Tree program takes place in the Trinity Bellwoods neighbourhood of Toronto where volunteers help to keep newly planted trees alive for the critical first years after they have been planted. Volunteers sign up to adopt a specific young tree and make i _ sure that it receives five gallons of water each week when the city is experiencing a drought, — - remove weeds around the base of the tree to avoid competition, and spread mulch around the base of the tree in the spring and fall. ix) Explore the possibility of interim uses for vacant lots. While vacant lots in the Old North End remain undeveloped there may be opportunities for Vacant lot which could have an interim use interim uses on the lots such as gardens, Photo by ONE Change youth recreational areas, public art or parking until the properties are ready to be developed. These kinds of uses are being explored in cities across North America such as San Francisco with the understanding in the community that the use is only temporary and does not change the long term land use for the site. x) Develop a conceptual interim use for the old Forum site which connects with Albert Street and Shamrock Park and propose the use to Irving. The old Forum site on Main Street which backs onto Marble Cove is owned by the Irving group of companies and has been vacant since the demolition of the recreational facility which was formerly located on the site. There is potential for this site to be the location of an interim use similar to other vacant lots in the neighbourhood. It is recommended that a proposed concept be developed and presented to Irving for their approval and cooperation in adapting the site for an interim use until the land is ready to be developed. :• The vacant bit] Forum site on Main5tra% Photo by Katherine Bailey 671 Page Old North End Plan I Critical Actions for Future Success xi) Create a "Welcome to the Old North End" sign on Main Street. Residents of the Old North End expressed the desire to create a sign on Main Street to identify the entrance to the neighbourhood for residents and visitors and increase the sense of pride in the community. An appropriate location for this sign would likely be on Main Street near the intersections with Chesley Drive or Douglas Avenue. Stakeholders have indicated that marketing of the Old North End will play a significant role in its revitalization. A neighbourhood welcome Wii. i Street is entrance to thene�ghbotroi rmo sign is just one of the ways that the image Photo by Katherine Bailey that outsiders have of the neighbourhood can start to be changed. It will also be important to emphasize the wonderful geography of the neighbourhood next to the Saint John River, the affordable properties and the opportunity to purchase and repair beautiful historic homes. xiij Create small "I am part of the ONE Change" window signs. Similar to the idea of creating a neighbourhood sign, residents also suggested creating small window signs for residents to display in their homes and contribute the neighbourhood's sense of identity. Business development and enterprise i) Seek new commercial tenants for the mall and neighbourhood. Vacant storefront on Main Street Photo by Katherine Bailey 390 The mall on Lansdowne Avenue will soon be losing Zellers, one of its largest tenants, resulting in a very large empty commercial space. There has been speculation regarding which new tenant will take that space which will determine the impact that it has on the neighbourhood. The Old North End has a history of commercial uses being located on Adelaide Street and Main Street, though today there are not as many local businesses as there once were. In addition to developing relationships with existing businesses within the Old North End, ONE Change should explore the possibility of playing a role in seeking new commercial tenants for properties in the 68 Page Old North End Plan I Critical Actions for Future Success neighbourhood, including restaurants which was a desire expressed by residents during the community sessions. ii) Explore the feasibility of a small Business Improvement Area (BIA). As ONE Change develops relationships with local businesses within the neighbourhood boundary it can explore the feasibility of starting a small Business Improvement Area (BIA). A BIA is a self -help approach for a business community to revitalize their business district. The BIA funds the activities of an organized business community with a common approach to improving the competiveness of the area. With a BIA, business communities can cooperatively design and manage promotional campaigns such as signage and media Adelairte Street CLJLJl,f be part of a BIA advertising, sidewalk and curb beautification, Photo by Katherine Bailey economic development to recruit new development and businesses, and work with the membership to improve business practices and the appearance of properties. To establish a BIA, the proponents must lead the potential membership in preparing a boundary map of the BIA, a budget for the first year and a petition to establish a BIA which is endorsed by a substantial majority of the business community in order to show strong support. These materials must be presented to Council so that the BIA can be established by by -law. Once the BIA has been formally and legally established, the Board of Directors of the BIA can request that Council impose a levy on the non- residential properties within the boundaries of the BIA to generate funds which can be used for the improvement of the commercial area. It will be useful for the proponents of the BIA to consult with Uptown Saint John, other small BIAs and the information on the Downtown New Brunswick website. iii) Explore the possibility of using blank walls to paint murals. Residents have expressed an interest in using blank walls to create murals and beautify the neighbourhood. Use of walls would require Mural in the Uptown consent from the property owner, whether it Photo by Katherine Bailey is a commercial or residential building. There may be an opportunity to partner with the City in a similar way as the mural program in Toronto which allows business associations or community groups with strong business participation to receive one- time funding for a mural project that helps to promote a local theme and facilitates a positive commercial neighbourhood identity. 691 Page 391 Old North End Plan I Critical Actions for Future Success iv) Coordinate annual community yard sales. A small commercial activity which could be organized in the neighbourhood is a community -wide yard sale which takes place once or twice each year and is coordinated and promoted so that neighbourhood residents as well as people from outside the Old North End know when it is each year. Transportation connections to the rest of the city i) Engage Saint John Transit in discussions about routing and bus stops in the neighbourhood. It is recommended that ONE Change enter into discussions with Saint John Transit about the transit routes and services in the neighbourhood. Transit service currently operates within and adjacent to the neighbourhood, though the service is infrequent and often not heavily used. It would likely be valuable to share information about the transportation needs of the neighbourhood and Saint John Transit's constraints as a service provider. Saint John Transit will be reviewing its supply of bus Unique bus shelters in the Uptown shelters and infrastructure throughout its network soon. Photo by Katherine Bailey ONE Change would like to take the opportunity to contribute to this review and improve the transit stop infrastructure in the Old North End. ii) Promote the implementation of the Trails and Bikeways Plan including the continuation of Harbour Passage. ONE Change should continue to support the expansion of Harbour Passage through the north end of the city and promote the implementation of the Trails and Bikeways Plan as part of the new Municipal Plan. Liamour Passage i r,L , Photo by Katherine Bailey iii) Promote the revitalization of Main Street including connections to the Lord Beaverbrook Rink and Uptown. ONE Change should also advocate for the revitalization of Main Street which is being considered by the City. It will be important to ensure that the revitalization is truly user - friendly for pedestrians, cyclists and youth travelling to facilities on Main Street such as the Lord Beaverbrook Rink and the Uptown area. 392 701 Page Old North End Plan 1 Critical Actions for Future Success Community recreational and educational programs i) Advocate for the implementation of the Shamrock Park Master Plan as described in the Plan. An excellent Master Plan concept has been prepared for the revitalization of Shamrock Park and it will be important for ONE Change to support its implementation as described in the Plan. The Master Plan contains components such as a large playground, a splash pad, an outdoor rink and a basketball court which were all priorities expressed by the neighbourhood youth during their brainstorming session. Therefore, to respect their contribution to this community planning process, it is important to follow through on the planned park revitalization. New playground proposed in the Shamrock Park Master Plan Image source: Glenn Group and City of Saint John ii) Manage community centre programming which allows residents of all ages to feel welcome. ONE Change is in the process of taking over responsibility for community programming with activities and services which will begin in the fall. The new programming model has been designed to intentionally include residents in all age groups and life stages. Performance during U.'d Norn End Days event Photo by Tammy Calvin iii) Host more community events. ONE Change will need to continue to recruit more volunteers from the neighbourhood to continue to deliver events for the community and to create more events. 393 711 Page Old North End Plan I Critical Actions for Future Success iv) Help to support the work of the PALS program and Community Schools. Residents and stakeholders in the Old North End have already been strong partners with the neighbourhood schools. It is expected that these partnerships will continue through the PALS and Community Schools programs as well as the new Youth Inclusion Program and other youth programming. vj Provide consistent and high - quality programming. Consistent and high - quality programming will be provided through the new community programming model beginning this year in the Old North End. Involve neighbourhood residents in decisions and projects ij Host public and community meetings to provide information and seek feedback and ideas in the community. ONE Change has actively sought to engage residents of the Old North End when making decisions which affect the neighbourhood and will continue to do so in the future. It is also recommended that ONE Change continue to provide information to the community through the email newsletter and the community bulletin board which will be established soon. ii) Host regular open forums with ward councillors and local politicians. ONE Change has plans to host more open forums with local politicians and interested residents in the neighbourhood to discuss issues affecting the Old North End and how they can be addressed at the municipal and provincial levels. 721 Page 394 Old North End Plan I Critical Actions for Future Success Conclusions and reflections Through the discussions which have taken place with residents of the Old North End, property owners, landlords, community leaders and stakeholders in the development of the ONE Plan, several overarching themes have emerged. Firstly, it has been inspiring to see the incredible progress which has been made so far in revitalizing the Old North End. This is most apparent when considering a snapshot of the condition of the neighbourhood five or six years ago, the way the neighbourhood is today, and the way that the neighbourhood will likely continue to improve in the next five years. This can be credited to the perseverance of leaders in the neighbourhood who fought to reclaim their community through local efforts and strategic partnerships. It is clear that the pride of community members has been a significant driver of change and that there is an emphasis on working with local ideas and skills instead of relying on outsiders to take action. While it is important for community members to have a strong sense of ownership and self- determination in the revitalization of the neighbourhood it will also be the role of outsiders, especially the provincial government and the City of Saint John, to commit to the goal of revitalization. Successful revitalization will also rely on the contributions of newcomers to the neighbourhood, such as new property owners, businesses and investors. Effective marketing of the Old North End will play a large part in changing the image of the neighbourhood and attracting new members to the community. It can be seen in areas of the city such as the South End that once the image of the neighbourhood begins to change, new investment takes place eventually reaching a critical mass so that the neighbourhood is renewed. Llke the South End, the Old North End has many attractive features to promote including beautiful landscapes along the Saint John River, proximity to amenities and recreational facilities, and affordable properties including vacant lots for development as well as historic homes. Finally, it is clear that coordinated investment will be required to make significant progress in the neighbourhood rather than smaller piecemeal changes which do not change the image of the neighbourhood as a whole. It is clear that the City will need to target the Old North End in order to facilitate private investment. This ties into the marketing of the neighbourhood as a community with high quality parks, streets, schools and services. City investments should be coordinated and linked so that the end result is an improved image of the neighbourhood. This will require inter - departmental cooperation so that, for example, all municipal and private excavation work is done concurrently before the streets and sidewalks are repaved and the public realm is revitalized with new trees and landscaping. Once the public realm has been improved, higher standards can be expected of property owners in response to the public investment and a focus on enforcing property maintenance, fire prevention, and appropriate garbage storage will continue to improve the image of the neighbourhood. These kinds of coordinated steps are likely to attract outside investors resulting in property renovations, new construction, increased property values, and the development of a vibrant and diverse neighbourhood. 731 Page 395 Appendix 1 Inventory of progress on action areas from the Old North End Community Action Plan (2005) 396 Old North End Plan I Appendix 1 The following tables provide a full review of the progress made on the projects identified in the Old North End Community Action Plan (2005) and Supporting Health in the Olde North End (2005). The original Old North End Community Action Plan was developed through a community planning charrette initiated by the Canada Mortgage and Housing Corporation (CMHC) and ONE Change in 2005. The initial impetus for the charrette was the need for housing in the community as a result of its steady decline and high number of empty lots; however, the focus of the charrette was expanded to a discussion of local issues, ideas, goals and vision for the future of the neighbourhood. In April 2005, prior to the charrette, a report titled Supporting Health in the Olde North End was completed by Evaluation Designs Ltd. for ONE Change. The goal of the research was "to explore the impact on health of attitudes, behaviours and perceptions of residents living in this impoverished neighbourhood, and to assess the strength of informal support in helping residents live their every day lives." The first table is organized into the five action areas of housing, community pride and beautification, celebrating youth, training and skill development, and health, which were identified during the community charrette that lead to the development of the Old North End Community Action Plan. Brainstormed projects for each action area are listed in the left hand column. Actions which have addressed those projects are listed in the right hand column. The second table is organized in a similar way with the recommendations from the report Supporting Health in the Olde North End in the left hand column and actions which have responded to those recommendations in the right hand column. The final table provides a list of additional actions which have taken place in the Old North End since 2005 which did not correspond to any of the other projects or recommendations, but are still important to note in a review of the neighbourhood's activities. They have been grouped into general themes which demonstrate some of the roles that ONE Change has taken in the neighbourhood. 751 Page 397 Old North End Plan I Appendix 1 Old North End Community Action Plan (November 2005) Project - Action - - _ - -. -_ - . i♦o4tslir�g - Providing shelter 1. Homeless shelter - Hestia House for abused women. Located on Douglas Ave outside of ONE. - Second Stage provides affordable housing and ongoing support for abused women and children in Saint John. - Coverdale Center provides short-term shelter and services for women. - Salvation Army Booth Centre for homeless men. Located on Saint James St outside of ONE. - Gateway to Hope Transition House, homeless women's shelter moved to 180 Metcalf from the west side in 2007. Closed in 2009. Currently restarting as Fresh Start with a new Board. - City development grant up to $5,000 for non- profit developments. Replaces waiving development charges. $25,000 included in 2010 operating budget to provide assistance to Non - Profit Housing projects. 2. Youth shelter - First Steps provides a supportive environment to pregnant and parenting young women in Saint John. - Youth housing development currently proposed by TRC and HDC. Location undetermined. 3. Animal shelter - City's animal shelter currently located in Crescent Valley. Being moved to Rockwood Park. - Spay and neuter program currently proposed for cats and dogs in cooperation with the Animal Rescue League. Encouraging ownership 4. Participatory design to develop appropriate housing 5. Encourage purchase /renovation of heritage - City grants under the Heritage Conservation homes Program do not apply outside of Heritage Conservation Areas. 6. Condo development /conversion 7. Extend family home ownership options - ONE HOME (see #9) 8. Achieve 50% home ownership in 15 years 761 Page KM Old North End Plan I Appendix 1 9. Establish "rent -to -own" options, mortgages Old North End Home Ownership Made Easy (ONE HOME) - $423,900 project. Federal contribution of $90,000 toward construction. Provincial contribution of $39,366 to supplement rents. - Primary contributing partners were Department of Social Development and Rehabitat. - Tenant families with incomes $35- $50,000. Families required to complete a home ownership and financial literacy training course. 30% of income paid for rent to cover the operating costs and allow renters to save for the purchase. - Subsidized rents for up to 3 years until the renters are able to seek a mortgage. - Renters may buy the homes worth $170,000 for about $120,000. Half of the mortgage from a financial institution, half from province's low - interest housing program. - Difficulties experienced finding families to commit. All three units currently occupied (May 2010) - Private neighbourhood investors have begun to establish private rent -to -own programs with their properties. 10. Land banking while property values are low Facilitating renovation and rehabilitation 11. Maintenance and homecare programs NB Department of Social Development — Rental Residential Rehabilitation Assistance Program (RRAP) - Financial assistance to owners for mandatory repairs to substandard units rented to low income households. - Has been used more in ONE since the charrette. - Several properties in ONE have changed ownership and are undergoing repairs. - Property investment and renovation observed as a spin -off of park revitalization and Rehabitat building. - Building permit data indicates an increased number of building permits issued. 12. Renovator's resource centre - Being considered as part of the new programming and neighbourhood services model. 771 Page 399 Old North End Plan I Appendix 1 13. Historic designations - City and province have contributed funds to promote more buildings being added to the Canadian Register of Historic Places. (2008) - Heritage walking tour of the ONE. About 75 participants in 2009. 14. Program /incentives to maintain character of buildings 1S. Housing retrofit program 16. "Wind of Change" —fix drafty windows to reduce heating costs - Program ran during the winters of 2005 -06 and 2006 -07. - Targeted 655 apartments and homes in need of fixing. - Volunteer teams of youth paired with an adult. - Goals: comfort, reduced heating bills, show care, foster neighbourhood pride, employ young people, and spur landlord investment. - $10,000 funding target. 1 17. Co -op run renovation Droiects I I 18. Train and employ community members to fix housing 19. Sweat equity program 20. Partner with community college vocational training Innovative and sustainable housing design and s 21. Flex housing - Will be included in YouthBuild program. )rt services ONE Living Independently for Education (LIFE) - Federal funding for 4 youth, 80 on waiting list - Youth aged 16 -21 qualify for apartments while they are in school, taught life skills (grocery shopping, etc.) and expected to participate in the community. - Coordinator tracks school attendance of the 4 youth. Apartment visits once each week. - Tenants pay 30% of their monthly income for rent. Balance covered by Federal program. - Provides support for youth starting college or exiting the program. - Coordinator also case manages other youth who are not part of the housing component /on the waiting list. - Future steps include a mentorship program and 5 apartments at Tannery Court for youth 19 and older. X11 781 Page Old North End Plan I Appendix 1 22. Supportive housing (15 units on Adelaide) Housing project at corner of Adelaide and Victoria - 16 apartments for low income tenants - Headquarters for Housing Alternatives and Rehabitat - Will restore pride to the community and act as a "storefront ". - Federal and provincial funding for the $1.9 million project through the Affordable Rental Housing Program. Municipal grant to cover fees, valued at ^'$7,000. Capital grant comes to about $35,000 /unit with the balance coming from mortgage companies. (October 2006) Saint John Non - Profit Housing - New 4 unit building on Main Street. - 6 new units approved for development on Newman Street to begin construction next year. 23. Transitional housing (help people get out of subsidized) 24. Housing design to improve safety (porches, windows) 25. Build common area into new multi -unit buildings 26. Energy efficiency programs - Wind of Change retrofits (see #16) - Efficiency Fair held at Lorne School with about 80 people attending. - Efficiency NB program. 27. Off campus housing residences for UNBSJ - Private UNBSJ student rentals, e.g. Newman House Hostel. 28. Neighbourhood watch /block parents - Block parent program found to be unfeasible because of the physical layout of apartment units in the neighbourhood. - Neighbourhood does this informally through eyes on the street. 29. Security cameras 30. Programs to encourage home ownership - ONE HOME (see #9) 31. Communal facilities (laundry, kitchen, play - Kitchen located in Main Street Baptist Church, spaces) Lorne School, NECC, Millidgeville North End Lions Club - Meeting space available at ONE Change, NECC, Main Street Baptist Church. 32. Build rental spaces into co -op building for revenue 791 Page 401 Old North End Plan Organization 33. Landlords association - City -wide landlord association, focused mostly in the South End - Provides benefits for landlords as well as accountability to protect tenants. 34. Tenants association - Function of tenants association fulfilled in the non - profit, co -op housing projects. - Co -op general membership is very involved in the community - ONE Change monitors substandard /dilapidated housing and garbage 35. Neighbourhood watch /block parents (see #28) 36. Establish community development corporation - North End Development Corporation disbanded before the charrette. 37. Meet with UNBSJ, realtors to improve image of ONE Bursary awarded to students who lived in the ONE ONE from UNBSJ. - Criteria are successful academic performance and community service /citizenship. (January 2007) - Institute of urban studies starting at UNBSJ which is expected to lead to future partnerships and research opportunities. 801 Page Ali Old North End Plan j Appendix 1 toM munft Pr[de and Beautification Protecting the environment 38. Education programs on composting, garbage, - $10,000 through Environmental Trust Fund for recycling a project to educate youth on environmental cleanup, rain barrels, recycling, cloth bags, etc. (May 2008) - Discussion of energy efficiency and environmental issues. Youth education about the environment and ways to green the neighbourhood. (November 2008) - Funding provided to educate youth about reducing their environmental footprint. (August 2009) - Recycling and garbage still an issue. Have tried to get blue bins in the neighbourhood. Green Team - Group of youth meets once each month. - Addresses concerns and opportunities to improve the neighbourhood and school. - Group has developed and maintained a bottle recycling program and promoted environmental awareness in the school. (2010) ONE Change Environment Team - Subcommittee of the ONE Change Board responsible for beautification projects. ONE Teen Summer Take -Over (2009) - Maintained community gardens. - Cleaned up garbage- filled lots. Also found that neighbours began to clean their lots too. - Presentation by Fundy Waste. - Provided environmentally friendly snacks and education for children at the Main Street Baptist summer program. - Painted and installed garbage cans. - Mentored other teen programs in the City to include environmental service projects in their programs. - Gave out reusable water bottles and bags as prizes. 39. Bottle depot /travelling redemption centre - Bottle deposit program started by Green Team. (see #38) 40. Environmental trust fund - Received funding several years. (see #38) 41. Reintroduce wetlands to treat stormwater 811 Page 403 Old North End Plan I Appendix 1 42. Pumping station /harbour cleanup - City -wide effort to improve sewage treatment. Outflow to Saint John River currently located in ONE. Pumping stations currently being installed to move sewage to new treatment facility when it is built. 43. Re -stock fish once sewage outflow is cleaned Making our community beautiful and safe 44. Community clean up days 45. Garbage cans /storage bins 46. Weekly city garbage pickup 47. Program to exchange garbage for bus tickets 48. Improve sidewalk safety (trees, lights, sidewalks) 49. Crosswalks 50. Community gardens /public gardens 51. Improve safety behind plaza 52. Street beautification (especially Main and Adelaide) 53. Extend "Marigolds on Main Street" 54. Adopt -a-Block friendly street competitions 55. Paint your door contest 56. Kids' posters as murals in community - ONE Change Earth Day event (April 2006) - Neighbourhood cleanup including BBQ (May 2008, 2009) - Resident - initiated clean up group. Regular clean -ups. - Youth decorated garbage cans for the community. (August 2009) - Weekly pickup maintained in priority neighbourhoods. - Streetlight installed in Lorne schoolyard (2005). - City staff responded to requests for stop signs and traffic lights in certain areas while presenting their 2006 construction plans for input. (January 2007) Traffic lights installed at the corner of Newman and Adelaide (2007) and Main and Adelaide. (September 2009) Group of citizens committed to starting a community garden for food, but still searching for the proper location. Expected to be located in Shamrock Park. - Successfully lobbied the City to provide new sidewalks and paving on Newman and Victoria Streets. (2007) - Contracts awarded to reconstruct individual blocks of Albert and Elgin Streets. (April 2007) - Marigolds on Main Street has become a large event. - Other neighbourhood beautification projects involving planting. - Will be sponsored by the City this fall. - Wall of tiles that were hand - painted by youth included in new Victoria Park. Cost borne by City. (November 2009) (see #106) ., 82 1 Page Old North End Plan I Appendix 1 57. Flower boxes, paint fire hydrants, sidewalk monopoly 58. Community police office - Community police office established on Victoria Street. $200,000 office includes Sergeant's office, interview room for complaints, board room, office space, 2 health rooms, adult education room with 4 computers, kitchen. (April 2006) - Police response stresses crime prevention and engaging the neighbourhood, especially at -risk youth. - Results: Reduced crime, physical improvements and investment in community, changed attitudes (July 2006), significant drug bust (October 2009). 59. Establish greenbelt around neighbourhood 60. Plant more trees (streets, parking lots) 61. Adopt -a -Tree program (Tree Canada) 62. Improve snow removal Promoting a positive Image of the Old North End 63. Community pride billboards 64. Signs (education and safety) 65. Rebrand ONE - Stories published in newspapers and newsletters about ONE now highlight the actions taken to improve the neighbourhood and the resilience /quick response to turn negative events into positive outcomes. 66. Tourist destination — views from headlands - Boat tours from ONE starting in 2008. Currently run very infrequently. Celebrating gathering and community events 67. Community information bulletin boards and - Monthly electronic newsletter for ONE. newsletters - Lorne School newsletter. - Announcements in church bulletins. Around the Block newspaper - Includes positive news about the priority neighbourhoods. - Demonstrates self confidence, community pride, and initiative. - Opportunity for skills training and community bonding. - Used to recognize and thank volunteers Community bulletin board - Will be constructed outside of the NECC. 68. Community events calendar - Included in the ONE electronic newsletter. 831 Page 405 Old North End Plan I Appendix 1 69. Delivery services (groceries, etc.) 70. Community meals (at fire station) 71. Coffee shops (at fire station, NECC) - Local Sobeys has a grocery delivery service where orders can be phoned in and are delivered the next day. Service charge is $8. - Mother's Day dinner held at Main Street Baptist Church. (2006, 2007) - Father's Day BBQ and games at Shamrock Park. - Coffee houses occasionally hosted in ONE. Music provided by local youth. 72. Wood carving competition 73. Dinner theatre /murder mystery 74. Travelling ONE theatre troupe 75. Clothing depot - Clothing exchange held at the NECC. (2006) - Clothing available at Hope Mission. Reconnecting with heritage and the city 76. History/heritage plaques, murals and photos 77. Historical education and study (museum, gallery) 78. Create boat launch, marina, wharf, tours at end of Main 79. City councillor from ONE 80. Connect to city promotions 81. Connect to Harbour Passage 82. Celebrate and recognize Indian Town 83. Re- engrave monument at Bridge Street Park 84. Representative on Atlantic Coastal Action Program from ONE 85. Establish art festival that moves around city - City -wide initiative to document heritage buildings for the Canadian Register of Historic Places and promote walking tours (2008). - Heritage walks through historic neighbourhoods includes the ONE. (May 2009) - NB Museum trolley tour included the ONE. (August 2009) - ONE history presentations for each grade level at Lorne presented by Harold Wright. (2008) - Temporary wharf for the boat tours of the river located beside Robertson Square. (see #66) - Election of Coun. Gary Sullivan. (2008) - Advocacy of other councilors. - Presentation on housing issues at Brunswick Square as part of National Housing Day. (October 2008) - ONE Change neighbourhood information booth in Brunswick Square. (November 2008) - Part of the plans for the new City -wide trails - Art Madness at the TRC with Shirley Scott where youth created paintings which were showcased at a local art festival in the south end. (see #135) s1• 841 Page Old North End Plan I Appendix 1 Celeblra*4 Youth Planning events and activities for recreation 86. Youth calendar of events 87. Youth - driven activity program (sports, Youth programs hobbies) - Involve about 90 youth each week in 2010. - Programs include community beautification projects and drug awareness. - Youth involved in making programming suggestions. ONE Teen Summer Take -Over - 8 week program - 3 days for community beautification, 1 day for education, 1 day for fun. (Summer 2009, 2010) - Activities and summer staff organized by the Youth Council. (April 2010) - Goal is to have over 50 youth participate in 2010. There were 45 in 2009. Youth Council - Raise awareness of youth issues and provide positive youth action. - Presentation prepared for City Council: "Good, Bad and Ugly" (September 2009). Never presented but photos used for ONE Plan. - Designing new space and programs for the YIP. ONE Teen Fit - Mixture of traditional and non - traditional exercise. - Develop sports skills through drills and life lessons. - Average 18 -20 youth per session. - Partnered with coaches and players at the university level. (September 2010) Gurl Wurld - Teen girls introduced to positive role models, life skills and education. - Approximately 20 participants. (2010) Hanging With The Guys - Teen boys introduced to positive role models, education, relationship- building, life development skills, speakers on discrimination, healthy relationships. - Approximately 20 participants. (2010) Chess Club - After school once each week. 851 Page 407 Old North End Plan I n 8b1...g_ M - Different activity which isn't offered in school and engages some students who don't attend evening programs. Develops skills and self confidence. - About 10 participants. (2010) Youth Inclusion Program (YIP) - Youth have already been identified who will benefit from this program. (Fail 2010) - Federal funding announced. (April 2010) - Project manager (Gina) and youth worker (Jeremy) hired, looking to hire a community case manager and a full time educator. (April 2010) Got Game - Life skills such as anger management, hygiene, and self esteem. - 8 week program offered 3 times each year for middle school students. - New youth being engaged in the community who are excited about making a difference in their neighbourhood. (April 2010) - Mentoring program, meeting one on one with about 5 "high risk" youth. Provides an opportunity for counseling. (2010) - What Bugs Ya? program. (April 2009) - No school day activities. About 20 participants. - Support services offered for youth included working on resumes, transportation and accompaniment to court dates, medical and counseling appointments, personal work with conflict resolution, anger issues, relationship problems and positive reinforcement. (2007) 88. North End Days ONE Days /Celebrations /Family Day /Garden Day - Activities have included: ball hockey tournament, soccer baseball, BBO, outdoor movie, Idol /Rock Band challenge, street dance, fireworks, story tent, baseball game, community yard sale, face painting, music, karaoke, outdoor interdenominational service, ONE Change open house, information tables, volunteer nurse clinic, 50/50 draw, prizes. - ONE Healthy Fair included in ONE Days. Health care providers answering questions on health and wellness issues. (August 2007) 8b1...g_ M Old North End Plan I Appendix 1 89. Winter carnival 90. Basketball and tennis leagues 91. Snowball fight area /zone 92. Equipment swap (hockey, bikes, etc.) 93. Bass fishing derby 94. Water activities (canoeing, fishing, rowing) 95. Dance /cultural classes (and transportation) 96. Boot camp 97. Scavenger hunt 98. Boxing club 99. Link with fire station for community events 100. "Vintage" fashion show (Frenchy's, Salvation 101. North End Olympics (darts, horseshoes) 102. Expand fire fighters /police basketball games with youth 103. Intergenerational street parties 104. Festivals 105. ONE walking tours and walking club Building community Infrastructure 106. Improve parks and connect by trails 107. Waterfront development (park, green space) 108. Sports complex 109. Skate park 110. More neighbourhood playgrounds 111. Outdoor skating rink (fire hall or Shamrock Park) 112. Safe tobogganing areas 113. Swimming pool ONE Change Christmas /Holiday parties - Activities have included: food, presents, music, stories, performances. - Intramural sports programs 2 days each week at Lorne.(2008) - Tennis league at Shamrock Park, not really used by the community. - Included in annual Freecvcle event. Partnership with Boat Club - ONE Change youth assist with the spring clean up and club provides a BBQ and boat tour of the river (March 2010) - Dance classes located lust outside ONE. - Continued as part of the community policing program. - ONE Days (see #88) - Heritage walking tours. (see - Improvements to Victoria Park, Robertson Square. Planned improvements to Shamrock Park. - Improvements to Robertson Square. - City trail planned for waterfront land. - City -wide recreation study proposed a sports complex on Lord Beaverbrook Rink site (2005Was not followed through — facility now located in Quispamsis. - City -wide skate park located near Harbour Station. - Improved playground at Robertson Square. - Playground included in plans for Shamrock Park. - Included in plans for Shamrock Park. - City -wide aquatics facilities located at the Aquatic Center. ,o 871 Page Old North End Plan I Appendix 1 114. Arcade ($ could go to community) 115. Fix and expand facilities at Shamrock Park 116. Basketball court 117. Climbing wall 118. Bike course 119. Bike bank and repair shop (also strollers, skateboards) 120. Victoria Park improvements (wishing well, benches, game boards) 121. Music practice space (soundproof, instruments, etc.) 122. Stage /amphitheatre 123. Place to watch movies 124. Ice cream parlour Developing leadership and confidence 125. Job shadowing for kids 126. Walk home program (kids and seniors' 127. Apprenticeship program for kids to do renovations Shamrock Park improvements included in budget. Could include an artificial turf field. (January 2010) Estimated cost of $8.7 million Includes $1.9 million synthetic turf field, $1.8 million new clubhouse, $750,000 in lighting, BMX trail, restoration of the baseball, soccer and lacrosse fields. (March 2009) Basketball court in Lorne schoolyard was repaved and a streetlight was added for evening games. (2005) - Mountain bike trails created by volunteers in Shamrock Park. - Bike swap events - Park improvements completed. - Included in preliminary plans for NECC renovation. - Outdoor music performances at Victoria Park. - Included in some of the outdoor summer events. - 5 -week self development program offered at Lorne by the TRC (Spring 2007) - Expected to start a program pairing students from UNBSJ or NBCC with vouth. YouthBuild - In the process of adapting this program from the US. Requires interdepartmental government cooperation. - Youth are trained in construction skills, working toward their GED, and constructing buildings which are turned over to non - profit organizations. 410 881 Page Old North End Plan j Appendix 1 128. Youth volunteer program (link with seniors) - Large volunteer component to ONE Teen Summer Take -Over program. (see #87) - Increased number of community volunteers leading youth programs. 5 work directly with youth, more who will do specific sessions. Over 50 volunteers at Lorne School contributing to ONE Change - initiated projects. (April 2010) 129. Recognize youth achievements — Order of - Provincial crime prevention award winners. the Maple Leaf 891 Page 411 Old North End Plan I Appendix 1 TraI nIng and Skill Development Educating all community members 130. Vocational training /trade skill promotion 131. Adult mentorship /tutors (peer to peer) Learn &Go — VCS) program providing training in social innovation and leadership. - Participants from ONE. Daytime component held at Main Street Baptist. - Skill and confidence building for life and neighbourhood change. Includes coaching, role models, and leadership development. - Consists of workshops, developing a community project, and presenting the steps and partners far the initiative. - $27,600 from Irving Oil to fund the program Promotion of Women's Empowerment and Resilience Urban Project (POWER UP) - Through the SJ Community Loan Fund and the Urban Core Support Network - 10 week neighbourhood leadership training program for women. Includes coaching, role models, and leadership development. - Targets residents of low- income neighbourhoods including ONE. - Focus on personal development, taking the next decisive step in life, and social enterprise/spin- offs. Projects change something in the neighbourhoods. - Funding from the Status of Women in Canada and Sisters of Charity. (June 2007) Breaking Free program - Run by PRUDE - Referred some women from ONE (June 2008) Catch the Wave to Employment - Organized by Urban Core Support Network, Post - Secondary Education, Training and Labour and Vibrant Communities. - Helps individuals identify their assets, current job opportunities, and community and government resources that can assist them in their next steps. Job Bus - Run by VCSJ - Workshop to help participants from priority areas develop resumes and connect with 901Page 412 Old North End Plan j Appendix 1 911 Page 413 employers. Then provides a van for the group to go and meet potential employers. - Programs offer help by providing bus passes or taxis, food and childcare. 132. French schools and classes 133. Reading mentor program Partners Assisting Local Schools (PALS) - Program at Centennial School (January 2007) and Lorne Middle School. - Priorities established (September 2007) Homework School - Through the SJ Learning Exchange - Coach provides support and guidance for students grades 1 -8 in math, social studies, English and science. - Wednesday evenings, 4 -7 pm Story Tent - Summer reading program which allows children and adults to read, listen and borrow books. (2009, 2010) 134. Mobile school /training 135. Art classes ONE Teen Summer Take -Over (2009) - Art Madness at the TRC with Shirley Scott where youth created paintings which were showcased at a local art festival. - Mural created in the teen room of the NECC with Kim Cookson. Plans to set up a weekly youth art program. - Writing workshop with Kelly Picard to create a short story/poem journal which were published later. 136. Sewing classes Providing programs and services 137. Legal aid - Existing services in the City: NB Anti - Poverty Legal Clinic for individuals on social assistance, Saint John Law Society Lawyer Referral Service, NB Legal Aid Services Commission for domestic issues. - Expected to be included in the new community services model. 138. CAP site (computer access and training) Adult education room in ONE Change building - Contains 4 computers. - Job board and job readiness training. - eLearning program —education component. 139. Employment workshops (resumes, Part of the CAP site. (see #138 interviews, etc.) 911 Page 413 Old North End Plan I Appendix 1 140. Employment and development programs in ONE TIES 2 Work (Training In Essential Skills) Through the SJ Learning Exchange - Short term workplace essential skills training leading to employment. Matches the needs of employers and individuals. Full time program for 12 weeks with 3 week job practicum. Information sessions held in ONE to connect participants. Basic Education and Skills Training (BEST) - Through the SJ Learning Exchange. - Academic and life skills — general skills upgrading, pre - employment, self - development, GED preparation. - Full time program for 24 weeks. Community Adult Learning Program (CALP) - Stand -alone in the ONE at the NECC. Also offered through the SJ Learning Exchange. - Focus on academic skills — improve reading, writing and math skills, GED test preparation, computer literacy. - Flexible hours and class sizes. North End Works - Identifying skills and interests of residents to create employment opportunities and fill gaps in neighbourhood services. - Identify a sound idea for a new start-up while linking residents to businesses looking for employees. - Survey to identify the workforce skills of ONE residents. Enterprise Si would conduct a market analysis of ONE to identify demand and the types of businesses that could become successful. Organizers would compile the two into a business idea. - Entrepreneurs would be connected to Enterprise SJ and SJ Loan Fund. (August 2009) - $19,000 from VCSJ, Irving Oil and Enterprise SJ for first phase. Pending approval of another $19,000 from the City. (April 2009) - Selected two ideas and developed business plans, but then the enthusiasm faded. Ideas were a renovation business and a bulk store. - Community home daycare in partnership with the YMCA is currently being developed. 414 921 Page Old North End Plan I Appendix 1 141. GED programs (at NECC) General Education Diploma (GED) - Currently two classes taking place at the NECC - For jobs which require high school completion. Can also be a step toward community college. 142. Library - Community library established in ONE Change building (April 2010) 143. Government offices locate in ONE 144. Book mobile outreach - Summer Story Tent program and community library. (see #133 and #142) 145. Dress for success - Professional franchise started by the Women in Business forum of the SJ Board of Trade (2005/2006). Project was unsuccessful. Function has been inherited by Coverdale. 146. Volunteer and skill database - North End Works (see #140) 147. Programs for pre - seniors to enter work force 148. Senior citizens' services to maintain skills 149. De- stigmatize vouchers (e.g. Airmiles) Developing partnerships within and outside the community 150. Carpenter's centre to do renovations Carpenters Training Centre - Pre - employment training program which built a 4 -unit apartment building for singles at 50 -54 Main St with SJ Non - Profit Housing. Funding received through the affordable housing initiative. Construction costs of $220,000- $240,000. It is estimated that the partnership with the Carpenters Training Centre saved $30,000 in construction costs. Two other identical projects in the south end. - Expected to be a partner in YouthBuild (see #127) 151. Role model programs, celebrate local heroes 152. Coaches Promoting and supporting small businesses 153. Small engine repair workshop at power boat centre 154. Craft and farmer's market 93IPage 415 Old North End Plan I Appendix 1 155. Promote entrepreneurs through Part of North End Works. (see #146) entrepreneurial start-up fund 5J Community Loan Fund - Business loans for a good idea with a business plan. - Back to work loans. - Loans to secure affordable and better quality housing. Enterprising Women - Program through the Community Loan Fund. - 20 week program for women to research and launch their business idea. - Focus on women living on low incomes who seek self - employment. Youth Entrepreneurship = Success (YES) - Program through the Community Loan Fund. - Summer training and business launch program for youth aged 13 -17. Enhancing mobility of community members 156. Transportation to community college 157. Improved bus schedule /routes /shelters 158. Shared car service /car pooling 159. Improve transit system, especially at night 941 Page 416 Old North End Plan I Appendix 1 Health _ Helping people obtain proper nutrition 160. Surplus food from restaurants to the hungry 161. Cooking and nutrition classes - Discussion of nutrition as part of women's night out (March 2007) and ONE LIFE (2010). - Weekly cooking classes at St. Luke's Church for youth. - Hot lunch participants cook for the program each week. - Would also be available for adults in the new NECC model. 162. Restructure the food bank - Ongoing discussions, but resistant to partner with ONE Change. - Main Street Baptist would like to absorb this function. 163. Meal programs (with churches, schools) Hope Mission at Main Street Baptist Church - Lunch program, coffee, snacks, hot meals, bread, clothing and shoes, warm building. St. Luke's Church - Provides hot lunch for Lorne students who need it. 164. Community kitchen - Kitchen facilities in NECC, Lorne and Main Street Baptist can be booked. 165. Food co -op (buy larger quantities for less) - Already established in the south end. Partnership is being pursued for ONE. Preventing health issues through education and support 166. Medical /dental clinic - Two examination rooms equipped in the ONE Change /Community Police building 167. After hours clinic in plaza 168. Sexual health clinic - Sexual health issues addressed on Wednesday at ONE Change (October 2009) 169. Teen clinic Teen Health Clinic held in NECC (and ONE Change building) - Teen - focused kick -off party. - Sgt. LeBlanc and two other volunteer nurses will staff the clinic once each week, plus an occasional medical resident. - Hope to add 1 day per week with a seniors component by June (March 2006) - Health practitioners (mental, sexual health) are part of the youth programs. 951 Page 417 Old North End Plan I Appendix 1 170. Mobile clinic Nurse practitioner at ONE Change and Hope Mission lunches. - Provides screening, blood pressure /cholesterol tracking. - Expecting to expand to other services such as sexual health. - Average 5 -6 visitors at ONE Change weekly (Wednesdays) and 20 -40 at the church bi- weekly (Fridays). (2010) - Information session with nurse practitioner at Main Street Baptist Church the third Wednesday of each month (December 2008) - Flu shot clinic held for residents (since 2006) 171. Needle exchange 172. Methadone clinic 173. Visiting nurse (schools, churches, NECC) - Medical office in ONE Change building staffed by volunteers one night each week. (July 2006) 174. House calls 175. Family and community services office in ONE - Public health and social development are working to get mobile staff working in ONE. Promoting healthy lifestyles and choices 176. Fitness studio 177. "Baby think it over" program 178. Link to existing groups for services (i.e. CHC) - "Living Healthy Living Longer" 5 -week healthy living series held at Lorne School. (April 2007) - Joint project with UNBSJ allowed community to voice their opinions and plan for health services to be available in ONE. (2007) - Medical staff from St. Joseph's CHC met to examine community needs report and find ways to support the clinic, (2007) HE Old North End Plan I Appendix 1 Supporting Health in the 41de North End (April 2005) Recommendation - -- Action _ 1. That the O.N.E. Change Committee develop a Strategic Plan with long -term and short-term goals and measurable objectives that will service both as a framework for developing health - related strategies based on the social determinants of health, and as a means of measuring effectiveness of the strategies over time. Knowledge, Awareness and, Attitudes 2. Partner with local youth to organize a Youth Day or Conference in the neighbourhood so that preteens to older teens can discuss and strategize on the best ways to help and encourage them to achieve and maintain health. 3. Establish a Neighbourhood Bulletin Board - Community bulletin board will be created soon where residents can find current information on Victoria Street near the NECC. on progress and services that will help them, their families and friends to stay healthy. 4. Lobby the Atlantic Sciences Health Corporation to establish community Outreach Programs in this neighbourhood that focus on preventative health. Health Sulfas of JFamilles 5. Invite professional at the St. Joseph's - Resident- initiated Dodging Diabetes program Community Health Centre to present (Summer 2010). programs for the neighbourhood on the prevention and management of asthma, allergies and diabetes. Aggressively promote the presentation, and encourage youth to attend as well as adults. 6. Invite nutrition specialists to present programs - Discussion of nutrition as part of women's night in the neighbourhood on understanding food out (March 2007) and ONE LIFE. (2010) ingredients and enhancing knowledge of meal - Will be part of the new resident - initiated planning in order to help in the management Dodging Diabetes program and weight loss of allergies, diabetes and weight. challenge. (Summer 2010) 7. Continue to promote the Walking Club as a free activity that will encourage people to come out of their houses and exercise. 971 Page 419 Old North End Plan 8. Find ways to establish a year round indoor /outdoor fitness program in the neighbourhood for women that includes childcare and is free -of- charge so that women living with low income can participate. 9. Organize non- competitive, recreational sporting events at Shamrock Park that will provide opportunities for physical exercise for residents in the neighbourhood. 10. Discuss with the local pharmacy issues raised in this report regarding accessing prescription drugs to determine extent of problem with families who cannot afford to pay for prescribed drugs. Seek ways to help families in special circumstances where they cannot immediately pay for necessary prescriptions. 11. Invite the local Outreach Worker of the VON Healthy Baby & Me Program to offer prenatal and postnatal programs for young expecting and parenting youth living in this neighbourhood. 12. Organize a meeting with the appropriate health professional and invite neighbourhood youth and young adults to attend and take part in a discussion on safe sexual health practices. Stress ar_la Qe molon 13. Find ways to help unemployed men to become aware of the availability of decent paying jobs and how to apply for them. Include finding information on the availability of on- the -job training. 14. Assist men in filling out their resumes, and find ways to distribute these to potential employers. 15. Seek expertise in the field of stress management and organize separate sessions in the neighbourhood for men and women to learn about strategies that will help them to cope with stress. 16. Seek expertise in the area of adolescent stress management and organize a session for high school age teens in the neighbourhood to help them cope with stress. 981Page 420 Old North End Plan I Appendix 1 17. Find ways to help older teens cope with their perceived sense of worthlessness and low self image that comes from growing up in poor circumstances in a poor neighbourhood. 18. Continue with the strategy to involve teen -age - Focus on youth programming. youth in the plans and activities that are - Youth Inclusion Program (see #87) evolving as the result of the O.N.E. Change initiatives. 19. Find out how the O.N.E. Change Committee Strong partnerships with local schools. can support the efforts of the two local - Designation of Lorne Middle School as a schools to counteract and /or address bullying. Community School which encourages the community to become more active in the life of the school and assisting children to learn. (November 2008) - Office space for ONE Change staff working with youth located in the school. Youth workers are treated as part of the school staff team. (February 2010) - Plans to move all youth programming to location in Lorne with access to the NECC. (2010) 20. Organize a consultation with seniors similar to those conducted for this study to discuss how best to respond to their needs. Food and Nutrition 21. Seek expertise and organize sessions in the neighbourhood to give parents and other interested residents information on how to budget, buy, prepare and store food. Include information on healthy snacks that low income families can afford. 22. Approach a community group such as the - Weekly cooking classes at St. Luke's Church Family Resource Centre to offer an Outreach included in youth program. program where small groups of parents and other interest persons can come together in the neighbourhood to learn how to cook a meal. (Note: The kitchen at the Community Centre would serve as the ideal venue for these classes.) 23. Request the Board of Directors of the North End Food Bank to act on the issues and concerns that have surfaced in this study. Propose that the operations be reviewed and restructured to better meet the needs of people in the area. 991 Page 421 Old North End Plan 24. Initiate a meeting of neighbourhood residents to explain their concerns and describe their needs to the Board of Directors of the Food Bank. 25. In cooperation with all impacted parties — grocery stores included, facilitate the development of a food strategy for this neighbourhood, taking into account such things as the quantity relative to family size, nutrition requirement, and the ability for people to prepare the food that is distributed to them. 26. Study the pricing practices of the local large food stores in relation to sales to ascertain if changes in the pricing schedule do indeed correspond with the arrival of Family Allowance and /or Income Assistance cheques. If this is found to be true, then protest to the head offices of these businesses point out the negative effect of their pricing policies on low income families. Education and t tete 27. As soon as possible, set up in the Pathways to Education neighbourhood a tutoring program for high - Four pillars: mentoring, tutoring, financial help, school students. Appeal to recently retired counseling. high school teachers to help start this - Would be available to all high school students program, and perhaps even participate. after hours. - Currently in the feasibility planning stage (2010). 28. Approach the Saint John Public Library Board of Trustees to explore the possibility of establishing an Outreach reading program for preschoolers in the neighbourhood. Enlist neighbourhood stay -at -home parents to help get this started. 29. Approach agencies that offer parenting Families and Schools Together (F &ST) program programs such as the Family Resource Centre starting in ONE and St. Joseph's Community Health Centre and - To increase family bonding, enhance self - invite them to set up Outreach sessions on esteem, prevent substance abuse (May 2009) parenting and child development in the neighbourhood. Include programs that focus on infant - parent attachment, social readiness, anger management both for parents and for youth. 1001 Page 422 Old North End Plan I Appendix 1 30. Write to the New Brunswick Members of Parliament, pointing out the benefits of a National Day Care Program in assisting low income families to ensure that their children are school ready. Send a copy of the letter to the Provincial Minister of Family and Community Services. 31. Look for a way to establish a quality preschool program at the Community Centre. The Neighbourhood — Physical, and Social fabric 32. Request the City of Saint John enforce By Laws - New city powers to ticket property owners who in this neighbourhood that govern the safety do not meet property standards. City inspectors and appearance of apartment buildings. For will have the authority to enter and look for buildings that are condemned, request that violations of the minimum property standards they be demolished. by -law. (April 2006) - Update to the Unsightly Premises and Dangerous Buildings by -law — repairing dangerous buildings or cleaning yards. (2007) - Update to Minimum Property Standards by -law — gives power to issue tickets. (August 2008) - New legislation coming so that building inspectors can address the fire hazard posed by boarded -up buildings (October 2008) - Council to get by -laws on the legislative agenda (fall or spring) which would allow the city to demolish derelict buildings and /or take over ownership of the property and ask non- profits to build housing (May 2009) - Community members identified priority buildings which were vacant, boarded up, or unsightly premises (March 2010) 33. Consult with Saint John NPH and with Co -Op - New projects since 2005 include the Rehabitat Housing to see if a plan can be developed to building and SJNPH building on Main. increase subsidized housing for low income families in the neighbourhood. 34. Request that the City enforce the owners of - Updates to City by -laws. (see #32) vacant property in the neighbourhood to maintain or develop the property so that it does not become a dumping ground for trash. 35. Request that the City discontinue the compost - City plans to keep garbage collection weekly in collection and revert to a general household the "vulnerable neighbourhoods" (September garbage collection every week. 2008) 36. Bring to the attention of Saint John NPH the issue of a lack of garbage storage as raised by families living in NPH units in the neighbourhood. 1011 P a g e 423 Old North End Plan I Appen d i,: 1 37. Insist that the City improve the care of sidewalks in this area. Stress the need to keep them better ploughed and de -iced in the winter so that people — especially seniors and those pushing strollers and /or grocery carts — can walk more safely and with more ease. 38. Encourage the City to continue replacing street lights in the neighbourhood with brighter lights so as to decrease street crime and increase the comfort level of people to come out of their homes at night. 39. With representatives from the neighbourhood, find a way to acknowledge the important contribution that the Main Street Baptist Church has made to the residents in the area through its Hope Mission and other programs. 40. Facilitate a meeting with the Saint John - Robertson Square revitalization (2010). Department of Leisure Services and neighbourhood residents to clean up the Bridge Street playground. Explore with the Department of Leisure Services the possibility of fencing and supervising the playground, especially throughout the summer months. 41. Petition the City Council to assign a permanent - Crime began to drop when ONE Change began police presence to this neighbourhood, hosting activities -- sense of pride. New possibly in terms of a Community Police Office. partnership with SJ police force and community policing office, removal of two prominent drug dealers, police -youth basketball, police/fire who read with at -risk children. (November 2005) - New police unit to start in ONE in October. Seven new officers to create new community response unit. Assigned responsibility for coming up with ways to help the ONE solve social ills, not emergency calls. Important to reach out to young people. (March 2006) - New community police office on Victoria Street to be staffed by police officer, volunteers including volunteer nurses. $200,000 structure. (April 2006) - New police response stresses crime prevention. Police response engages the whole neighbourhood and concentrates on alleviating the causes of crime. (July 2006) - Spin -offs of police building — reduced crime and reduced confidence of drug dealers, properties touched up and litter cleaned, sidewalks fixed, 1021 Page 424 Old North End Plan � 103 1 Page 425 increased garbage collection, $400,000 in repaving roads. (July 2006) Noticing decrease in vandalism and changed attitudes. 42. Request foot patrols and more night time surveillance for the area, especially during the summer months. 43. Review the Neighbourhood Watch Program to determine its potential for effectiveness in the neighbourhood. 44. Review the need for a Block Parent Program. Lelsuf* III 'me l4rMles _ _- 45. Approach neighbourhood churches or other organizations to take on the responsibility of sponsoring a scouting and /or a guiding program in the neighbourhood. 46. Adopt a public information program that will promote the image of the Community Centre as a safe and healthy place where families can access programs and activities for themselves and /or for their children. 47. Work with the staff of the Community Centre - Golden Oldies seniors group. (started October and with interested parents /adults to find 2008) ways to offer programs and activities for all - ONE Change in the process of taking over age groups, ranging from young children to programming at NECC. (2010) seniors. 48. Begin the process of organizing fun, summer - ONE Days time events for the neighbourhood. Enlist - Teen Summer Take Over interested volunteers and approach businesses in the area to help make it happen through financial support. 49. Request that the City of Saint John review its bus schedule and routes to find ways to include at least two daily bus runs along a route that circles through (not peripheral to) the Old North End neighbourhood. 103 1 Page 425 Old North End Plan I Appendix 1 Additional Actions Completed by ONE Change Theme -- /mall Civic engagement - "Vote for the Old North End" campaign. Residents encouraged to vote with a tailgate party and hot dog BBQ across from the NECC. (September 2006) - Initiative to increase voter turnout in priority neighbourhoods. (May 2010) - Recognition of ONE Change activities across Canada and the USA. Youth have assisted directors in preparing presentations. Staffing - CMHC appointment of SJ representative Don Connolly. (August 2005) - Provincial offense - related properties fund - $50,000 for a full time staff at ONE Change and a vehicle for their use. (December 2007) - VCSJ used $375,000 from province to hire part- time neighbourhood assistants to engage residents in their communities. (December 2008) - Municipal funding to hire a youth coordinator and a neighbourhood coordinator. (2009) - Plans to hire a teacher at Lorne Middle School to work with at -risk students, and staff to coordinate intervention and recreation programs for at -risk youth. (April 2010) - Neighbours Working Together Group made up of core partners of ONE Change youth programs: ONE Change, VCSJ, Leisure Services, Lorne, PALS, police, Main Street Baptist. Plans to restructure the team to act as advisors to the YIP (see #87), and add representatives from family and community services, mental health, and probation. 104 1 Page 426 Old North End Plan I Appendix 1 Neighbourhood recreation facilities and services - ONE Change night out for women — card games, snacks, beauty makeovers, scrapbooking, music, nutrition discussions. (March 2007) - ONE Change call for better recreation program delivery or allow ONE Change volunteers to deliver the programs. (July 2007) - ONE Change asked common council for improved winter activities for youth at the NECC. (July 2007) - Session held at NECC to discuss how the facility could best serve the interests of the neighbourhood. Included input for NECC redesign and renovation. (March 2010) Role of ONE Change as advocate - ONE Change advocacy re: NB Power's rates which are discounted over 1200 kw /month. (January 2006) - ONE Change expressed concern on behalf of the neighbourhood related to how the courts support the work of the police. Neighbourhoods have not been represented as victims of drug crime resulting in dropped charges or light sentences. (2007) - ONE Change coordinating the community response to closing Lorne Middle School. (May 2008) - ONE Change discouraging proposed user fee for garbage. Supporting weekly collection as there is little storage space. (September 2009) - Expansion of ONE Change boundaries. (May 2010) Role of ONE Change in responding to - ONE Change leading fundraiser for youth with neighbourhood crises cystic fibrosis. (June 2009) - ONE Change role in collecting donations for families in distress. (December 2009) 1051 Page 427 Old North End Plan I App 1 City -wide recognition of investment needs - Couns. McGuire called for a business plan to improve vulnerable neighbourhoods. Suggestions include community development officers, incentives for building on vacant lots, 10 -year business plans with significant benchmarks, and partnerships with groups like the Si Board of Trade. (May 2007) - Wait list for affordable housing varies from 700- 1,000. Meeting with developers etc. to encourage investment in affordable housing. (June 2008) - Detailed neighbourhood plans would be part of Plan SJ. (March 2009) - Benefits Blueprint calls for more investment, lifeskills and training to include vulnerable communities in the economic boom. (April 2009) - Council suggestion that unspent capital funds in 2009 go to the physical upkeep of community centres in priority neighbourhoods. (May 2009) - Telegraph Journal articles about events and initiatives in the community. Initiatives to meet immediate needs Door to door survey - ONE Change went door to do to start a community contact list and inquire about neighbourhood concerns. (June 2008) Diapers and formula program. - 35 regular families use the service. - Also offer food, clothing and counseling for young mothers, as well as birth control and condoms through a nurse practitioner. Stop Smoking Program - Free aids to quit smoking. - Organized by the Heart and Stroke Foundation and the Community Health Centre. 106 1 Page . • Appendix 2 Complete list of ideas from community brainstorming sessions 429 Old North End Plan I Appendix 2 The following summary sheets include the ideas which were brainstormed by the ONE Plan Committee, the participants of the ONE Teen Summer Take -Over, and the participants of the ONE Change Board and Stakeholders session. The ideas are grouped by the four themes which were originally identified by the ONE Plan Committee. The community programming theme was not included in the discussion at these sessions because it is already being addressed by ONE Change through its efforts to improve the programming offered in the Old North End. Ideas from the ONE Teen Summer Take -Over and the ONE Change Board and Stakeholder sessions have a number in brackets next to the idea. The number shows the number of votes that this idea received from the participants at the session and can be used to determine the importance of the idea to the participants. The ONE Change Board and Stakeholders session built on the ideas which were brainstormed by the ONE Plan Committee and the participants of the ONE Teen Summer Take -Over. The ideas are listed in order of priority, that is, the number of votes they received. Ideas which were unique to this session are highlighted in italics. Ideas from previous sessions which received no votes were not included in these lists. 108 1 Page 430 Old North End Plan I Appendix 2 ONE Plan Committee • Youth Build — a program for youth to build housing in the neighbourhood and earn their GED • Housing for homeless youth — in a supportive or supported facility • Growing ONE HOME — expanding the initial rent -to -own pilot project • Quality rental housing — safe, comfortable and affordable • Mixed income development • Infill housing — new housing constructed on vacant lots • Land banking — acquire vacant lots to promote and control their future development • Safe buildings — improve building quality and tenant upkeep • Heritage character — preserve and enhance the heritage character of buildings ONE Teen Summer Take -Over • Houses repaired — siding, painting, boarded windows, roofing (10) • Flowers outside houses (5) • Smelly houses — significant odour from indoor and outdoor sources (5) • Access to good quality affordable housing (3) • Junk in backyards — paint cans, garbage (3) • Tear down abandoned houses and rebuild them (2) • Stronger windows (which won't break) (0) • Air conditioning (0) 431 ONE Change Board and Stakeholders • Safer Communities and Neighbourhoods (SCAN) program — inform the community with a booth at ONE Days and ask Community Officer to help (9) • City Hall housing grants focus on priority neighbourhoods (8) • Demolish bad buildings and strengthen rules and enforcement (4) • Regular meetings with building inspection (4) • Houses repaired — siding, painting, boarded windows, roofing (4) • Mixed income housing (4) • Youth Build (4) • Home ownership programs (4) • Land banking (3) • Rebuild abandoned houses (3) • Clean junk in backyards (3) • More affordable housing (3) • Build housing on vacant lots — infill (2) • More off- street parking spaces (2) • Grow Saintlohn — increase population (2) • Heritage buildings — preserve /enhance character (2) • Quality rental housing — safety, comfort, affordability (2) • Residence for homeless youth (1) • Expand ONE HOME — rent -to -own projects (1) • A meeting for all landlords — information sharing, bulk buying, helping out (1) 109 1 Old North End Plan I Appendix 2 1109Pae 432 • Incentives to build in City (1) • Mixed income neighbourhoods (1) • Incentives and tax breaks to fix up buildings (0) • Provincial government buy land — land bank (0) 1109Pae 432 Old North End Plan I Appendix 2 Streets ONE Plan Committee • Streetscape improvements — sidewalks, trees, bike lanes and benches on streets such as Main Street and Albert Street • Promote enterprise — small business development, social enterprise • Business Improvement Area (BIA) — organization of business owners which improve commercial areas through programs such as fa4ade grants • Improved transportation connections — connections to the rest of the city, including trails • Use of the vacant Forum site • Neighbourhood entrance to Shamrock Park ONE Teen Summer Take -Over • Using drugs on the street (19) • Needles on the street — ideas included a needle deposit and gloves (11) • Deserted cats /dogs — participants felt that the large number of feral /stray cats and dogs was a significant issue (7) • Garbage — including household garbage and litter on the street (5) • Dirty bus stops (5) • Abandoned houses /buildings (4) • Potholes (3) • Raccoons eating garbage (3) • Gardens — more private and public gardens (2) • Mowing lawns (2) • Large garbage /furniture — items left on the street (1) • Broken street lights (1) • Re- painting crosswalks (1) • Speeding cars (0) • Broken stop signs (0) • Knives on the street (0) 433 ONE Change Board and Stakeholders • Abandoned houses /buildings (8) • Streetscape improvements — sidewalks, trees, bike lanes and benches on streets such as Main Street and Albert Street (7) • Adapt a street /block program — including garbage cans (7) • Recycling bins (4) • Propose a use for the vacant Forum site on Main Street (4) • "Welcome to ONE" sign on Main Street (3) • Murals (3) • Provide garbage bags (3) • Provide garbage cans (3) • Improve connections to the rest of the city — including trails (3) • Create an attractive entrance to Shamrock Park from Albert Street (3) • "Slow down, children playing" signs (3) • Trees (2) • Fix potholes (1) • Clean garbage from households and litter (1) • Repaint crosswalks (1) • Speeding cars (1) • Priority streets — targeted investment for certain streets (0) • Use City website to send photos and tell City what you want fixed (0) 1111 Old North End Plan I Appendix 2 Community Pride and Environment ONE Plan Committee • Small scale residential improvements • Embrace history of the neighbourhood — through the use of historical plaques ONE Teen Summer Take -Over • Taco Bell -- a fast food restaurant in the neighbourhood (27) • Fixing up houses — including windows, paint, siding, decks and roofs (10) • Plant more trees — along sidewalks, in front of houses, around the Bridge Street playground and anywhere (including fruit trees) (6) Ice cream place (4) • More restaurants /fast food (4) • Community gardens (2) • More garbage cans (2) Clean lakes /water (2) • Community centre for all ages —the youth thought that some people do not feel welcome at the community centre currently (1) • Encourage people to not litter (1) M, ONE Change Board and Stakeholders • Spring dean -up (9) • Escalate efforts to enforce minimum standards and enforce unsightly premises (8) • "Welcome to ONE" sign at the top of Main (4) • More garbage cans /discourage littering (4) • More pubG %ommunity meetings (3) • Community events (3) • Community centre for all ages (2) • Help to expand /increase local PALS /Community School (2) • Taco Bell — a fast food restaurant in the neighbourhood (2) • Small scale residential improvements (1) • Embrace history of the neighbourhood — through the use of historical plaques (1) • Attract businesses (1) • Consistent, quality programs (1) • Keep positive partnerships with others — including the media (1) • lob creations (0) • NECC business located outside to draw people in (0) 1121Page Old North End Plan ( Appendix 2 Investment in Youth ONE Plan Committee ONE Teen Summer Take -Over ONE Change Board and Stakeholders • Youth Inclusion Program — community • Big kid park — similar to the Ultimate Subject was not discussed supports for at -risk youth Dreamland in the Kennebecasis Valley • Health and wellness of youth — physical with higher monkey bars, a tire swing, and mental health rock climbing wall and tree house (29) • Education — supports so that youth are • Amusement park /water park — ideas able to complete high school (and post- included a waterslide, splash pad and slip secondary) education and slide (20) • Community policing — safety from violence • Outdoor ball hockey rink /ice rink (14) and crime • Indoor teen hangout —a separate building • Community schools /PALS — partnerships just for youth with couches, TV and an air between schools and the rest of the hockey table (8) community • Clean teen hangout with benches and • Youth Build shelter— an outside hangout space (5) • Housing for homeless youth • Swimming pool (5) • Skateboard park (5) • New playground at Shamrock Park (3) • Good basketball courts (1) 113 1 P [A Wei Appendix Results of the ONE Teen Summer Take -Over photo exercise 436 Old North End Plan I Appendix 3 Several youth from the ONE Change created a presentation called The Good the Bad and the Ugly of the Old North End in the summer of 2009 which was intended to be used as a presentation to City Council. The slideshow was never presented to Council, but some of the photos were used during the ONE Plan consultation session with the ONE Teen Summer Take -Over along with additional photos taken by Katherine Bailey. For the photo exercise which was part of the consultation session, each youth was given several photos and asked to categorize the subject of the photo as "good" or "bad" and write a brief explanation for their decision. The results of the exercise are presented in this appendix. 1151 Page 437 Old North End Plan I Appendix 3 Good Perfectly clean New building New park Nothing looks broken Good looking building Good looking building 1161 Page Old North End Plan I Appendix 3 People are gardening and rnakIng . Repaired We can throw the garbage in the garbage cans and not the street Streetlights up Church makes people good 439 Flowers make it look better 1171 Page Old North End Plan I Appendix 3 Made the park better with benches People can get away from bad Lots of trees, no garbage New building M Lots of flowers 1181 Page Old North End Plan f Appendix 3 DOM Empty lot Could use this lot Never really used, garbage in yard Bad house Needs to be cleaned up 441 The graffiti on the wall 1191Page Old North End Plan I Appendix 3 Water is gross Wreaked (sic) houses Nc 4ody Ilves in the house Need vwindows Needs grass vi Needs to be fixed, repainted, new windows 1201 Page Old North End Plan I Appendix 3 Looks like they don't care Broken windows, looks abandon (sic) 7 Looks Ilke a dlrty r Wimbing. wall 443 Old abanden (sic) house 1211 Page Old North End Plan I Appendix 3 Plant new trees The side walks (sic) all patchy A i Needs to be fixed up Ugly street Closed stores EMU I Fence is broken 122�t Old North End Plan j Appendix 3 Plants are dead 445 123 1 Page r# r Matrix used in the analysis of ideas from community sessions EM Old North End Plan I Appendix 4 The charts in this appendix were used by the ONE Plan Committee to analyze the ideas brainstormed during the two community planning sessions. It helps to illustrate which ideas were ranked as the highest priority and how they relate to each other. The charts are divided by the theme areas initially identified by the ONE Plan Committee which were used to guide the brainstorming process. Within each theme, the top ideas from the session with the ONE Teen Summer Take -Over and the ONE Change Board and Stakeholders are listed. Next to each idea in the chart there is a column indicating the number of votes that the idea received during the brainstorming session. The number of votes illustrates which ideas were considered to be the highest priority, and it is clear that some ideas stand out more than others. The number of votes should only be compared within the session where the voting took place, not between the different sessions, because of the different number of participants and the different ideas which emerged at the sessions. The next column indicates an approximate timeline for the idea. This is very approximate because many of the ideas could be pursued with short term actions as well as long term actions. The final columns indicate where an idea was also mentioned in the original charrette and the Old North End Community Action Plan (2005), the report Supporting Health in the Olde North End (2005), another theme area or another session with different participants. 1251 Page 447 Housing ONE Teen Summer Take -Over Ideas Votes Timeline Cross- Listed Notes Houses repaired — siding, 10 Medium - Charrette: housing maintenance - Related to painting, boarded 11 Medium - Board and Stakeholders, Committee government grants windows, roofing 7 Short - Streets - Program beginning Flowers outside houses 5 Short - Charrette: beautification - Related to housing focus on priority 6 & Long - Streets repairs Smelly houses — indoor and 5 Medium - Health Study: by -law enforcement - Related to community outdoor odour 4 Long - Health Study: by -law enforcement clean -up and by -law and strengthen rules and - Teens enforcement ONE Change Board and Stakeholders Ideas Votes Timeline Cross- Listed Notes Safer Communities and 9 Short - Charrette: community policing - Public education Neighbourhoods (SCAN) 11 Medium - Charrette: needle exchange - Related to progra m 7 Short - Charrette: animal shelter - Program beginning City Hall housing grants 8 Medium - Charrette: beautification - Related to housing focus on priority 6 & Long - Committee repairs neighbourhoods I Medium - Board and Stakeholders, Committee - Advocacy Demolish bad buildings 4 Long - Health Study: by -law enforcement - City effort has begun and strengthen rules and - Teens - Advocacy with City enforcement 4 Medium - Streets - Related to City Regular meetings with 4 Short - Health Study: by -law enforcement - Public education building inspection - Committee services Houses repaired — siding, 4 Medium - Charrette: housing maintenance - Related to painting, boarded - Teens, Committee government grants windows, roofing - Streets Mixed income housing 4 Long - Committee Youth Build 4 Medium - Charrette: community training to fix - ONE Change has housing started this - Committee Home ownership 4 Long - Charrette: ownership options programs - Committee Streets ONE Teen Summer Take -Over Ideas Votes Timeline Cross - Listed Notes Using drugs on the street 19 Medium - Charrette: community policing - City effort has begun Needles on the street 11 Medium - Charrette: needle exchange - Related to Deserted cats /dogs 7 Short - Charrette: animal shelter - Program beginning Streetscape improvements 7 Medium - Charrette: beautification with ONE Change — sidewalks, trees, bike 6 & Long - Committee - Partner with Animal lanes, benches I Medium - Board and Stakeholders, Committee Rescue League Garbage — including 5 Medium - Charrette: beautification - Advocacy with City household garbage and - Health Study: garbage storage services litter on the street 4 Medium - Board and Stakeholders - Related to City Dirty bus stops 5 Short - Charrette: public space on the site - Advocacy with City vacant Forum site on Main - Committee services r1NF r'hnnop Rnard and 5takehnlders Ideas Votes Timeline Cross- Listed Notes Abandoned 8 Long - Health Study: by -law enforcement - City effort has begun houses /buildings 10 Medium - Teens - Related to including windows, paint, 20 Medium - Housing government grants Streetscape improvements 7 Medium - Charrette: beautification - Related to by -law — sidewalks, trees, bike 6 & Long - Committee enforcement lanes, benches I Medium - Board and Stakeholders, Committee I Park Adopt a street /block 7 Medium - Charrette: beautification, adopt a program (garbage cans) block Recycling bins 4 Medium - Charrette: beautification - Related to City Propose a use for the 4 Long - Charrette: public space on the site services vacant Forum site on Main - Committee Street Community Pride and Environment r')NF TPPn cmmmer Take -Over Ideas Votes Timeline Cross - Listed Notes Taco Bell 27 Long - Charrette: beautification - Advocacy with City Fixing up houses — 10 Medium - Charrette: housing maintenance - Related to including windows, paint, 20 Medium - Teens, Committee government grants siding, decks and roofs 8 Medium - Housing, Streets - Related to by -law Plant more trees — yards, 6 Short & - Charrette: beautification enforcement sidewalks, parks I Medium - Board and Stakeholders, Committee I Park "Welcome to ONE" sign at 4 Medium - Streets ONE Change Board and Stakeholders Ideas Votes Timeline Cross - Listed Notes Spring clean -up 9 Short - Charrette: beautification - Advocacy with City Dreamland) - Teens services Amusement park /water 20 Medium - Streets - Included in Shamrock Escalate efforts to enforce 8 Medium - Health Study: by -law enforcement - Related to by -law minimum standards and 14 Medium - Teens enforcement enforce unsightly premises I - Housing, Streets I Park "Welcome to ONE" sign at 4 Medium - Charrette: beautification the top of Main - Streets More garbage 4 Medium - Charrette: beautification - Related to City cans /discourage littering I I Teens services Investment in Youth ONE Teen Summer Take -Over Ideas Votes Timeline Cross - Listed Notes Big kid park (Ultimate 29 Medium - Charrette: celebrating youth - Included in Shamrock Dreamland) Park Amusement park /water 20 Medium - Included in Shamrock park Park Outdoor ball hockey 14 Medium - Charrette: celebrating youth - Included in Shamrock rink /ice rink I I Park Indoor teen hangout 18 Long Appendix 5 Matrix used in the development of priorities Sm Old North End Plan j Appendix S The chart in this appendix was used by the ONE Plan Committee to develop the final list of eight priorities and the list of actions for each priority. The ideas which were brainstormed during the community sessions are listed in the left hand column. Actions which were developed out of the ideas are listed in the right hand column across from the corresponding idea. Some ideas can be implemented with more than one action; however, some of the ideas cannot be implemented as part of the ONE Plan. Several actions are also listed which did not emerge from an idea brainstormed by the community but were determined by the ONE Plan Committee to be important for the revitalization of the neighbourhood. As the actions were developed out of the ideas, emerging themes became apparent which were developed into the eight priorities. The priority "leading housing renewal' has also been broken down into three subcategories. The priorities are not ordered by level of importance. 128 Page 450 Leading Housing Renewal al Renairs to danLyerous and unattractive properties Houses repaired — siding, painting, Pursue partnerships for small scale residential improvements (underway boarded windows, roofing, decks — painted door contest). City Hail housing grants focus on priority Engage the City to introduce housing renovation grants in the neighbourhoods neighbourhood or priority areas, e.g. for specific projects such as siding. Lobby the province to make changes to the RRAP program including more Develop strategy for infilI development on vacant lots using the City's urban design guidelines. Engage Fundy Region Solid Waste Commission to establish a recycling money available through the program and focus on applications based on depot centrally in the neighbourhood. the condition of housing and priority areas. Lobby the province to coordinate Efficiency NB and RRAP programs so Create a "Welcome to the Old North End" sign on Main Street. related to composting and recycling. that they can be "stacked" for multi -unit buildings or in priority Engage City to re -start the Spring Clean -up program for large garbage neighbourhoods. Make RRAP applications coming after Efficiency NB removal. audits a priority. Strengthen and escalate efforts to enforce Hold meeting of neighbourhood landlords for information sharing, bulk minimum standards and unsightly buying and assistance. premises by -law Regular meetings with building inspection Coordinate regular meetings between City building inspectors and ONE Change for information sharing. Document buildings with heritage character, seek national /municipal designation and funding for preservation, series of heritage plaques. b Demolition of abandoned buildin s Demolish bad buildings and strengthen Assist the City in advocating for strengthened provincial regulations to rules and enforcement address vacant and boarded up buildings. Abandoned houses and buildings cl Construction of new buildings Mixed income housing Seek mixed income development for vacant lots. Youth Build Continue developing partnerships for YouthBuild. (underway) Home ownership programs Explore the option of repeating the ONE HOME project. City Hall housing grants focus on priority neighbourhoods Engage the City to introduce housing incentives /grants for new housing construction in the neighbourhood. containers) throughout the neighbourhood Develop strategy for infilI development on vacant lots using the City's urban design guidelines. Engage Fundy Region Solid Waste Commission to establish a recycling Private or public land- banking of vacant lots. depot centrally in the neighbourhood. Develop a neighbourhood parking strategy including exploring the possibility of using City laneways. Stnrage and removal of uarbaee Garbage — including household garbage Provide garbage and compost bags for residences and ensure that storage and litter on the street areas are sufficient. Explore the possibility of using City laneways for storage. Smelly houses — indoor and outdoor odour More garbage cans /discourage littering Work with the City to install garbage cans (pole- mounted or large Pursue partnership with Evergreen Saint John and Evergreen Canada. containers) throughout the neighbourhood Recycling bins Engage Fundy Region Solid Waste Commission to establish a recycling Start an adopt -a -block program to assign responsibility for the upkeep of blocks in the neighbourhood. depot centrally in the neighbourhood. Ask Fundy Region Solid Waste Commission to provide public education "Welcome to ONE" sign at the top of Main Create a "Welcome to the Old North End" sign on Main Street. related to composting and recycling. Spring clean -up Engage City to re -start the Spring Clean -up program for large garbage Explore the possibility of interim uses for vacant lots. removal. Dirty bus stops Partnership with SJ Transit which provides passes in return for shelter maintenance. Engage SJ Transit in discussions regarding plans for new shelters. Neighbourhood health and safet Safer Communities and Neighbourhoods Public education to ensure that residents know about the program and (SCAN) Program are encouraged to use it. Using drugs on the street Needles on the street Needle deposit in the neighbourhood. Deserted cats and dogs Spay /neuter program with PAWS (underway). Provide support to the new Youth Inclusion Program. imnrovements to neiLyhbourhood streetscaves Streetscape improvements — sidewalks, trees, bike lanes, benches City tree planting in the neighbourhood (underway). Advocate for targeted City investment on Albert Street (including the entrance to Shamrock Park) and Main Street. Report potholes and streets in bad conditions (broken signage, faded street lines) to the City for repairs. Request that roadways be designed to include traffic calming features when they are reconstructed. Plant more trees — yards, sidewalks, parks Start an Adopt -a -Tree program. Pursue partnership with Evergreen Saint John and Evergreen Canada. Flowers outside houses Establish a community garden (underway). Adopt a block /street program (garbage cans) Start an adopt -a -block program to assign responsibility for the upkeep of blocks in the neighbourhood. Propose a use for the vacant Forum site Develop a conceptual interim use for the site which connects with Albert Street and Shamrock Park and propose the use to Irving. "Welcome to ONE" sign at the top of Main Create a "Welcome to the Old North End" sign on Main Street. Create small "I am part of the ONE Change" window signs. Explore the possibility of interim uses for vacant lots. Business development and enter rise Taco Bell Seek new commercial tenants for the mall and neighbourhood. Explore the feasibility of a small BIA. Explore the possibility of using blank walls to paint murals. Coordinate annual community yard sales. Transportation connections to the rest of the City Engage SJ Transit in discussions about routing in the neighbourhood. Promote the implementation of the Bikeways and Trails Plan including the continuation of Harbour Passage. Promote the revitalization of Main Street including connections to the Lord Beaverbrook Rink and Uptown. Community recreational and educational Proararns Big kid park Advocate for the implementation of the Shamrock Park Master Plan as described in the plan. Amusement park /water park Outdoor ball hockey rink /ice rink Indoor teen hangout Manage community centre programming which allows residents of all ages to feel welcome. Host more community events. Help to support the work of the PALS program and Community Schools. Provide consistent and high - quality programming. 451 Involve neighbourhood residents in decisions and projects Host public /community meetings to provide information and seek feedback and ideas in the community. Host an oven forum with ward councilors and MLA. t'x (ILY afSzintln!m 2011 -03 -11 Mayor and Council Re: Marketing Opportunities for Property Development Council is aware of the many properties that are derelict, abandoned, or vacant lots and Council has recognized that these otherwise problem properties are development opportunities. To this end, council will be developing and executing strategies to see these development opportunities come to fruition. A focus has been made on government legislation to provide greater powers for the municipality to act on problem properties. While this avenue is valuable, there also exists the power to leverage private sector interest — that is property investors who would acquire properties and redevelop them. However, investors need to be aware of the opportunities. To achieve development, one must attract the interest of developers. I am aware of interest from outside of this community — developers and investors that see tremendous potential in Saint John — that are looking for development opportunities. A key piece to attracting the interest of developers and property investors - whether they are local or from outside the community - is to make the potential development opportunities known. To this end, I suggest that a data base be created which lists the properties that could be acquired. This data base could be accessed through the city's website and promotion of the data base could be undertaken through various advertisements in news journals both locally and nationally. The local real estate establishment could participate in the development of this data base, as well as bank and government sources to identify properties that are up for mortgage sales and tax sales. The city, with the permission of the property owners, could list the properties that are open files. Motion: Council direct the City manager to develop a strategy to market local development possibilities with the objective of attracting developers, not only locally but from outside the community, to the development and investment opportunities in Saint John. Stephen Chase Deputy Mayor V� SAINT JOHN P.O. Box 1 X71 Saint IGhn, NE Cenacla EZL 4L1 I tiV,%w.safn4Ph0.Ca I C.P. 1971 Sairnt John, N, B, Canada EA 4L1 452 1 The City of Saint John March 11, 2011 Common Council of The City of Saint John Your Worship and Councillors: City Solicitors Office Bureau de Pavocat municipal Re; Designation of "Head" of The City of Saint John under the Right to Information and Protection of Privacy Act (RTIPPA) Common Council meeting at open session on February 28 last directed that I prepare the appropriate language to designate the Common Clerk as the organization's "head" as that term is defined in the Right to Information and Protection of Privacy Act. The following is the resolution which has been prepared as a result: "Resolved that Elizabeth Gormley, while occupying the position of Common Clerk, is hereby designated to serve as "head" as that term is defined in the Right to Information and Protection of Privacy Act to the extent the said Act comes to apply to municipalities in the province. Respectfully Submitted, John ge City olicitor fr SAINT JOHN P.O. Box 1471 Saint John, NB Canada E2 4L1 I wwwsaintjohn.Ca I C.P. 1971 Saint John, N. -B. Canaria E2L 4L1 ---�� REPORT TO COMMON COUNCIL M &C- 2011 -43 March 14, 2011 His Worship Mayor Ivan Court and Members of Common Council Your Worship and Councillors: SUBJECT: Wind -Up of the City of Saint John Residential Infrastructure Assistance Program, Commercial Incentive Program and the Business Development Incentive BACKGROUND: City of Saim John At this evening's meeting of Common Council, the first major deliverable of the Plan SJ process, the Growth Strategy, was presented. The Growth Strategy provides the community's vision of where future growth and development should be accommodated in the City of Saint John. The Growth Strategy directs the largest proportion of the City's future growth to our urban neighbourhoods while continuing to accommodate more sustainable suburban growth in designated areas of the City. The City has offered a suite of incentive programs to encourage development in Saint John for many years. Common Council is aware that the existing programs are heavily weighted toward suburban and low density development scenarios. Specifically, the City has a number of programs including the following: Residential Infrastructure Assistance (RIA) Program The Residential Infrastructure Assistance (RIA) Program was established by Common Council in 2001. The program was intended to build on financial assistance enabled through the Subdivision Bylaw (known as subdivision cost sharing) to provide additional assistance to developers dealing with extraordinary costs related to: i) the removal of rock or organic matter necessary to service a development; ii) provision of or the upgrade to a sewage pumping station; and iii) the extension or upgrading of services outside the limits of a proposed subdivision. 454 M & C-2011-43 - 2 - March 11, 2011 The program is restricted to developments of 6 units or more that are using extensions of municipal services. Any development using existing pipe is ineligible. The program is extraordinarily suburban in nature in that funding support is restricted to a maximum of $6,000 (including normal subdivision cost sharing) per lot serviced. In other words, a single detached dwelling on a building lot is eligible for a maximum payment of $6,000 and a 48 unit apartment building on a building lot is also restricted to a maximum of $6,000 in City support. Commercial Incentive Program In 2005, Common Council established a new incentive program for commercial developments. Commercial developments with a value of over $5 million are eligible for a maximum amount of City assistance of $150,000. Again, the program provides City grant support to offset the cost of new public infrastructure. There are two components to the City's financial investment. First, the City rebates the value of the piping materials used to extend municipal water and/or sewer services. Secondly, the value of road improvements including street widening and traffic lights is eligible for the grant. Only one development has been approved under this program over the five year life of the program. Business Park Development Incentive In 1999, Common Council established program guidelines to provide assistance for the development of business parks. Support is available for large scale (over 30 acre) projects that are appropriately zoned and located in specific locations. The assistance is tied to the provision of new public infrastructure (pipes and roads) with a portion of the grant being paid after construction of the infrastructure with the balance being payable when development occurs. The program provides for a maximum payment of $500,000 per project. No assistance has been approved under this program since 2000. As Council will recall, a comprehensive review of the City's incentive programs has been completed. The Hemson Report on the City's Development Financial Incentives was received by Common Council on August 16, 2010. Staff have not come forward with recommended program changes out of respect for the significant public engagement process being undertaken as part of Plan SJ. Staff did not want to recommend significant changes to the City's incentive programs before fully understanding the community's vision for where future development in Saint John should occur. Clearly, however, the current programs do not reflect the community's strong desire to encourage more urban development. Provided that Common Council has adopted the Growth Strategy this evening, staff now believe that it is essential that the City's development financial incentive programs be substantially changed to support the implementation of the Growth Strategy. In the interim, it would be appropriate for Council to terminate some of the City's existing programs. 455 M & C-2011-43 - 3 - March 11, 2011 DISCUSSION Staff are recommending that effective immediately, no new applications be accepted for the Residential Infrastructure Assistance (RIA) Program, the Commercial Incentive Program, and the Business Park Development Incentive and that these three programs be wound down. At the present time, only the RIA Program has approved applications where the City funding has yet to be dispersed. It is recommended that the City provide no further payments for approved projects under the RIA program after March 14, 2014 as per the existing program policy and communicate this information to the proponents of the approved projects immediately. Further, it is recommended that Council direct the City Manager and the City Solicitor to draft amendments to the City's Subdivision By -law to eliminate City cost sharing for new infrastructure arising from subdivision activity. Finally, it is recommended that Council direct the City Manager to provide a report to Common Council recommending a suite of new development financial incentives that are consistent with the Growth Strategy prepared as part of the Plan SJ process. It should be noted that the recommendations contained in this report do not impact the City's investment in heritage grants in any way and the existing programs will remain unchanged at this time. FINANCIAL IMPLICATIONS: The City of Saint John has budgeted $750,000 for the City's development financial incentives (excluding heritage grants) in the 2011 General Capital Fund. This budget would be used to provide payment for any previously approved funding under the RIA Program and it will also provide funding for applications approved under the forthcoming new suite of the development financial incentives. No new funding is being requested as a result of the changes proposed in this report. RECOMMENDATION: It is recommended that Common Council: (a) amend the Residential Infrastructure Assistance policy adopted by Common Council at its meeting of May 7, 2001 by adding the following provision: (o) notwithstanding anything to the contrary contained herein: (i) no application for funding under the RIA policy may be submitted after March 14, 2011; and 456 M & C-2011-43 - 4 - March 11, 2011 (ii) no payment may be made with respect to approved applications except where the development in question qualifies on or before March 14, 2014 for funding pursuant to the terms of this policy. (b) Terminate the Commercial Incentive Program adopted by Common Council by resolution dated February 28, 2005. (c) Terminate the Business Park Development Incentive adopted by Common Council by resolution dated March 8, 1999. (d) Direct the City Manager and the City Solicitor to prepare appropriate amendments to By -law C.P. 121, the Saint John Subdivision Bylaw to remove all City cost sharing for new infrastructure and submit same to Common Council for consideration. (e) Direct the City Manager to provide a report to Common Council recommending a suite of new development financial incentives that support the implementation of the Growth Strategy prepared as part of the Plan SJ process. Respectfully submitted, Ken Forrest, MCIP, RPP Commissioner Planning and Development J. Patrick Woods, CGA City Manager 457 REPORT TO COMMON COUNCIL M &C 2011 -38 March 10, 2011 His Worship Mayor Ivan Court & Members of Common Council Your Worship and Members of Council: The City of Saint John SUBJECT: Regional Hazardous Materials Emergency Response Agreements PURPOSE: The purpose of this report is to seek Common Council approval to renew and expand the City's agreement with the Province of New Brunswick to facilitate regional hazardous materials emergency response services. BACKGROUND: For over 20 years, the Saint John Fire Department has been the first responder to hazardous materials (HazMat) incidents within the City of Saint John. Every Fire Fighter has been trained to recognize a hazardous materials incident and to initiate basic measures to mitigate the incident. In addition to defensive skills, fifty -four Fire Fighters have been trained to the "technician level of the NFPA Standard 472." At this level of training, Fire Fighters undertake risk assessments, use specialized equipment, wear special protective clothing and respond to the incident in an offensive mode. The Saint John Fire Department is recognized both provincially and nationally for having a high level of expertise in hazardous materials response. A high level of expertise and capability had to be developed due to the risks that exist within our community. Saint John is host to the largest concentration of heavy industry in Atlantic Canada, including Canada's only LNG processing facility, as well as, host to a hospital that specializes in radiation oncology. Each day hundreds of deliveries of potentially hazardous materials are transported through and within Saint John. • M &C 2011 — 38 Page 2 Common Council, at its meeting of January 30, 2006, authorized an Agreement with the Province of New Brunswick for the purpose of delivering regional hazardous materials emergency response service. The Agreement came into effect on May 26, 2006 and expired on March 31, 2010. During the term of the Agreement, the City of Saint John received an annual stand -by fee of $70,000 as well as $20,679 in revenue (in 2009) from responding to an emergency hazardous material emergency response event at St. George High School. Through negotiations and as part of the renewal proposal, the Province of New Brunswick agrees that there is a benefit to adding "Scout Team" services to the Agreement. (The Scout Team service is explained in detail under the proposed agreement section of this report) The addition of the "Scout Team" and applicable fees ($26,000); as well as the implementation of the sustainable hazardous materials training in each of the response regions ($12,000); along with a slight increase in the heavy team stand -by rate ($72,000) provides a regional hazardous materials contract valued at $110,000, which represents an overall increase in revenue of $40,000 from the previous agreement. ANALYSIS RATIONALE FOR CONTINUING REGIONAL HAZARDOUS MATERIALS EMERGENCY RESPONSE SERVICES: There are over 100 municipalities within the Province of New Brunswick and even more unincorporated areas. The Province is responsible for the provision of hazardous material emergency response service to all incorporated and unincorporated communities (with the exception of Saint John and Fredericton). With industries scattered throughout the province, coupled with the fact that hazardous materials are regularly shipped through New Brunswick to other provinces, there is a high potential of hazardous materials emergency incidents occurring anywhere within the province. It is cost prohibitive to train and equip every small municipal and rural volunteer fire department beyond a Level 1 Hazardous Material Response (i.e., recognition). This led the Province to establish agreements with Fredericton and Saint John for the provision of "regional" hazardous materials response services. MERIT FOR CONTINUING TO HOST A REGIONAL RESPONSE TEAM: The City of Saint John Fire Department has had to develop a level of expertise in hazardous materials response due to the risks that exist within the boundary of Saint John. This level of expertise did not come inexpensively and is a challenging level of expertise to maintain. Being the host community for a regional hazardous materials emergency response service will afford Saint John the opportunity to maintain its level of HazMat training and equipment at a fraction of the cost. In addition to skills maintenance, the renewal of the agreement will generate additional revenues for the City of Saint John. It is also recognized that there is now existing redundant equipment provided by the Province of New Brunswick which enables simultaneous response within Saint John or in the event of a Provincial activation. 459 M &C 2011 — 38 PROPOSED AGREEMENT: Scout Team Page 3 As a new component to the provision of regional hazardous material response service, the City of Saint John Fire Department will provide "Scout Team" response on behalf of the Province, when requested by the Province. The "Scout Team will be a two person crew that will be dispatched to the scene of a potential hazardous material incident to perform initial assessment, assumption of command and briefing of responding crews and command staff in Saint John. As well, the "Scout Team" would be validating the necessity of a response of the remainder of the "Heavy Team." No additional vehicles or equipment will be required by the City to undertake the tasks of the proposed "Scout Team." Heavy Team If the scope or scale of an incident is deemed beyond the ability of the "Scout Team" to mitigate, the incident will be turned over to the "Heavy Team." The "Heavy Team" will consist of a crew appropriately sized to mitigate the incident. The dispatching of the Heavy Team will at the discretion of the Province in consultation with the "Scout Teams." Response Area: The response area of the new agreement is consistent with the response area of the original Regional Hazardous Materials Response Agreement, being all of Southern New Brunswick and parts of Eastern New Brunswick up to and including the City of Moncton, the U. S. Border at St. Stephen to the Nova Scotia border, Baie St. Ann to the north and Petersville Hill to the west. Key Terms: The key terms of the proposed agreement are as follows: • The agreement commences on the date that the City of Saint John signs the document and terminates on or about March 31, 2015. • The Saint John Fire Department must update and maintain an operational plan that will be submitted annually to the Province for review and modification (if necessary). • The Saint John Fire Department is to ensure that its training program for the regional HazMat response team meets NFPA and Provincial standards. • The Saint John Fire Department is to deliver (in cooperation with the appropriate local authorities) hazardous materials emergency response services to the communities noted in Schedule A, in accordance to established service standards and its operational plan. e M &C 2011 — 38 Page 4 • The City of Saint John is to keep separate records of the costs incurred in delivering regional hazardous materials emergency response services and the Province will issue quarterly payment for the services, as set out in Schedule B of the proposed agreement and generally as follows: o $110,000 annually in quarterly payment, over the term of the agreement. o Payments for services as invoiced to the maximum noted in paragraphs B and C of Schedule B. o The schedule of payments can be renegotiated if the municipality is not recovering all of its incurred expenses. The municipality is responsible for the procurement and maintenance of its HazMat fleet. The municipality continues to utilize the assets outlined in Schedule C (being a trailer equipped with hazardous material response equipment and devices, valued at approximately $250,000 including the trailer). FINANCIAL AND RELATED CONSIDERATIONS: The Saint John Fire Department must maintain an efficient and effective HazMat team. The proposed Hazardous Materials Emergency Response Services agreement renewal will afford Saint John the opportunity to continue with a well trained and equipped HazMat Team at a reduced cost to ratepayers. The operational component of the Saint John Fire Department is broken down into 4 working groups, with one group working at a time (i.e. two days, two nights, 4 off). In other words, three quarters of the Saint John Fire Department is off duty at any time. If and when the Saint John Fire Department (HazMat Team) is required to respond to a hazardous material emergency outside of the city, the crew leaving the city will be replaced by off duty Fire Fighters (called into duty). The crew leaving the city will be taking the HazMat trailer provided by the Province. The Fire Department's original HazMat truck will remain in Saint John to respond to incidents in Saint John. The payment schedule outlined in the agreement takes "call -in" costs into consideration. CONCLUSION: The Saint John Fire Department has reviewed and supports the concept of continuing its involvement in Regional Hazardous Materials Emergency Response Service. The Scout Team concept is sound and the increase in funding from the Province assists the Department to provide a high level of service locally. 461 M &C 2011 — 38 RECOMMENDATION: Page S That the City of Saint John enter into agreement with the Province of New Brunswick for the delivery of regional hazardous materials emergency response services, as generally outlined in the attached documents; and that the Mayor and Common Clerk be authorized to sign the "Hazardous Materials Emergency Response Services Heavy Team Agreement" and the "Hazardous Materials Emergency Response Services Regional Scout Team Agreement ". Respectfully submitted, Mark Gillan, C.F.O., MIFireE Acting Fire Chief J. Patrick Woods, C.G.A. City Manager Attachment 462 HAZARDOUS MATERIALS EMERGENCY RESPONSE SERVICES HEAVY TEAM AGREEMENT THIS AGREEMENT is made the day of BETWEEN HER MAJESTY THE QUEEN IN RIGHT OF THE PROVINCE OF NEW BRUNSWICK AS REPRESENTED BY THE MINISTER OF PUBLIC SAFETY, (hereinafter called the "Province ") OF THE FIRST PART - and - THE CITY OF SAINT JOHN, A BODY CORPORATE (hereinafter called the "Municipality ") OF THE SECOND PART WHEREAS the Province of New Brunswick has established a Hazardous Materials Emergency Response Program, as part of the Security and Emergencies Initiative approved by the Government of New Brunswick; AND WHEREAS under this program, the Minister of Public Safety is responsible to ensure the delivery of Hazardous Materials Emergency Response Services regionally; AND WHEREAS the Municipality has agreed to provide the Contract Services (as defined herein) and the Province has agreed to accept the Contract Services on the terms and conditions set out herein; AND WHEREAS it is the intent of this Agreement to establish the necessary administration and infrastructure to provide reliable, effective Hazardous Materials Emergency Response Services (hereinafter called HMERS) on a 24 hour basis, 365 days of the year; NOW THEREFORE, in consideration of the mutual covenants and agreements contained in this Agreement and other good and valuable consideration (the receipt and sufficiency of which is hereby acknowledged), the parties agree as follows: 463 ARTICLE 1. INTERPRETATION 1.1 Definitions In this Agreement: (a) "Business Day" means a day other than Saturday, Sunday or a holiday under the laws of New Brunswick or Canada; (b) "Contract Services" means the services to be provided by the Municipality to the Province under Article 4 of this Agreement; (c) "Development and Quality Plan" means a quality management plan and system which will ensure that the Contract Services are developed, maintained and provided efficiently and effectively; (d) "Hazardous Materials Emergency Response Services" means the response to, evaluation of, containment of and the rendering safe of releases of materials hazardous to the health and safety of New Brunswickers or their environment by the Municipality; (e) "Major Hazardous Materials Incident" means an emergency, including but not limited to a natural or man -made disaster, which requires a level of Hazardous Materials Emergency Response Services that exceeds the Municipality's ability to meet utilizing the normal and customary resources which it is required to maintain in accordance with this Agreement; (f) "Hazardous Materials Emergency Response Services Standards" means standards approved and implemented by the Minister based on the National Fire Protection Association Standard 472 and 473 in relation to the provision of Hazardous Materials Emergency Response Services, as amended from time to time; (g) "Minister" means the Minister of Public Safety and includes the Fire Marshal, his /her designate and any other employee designated by the Minister to act on his behalf in matters relating to this Agreement; (h) "Mutual Aid Services" means the services to be provided on the occasion of a major Hazardous Materials incident which exceeds the capacity of a single Hazardous Materials Emergency Response Services Team to manage; 2 ME (i) "Notice" means any document, statement, invoice, demand, waiver, consent, information, instruction or other communication required by or provided for under this Agreement; Q) "Operational Plan" means a comprehensive documented approach to administering, managing and delivering Hazardous Materials Emergency Response Services; (k) "Primary Service Area" means the geographical area defined in Schedule A; (1) "Response Costs" means the costs incurred by the Municipality, as set out in Schedule B, in providing the Contract Services where such calls are entirely outside the legal boundaries of the Municipality. (m) Scout Team: A team of HazMat Technicians called upon to investigate an incident or to assist in the control of a situation to render it safe. 1.2 Where the context permits, words importing the singular only shall also include the plural, words importing the masculine gender only shall include the feminine and neutral genders. ARTICLE 2. PROVISION OF SERVICES 2.1 The Municipality agrees to provide the Contract Services to the Province on the terms and conditions contained herein and acknowledges that it has the responsibility to perform any and all functions associated with the operation of HMERS to such Standards for HMERS established from time to time by the Minister and in accordance with this Agreement. 2.2 The Municipality agrees that it cannot delegate its performance of some or all of the functions associated with the operation of the HMERS without the prior written agreement of the Minister. 3 465 ARTICLE 3. TERM OF AGREEMENT 3.1 The Agreement shall commence on the date of signing and shall remain in effect for a period of 4 years, unless earlier terminated or extended as provided for herein. 3.2 This Agreement or any extension thereof shall not be renewed except on the express written consent of both parties to this agreement. ARTICLE 4. RESPONSIBILITIES 4.1 The Municipality Shall: (a) Establish a Development and Quality Plan to maintain capability at or above the Hazardous Materials Emergency Response Services Standards, which meets the general principles and provisions of such a plan as set forth by the Province, to be submitted to the Province on or before the 1 st day of April 2010; (b) Submit a revised Development and Quality Plan to the Province on or before December 31St of each year thereafter, and (c) Where the Municipality has attained capability to the level of the Hazardous Materials Emergency Response Services Standards: i) develop and maintain an Operational Plan for providing HMERS which meets the general principles and provisions of such a plan as set forth by the Province, to be submitted to the Province; ii) submit to the Province an Operational Plan annually thereafter, on or before December 31s' of each year, or at any time a change in the delivery of HMERS necessitates a change in the Municipality's Operational Plan; 4 M: iii) assign personnel to ensure effective operation of the HMERS and ensure that all such personnel meet or exceed the Hazardous Materials Emergency Response Services Standards established from time to time by the Minister and in accordance with this Agreement and the Operational Plan; iv) provide the means for wireless and wired voice and, where necessary, data communications, with dispatch agencies, the Provincial Mobile Communications Centre, fire departments, police services, ambulance services and other emergency services within its Primary Service Area and with other municipalities providing HMERS while participating in Mutual Aid Services; v) provide and effectively maintain vehicles, equipment and supplies for the provision of the Contract Services; vi) deliver HMERS within the Primary Service Area in cooperation with local fire departments, police forces, ambulance services and dispatch agencies in accordance with the Hazardous Materials Emergency Response Services Standards and the Operational Plan set out in 4.1(c)(i), and vii) provide assistance in the form of Mutual Aid Services to municipalities also operating under Agreements to provide HMERS in areas outside the Primary Service Area, upon request from the Province. 4.2 The Province shall advise the Municipality by notice in writing immediately upon the execution of this agreement: (a) of the Hazardous Materials Emergency Response Service Standards; (b) of any change to the aforesaid standards at least 90 days in advance of such change becoming effective; (c) the principles and provisions applicable to the Development and Quality Plan and the Operational Plan referred to herein; and (d) of any change to the said principles and provisions at least 90 days in advance of such change becoming effective. s 467 ARTICLE 5. ADMINISTRATION AND FINANCIAL COMPENSATION 5.1 The Municipality agrees to keep separate records in respect of all matters relating to the Contract Services, that are open to inspection by the Minister at all reasonable times, and separately report all costs associated with the Contract Services in a manner prescribed by the Province. 5.2 All financial payments shall be made as per Schedule B, D and E, hereto attached. 5.3 The Municipality, where the Contract Services have been rendered entirely outside of its municipal boundaries, shall issue an invoice for Contract Services rendered to the Province. The Province shall compensate the Municipality as per section C of Schedule B. In addition, upon collection from the responsible party, the Province shall compensate the Municipality in accordance with section D of Schedule B. 5.4 On occasions where initial information warrants further investigation, at the option of the Province, a two - person Scout Team may be deployed to make a further response determination. If the Scout Team determines that no further action is required, the Municipality shall issue an invoice to the Province for two Hazmat Technicians at the agreed hourly rate in Schedule B, for a minimum four hour call out, plus mileage and expenses. 5.5 In the event that a Heavy Team is required to be deployed, the Scout team shall remain in service at the discretion of the Office of the Fire Marshal. 5.6 The Municipality shall be responsible to submit all reasonable documentation in a timely manner to collect for the cost of HMERS. ARTICLE 6. EQUIPMENT 6.1 The parties mutually agree that the procurement and maintenance of vehicles and related equipment to perform the Contract Services is the responsibility of the Municipality. This does not preclude the municipality from requesting special grants from the Province for replacement of major equipments or apparatus which could be approved at the discretion of the Province. F Em 6.2 The Province shall transfer to the Municipality the assets set out in Schedule C, hereto attached, to enhance the capacity of the Municipality to provide the Contract Services. 6.3 The Municipality shall maintain the assets set out in Schedule C, hereto attached in good working order for the manufacturer's anticipated life of the assets, more or less, after which the Municipality shall replace the asset with another asset that provides equal to or greater utility, and the Municipality shall dispose of the old asset as it see fit. 6.4 Where either party wishes to terminate this agreement for any reason, the municipality shall return: the assets set out in Schedule C; or assets of equivalent or greater utility, in good working condition all being subject to normal wear and tear, at no cost to the Province, 6.5 The Minister may inspect the assets set out in Schedule C at all reasonable times and may require the Municipality to take action to ensure that the Municipality remains in compliance with Article 6.3. 6.6 The Province shall establish contracts of supply for goods or supplies where the economic or service advantages shall benefit the delivery of HMERS and ensure access for the Municipality to the contract of supply. ARTICLE 7. UNANTICIPATED COSTS 7.1 The Province and the Municipality agree that the financial compensation set out pursuant to Schedule B of this Agreement represents the total financial compensation that the Municipality is eligible to receive for the purposes of fulfilling this Agreement. Increases in costs that could have been reasonably anticipated by the Municipality are the responsibility of the Municipality. 7.2 Where costs could not have been reasonably anticipated, the Province and the Municipality shall mutually agree on the actions to be taken. EM ARTICLE 8. REPORTS 8.1 The Municipality shall prepare and submit a record of the performance of HMERS on each occasion it is rendered, whether inside or outside the Municipality, in a manner prescribed by the Minister. 8.2 The Municipality shall prepare and submit to the Minister an annual report, based on the previous Calendar Year, on its activities in providing the Contract Services in a format which meets guidelines set forth by the Province, to be submitted by February 28th of the following Calendar Year Period, and the Municipality shall make this report available to members of the public upon request. 8.3 The Municipality shall prepare and submit to the Province in a timely manner such reports, records and documents as the Minister may reasonably require from time to time. ARTICLE 9. INDEMNIFICATION 9.1 The Province shall indemnify and save and hold harmless the Municipality and its employees from and against all loss, liability, and damages related to the delivery of HMERS if the Municipality or its employees are, without evidence of misfeasance, malfeasance or nonfeasance, made a party to any litigation relating to the delivery of HMERS, where that service was rendered entirely outside the legal boundaries of the Municipality. 9.2 The provisions of this article shall survive the termination of the Agreement. ARTICLE 10. TERMINATION 10.1 If any of the following events occur, the Municipality shall be in default under this Agreement and the Province may deliver a Notice of Default to the Municipality: (a) if the Municipality fails to manage, operate and provide the Contract Services, subject to the terms and conditions herein, and observe and perform all obligations in strict accordance with this Agreement; (b) if the Municipality breaches or fails to observe, perform or comply with this Agreement or any other agreement between the parties referenced herein, or 470 (c) if the Municipality breaches or fails to observe, or comply with any municipal, provincial or federal legislation, regulation, standard or policy which applies to this Agreement. 10.2 Upon receipt of Notice of a Default, the Municipality shall have sixty (60) days to cure or rectify the default. If the Municipality fails to cure or rectify the default within the required time period the Province may terminate this Agreement by giving Notice as provided for herein. 10.3 The Province or the Municipality may terminate this Agreement in accordance with the terms and conditions herein if the funds appropriated by the Province for the performance of the Contract Services or any other service, as provided for herein, are withdrawn by the Legislative Assembly. 10.4 Notwithstanding any other provision of this Agreement, either party may terminate this Agreement with or without cause, upon one hundred and eighty (180) days Notice to the other party without benefit or liability to either party. 10.5 In the event this Agreement is terminated, the parties, within sixty (60) days of termination of the Agreement, shall jointly reconcile receivables and payables and pay to the other party monies for any balance remaining as a result of early termination of this Agreement. ARTICLE 11. DISPUTE RESOLUTION 11.1 Any dispute respecting the interpretation of this Agreement or the performance by either party of the obligations contained herein shall be determined by arbitration in accordance with the New Brunswick Arbitration Act and as herein provided. 11.2 The dispute shall be determined by three (3) arbitrators, one to be named by each one of the parties and the arbitrators so chosen shall select one additional arbitrator within ten (10) Business Days. The decision of the majority shall be final and binding. If no two arbitrators agree then the decision should be that of the arbitrator chosen by the other two. If either of the parties neglect or refuse to name an arbitrator within thirty (30) Business Days of the appointment of the arbitrator of the other party, the arbitrator appointed shall act as sole arbitrator and his decision shall be binding upon the parties hereto. 11.3 Arbitration shall be held in the location of the contracted Municipality, with the costs to be shared equally between the parties. 9 471 ARTICLE 12. MISCELLANEOUS 12.1 This Agreement shall be governed and construed in accordance with the laws of the Province of New Brunswick. 12.2 No amendment, modification or waiver of this Agreement shall be effective or binding unless in writing and signed by both parties. 12.3 The parties to this Agreement shall with reasonable diligence do all things and provide all reasonable assurances as may be required to complete the matters and things contemplated by this Agreement and each party shall provide such further documents and other instruments as may be reasonably necessary to give effect to this Agreement. 12.4 Neither party to this Agreement shall be deemed to be in default of any obligation hereunder when and to the extent that its performance is prevented or delayed by fire, explosion, breakdown of machinery or equipment, natural disaster, or acts of God. 12.5 No act or failure to act or delay in the enforcement of any right by any party shall constitute a waiver of any right under this Agreement, and shall not constitute an approval of or acquiescence in any breach or continuing breach under this Agreement except as expressly agreed in writing and no waiver of any breach of any provision of this Agreement shall constitute a waiver of any preceding or succeeding breach of such provision or any other provision. 12.6 This Agreement constitutes the entire agreement between the parties with respect to the subject matter hereof and all warranties, representations, assurances and commitments, whether oral or written, expressed or implied, which are not expressly set forth in this Agreement are null and void. 12.7 In the event that any provision of this Agreement, or part thereof, is determined to be invalid, void or otherwise unenforceable, the remaining provisions shall be construed as if such invalid, void or unenforceable provision, or part thereof, was omitted and this Agreement shall continue in full force and effect without being impaired or invalidated in any way and the parties agree to be bound by and perform the same thus modified. 12.8 All notices shall be given in writing, by personal delivery, by registered mail, postage prepaid, by courier prepaid, or by fax or other similar written and immediate means of communication addressed to or delivered to such other party at the address appearing below. Notice delivered personally shall be to 472 deemed communicated as of actual receipt; if delivered by mail or courier, as of three Business Days following mailing or couriering; and if sent by fax or other similar means, on the day of transmission if sent prior to 3:00 p.m. (local recipient time) on a Business Day and, if not, on the next Business Day of the recipient. In the event of a disruption of postal service in any relevant location, delivery shall not be made by mail. To the Municipality At The Fire Chief The City of Saint John PO Box 1971 Saint John, NB, E21- 41-1 To the Province at: Department of Public Safety Office of the Fire Marshal 65 Brunswick Street, 2nd Floor P.O. Box 6000 Fredericton, New Brunswick, E313 51-11 Any party may change its address by giving notice to the other in accordance with this Article. IN WITNESS WHEREOF the Parties have hereunder duly executed this Agreement on the date herein indicated. His Worship Ivan Court Mayor City of Saint John Elizabeth Gurley Common Clerk City of Saint John Hon. Robert Trevor's Minister of Public Safety and Solicitor General Date: Date: 11 473 SCHEDULE "A" PRIMARY SERVICE AREA The Municipality shall be responsible to respond, as the principal service providing Hazardous Material Emergency Response Services, for the communities noted in this Schedule. Where there is a Major Hazardous Materials Incident, the Municipality shall provide Mutual Aid Services outside of the Primary Service Area upon the request of the Province. Region: 1 — Fredericton 2 — Saint John 3 — Moncton 4 — Edmunds ton 5 - Bathurst 12 474 SCHEDULE "B" FINANCIAL INFORMATION Pursuant to Article 5 of this Agreement: A) The Annual Service Fee for this contract is $72,000. For each fiscal year of this agreement, where the Municipality has demonstrated it has met the Hazardous Materials Emergency Response Standards set out by the Province, the Province shall, on the 1St day of April, July, October and January, remit twenty -five (25) percent of the annual service fee to the Municipality for the purpose of assisting in the development, maintenance and capacity of Hazardous Materials Emergency Response Services. B) Where the Municipality has rendered a service entirely outside of its municipal boundaries, the Municipality shall issue an invoice to the Province for its contract services in accordance with the following table, which reflects the Guaranteed Response Cost for materials, salaries and travel. The Agreed Hourly Rate used to calculate these costs is $80.00. 4 Hour 4 Hour 8 Hour 8 Hour 8 Hour 8 Hour 12 Hour 12 Hour 12 Hour 12 Hour Response Response Response Response Response Response Response Response Response Response 50 km 100 km 50 km 100 km 200 km 300 km 50 km 100 km 200 km 300 km Radius Radius Radius Radius Radius Radius Radius Radius Radius Radius $11,372 $11,622 $15,792 $16,739 $17,159 $17,684 $35,761 $35,923 $36,355 $36,895 C) The party responsible for the spill will be required to pay the Full Response Cost, which will include a 40% stand -by surcharge, and any significant material costs beyond that included in Section B amounts. If the Province does not have to take action to recover the Full Response Cost from the responsible party it will pay the amount listed in Section B and, upon receiving the full amount from the responsible party, it will pay the balance of the Full Response Cost. If the responsible party does not initially pay the entire amount of the Full Response Cost and the Province has to take action to recover the cost, half of the balance of the Full Response Cost will be paid to the Municipality and the other half will be retained by the Province. If the responsible party does not pay the entire amount of the Full Response Cost and the Province does not take action to recover the cost, any money collected over and above the Guaranteed Response Cost will be split equally between the Province and the Municipality. 13 475 D) Where the actual response cost exceeds the revenue generated from the Guaranteed Response Cost in Section B plus any additional revenues received from the responsible party, the Municipality will submit an itemized invoice for all their expenditures and the Province shall pay the balance. E) The Municipality and the Province shall jointly review the actual costs of delivering Hazardous Materials Emergency Response Services on an annual basis, commencing April 1, 2012, and, upon reaching agreement, make changes to the amounts set out in this Schedule on a mutually agreed upon date thereafter. 14 But Schedule "C" HAZMAT TRAILER INVENTORY EQUIPMENT TO BE TRANSFERRED TO THE MUNICIPALITY 15 477 Item Qty Description Ser# Trailer 1 8'X 24" Dynamic Fibre NB Plate # TGW 875 Clip Boards 10 CHRIS Manual 1 Chemical Response Information Set of Three Binders Dangerous Goods Safety Marks 1 Placards / Plaques Wall Chart Transporting Dangerous Goods 2 Canadian Trucking Alliance NB Atlas 1 2002 Edition Emergency Action Guide 1 Book Weather Station 1 Davis Weather Wizard III Binoculars 1 Bushnell 10X20 Spotter Scope 1 Bushnell 20X50 Power Bar 2 Curtis ( Ground Fault) HazMat Library 1 CD Rom CCOSH 2003 -1 Edition 6 Eng. Emergency Response Books 2 Fr. Emergency Response Books Electric Heater 2 1500 Watts Wall Clock 1 24 Hour Clock NFPA 704 Identification Chart 3 Computer 1 Dell Laptop D 610 Printer 1* Hewlett Packard DeskJet 350 Fax 1 OKIFAX — 5400 OkiFax Handbook 1 15 477 Cell Phone & Converter 2 Motorola Test Gas Regulator 1 Regulator Model # 7150.2 LPM Test Gas Cylinder 1 Carbon Monoxide 35PPM 3 6Cu.ft,103Liters @7 OF Pentane 0.14% (10 LEL) Oxygen 18.0% Nitrogen Blend Filing Cabinet 1 2 Drawer Spare Tire & Rim 1 Motorola Portable Radio Intrinsically Safe 1 HT 1000 1 HT 1000 Portable Radio 1 HT 1000 Portable Radio 1 HT 1000 Portable Radio 1 HT 1000 Portable Radio 1 HT 1000 Portable Radio 1 HT 1000 Portable Radio 1 HT 1000 Portable Radio 1 HT 1000 Portable Radio 1 HT 1000 Motorola Battery (spares) 10 7.5V. Nickel Cadmium Battery Intrinsically safe Motorola Mobile Radio 1 CDM 1250 Battery Analyzer (VI A) 1 SN 60127001 Motorola Radio Charges- 613ank 2 120 Volts Fire Extinguisher 1 5 Ibs Broom & Dust Pan 1 White Board 1 Nomex III Coveralls 2 Medium 6 Large 2 X -Large 2 XX -Large Incident Command Vest Kit 1 Safety Office 1 Incident Commander 1 Operations Operator 1 Research Officer 1 Decon Officer 7 HazMat Gas Detection Units 1 Aim 3250 Gas Detector Kit 16 EM Radiation Detection EMS 2 Emberline Model # FH41 B Gloves # Silver Shield # Viton # Butyl II HD 14" 0.32 Gauge # Neoprene 13" # Medical # Nitrile Unlined 14" 0.025 Gauge Spark Proof Tool Kit 1 17 Piece Kit Includes: 1 Case 1 Shoe Handle Brush 1 9" L Hammer Crate Opener 1 121/2 L Claw Hammer 1 53/4 Blade Knife 1 7% L Putty Knife 1 12" L Grooved Pliers 1 7" L Long Nose S/C Pliers 1 8" L Combination Pliers 1 15" L Deck Scraper 1 9'/4 L Spray Booth Scraper 1 6" Standard Screwdriver 1 6" Phillips Screwdriver 1 12" L Tin Shears 1 8" L Adjustable Wrench 1 12" L Adjustable Wrench 1 14" L Alum Pipe Wrench 1 12" L Drum Plug Wrench Civil Defense System 1 CIDSpDrager C/W Electric Pum 8101000 1 Chemical Classifier Strip Kit # OC27272 Pelican Case 1 Radiation Dect. Case Unit # :1450 Hands Free Communication 6 PeltorThroat Microphones 6 Interface Cable 6 Chest Packs HLN6602A Kappler Level "A" Tester 1 Level "A" Suite Tester S/N 000262422 Air Regulator 1 Kappler Test Unit Regulator 0 -600 Low 0- 4000Hi Air Hose 1 10' Coiled Air Hose & Quick Coupling. Photo - ionization Detector (PID) 1 V -Ray PID Detector PGM7240 250- 100712 Drager Test Tube Kit 10ea. CH22901 Acetone 100 /b 17 479 18 E'1 10ea. CH29701 Alcohol 100 /a B101711 10ea. Hydrazine /ammonia 0.25/a (CH31801 -Alt.) 31801-Alt) —(c 10ea. 80101741Benzene 15/a ch24801 N/A 10ea. CHo23501 Carbon Dioxide 0.1 /o /a 10ea. CH20601 Carbon Monoxide 10 /b 10ea. CH24301 Chlorine 0.2 /a 10ea. CH20201 Ethyl Acatate 200 /a 10ea. 6722701 Formic Acid 1/a 10ea. CHo26101 Hydrocarbon 0.1 /o /b 10ea. 2 H25701 Hydrocyanic Acid 10ea. CH29801 Hydrogen Sulphide 5/b 10ea. 5 H27301 Methyl Bromide 10ea. CH29401 Nitrous Fumes 0.5 /a[no +no2] 10ea. 8103261 Oxygen 5 % /c,5- 23VoI% 10ea. Ch28401 Polytest 10ea. CH24401 Trichlorethylene 10 /a 10- 500PPM V- Pae PID Detection Lamps 2 PID Lamps 11.7 ev V- Pae PID Detection Lamps 2 PID Lamps 10.6 ev Detection Paper 6Pk. Chemical Agent ( Adhesive 3 way Liquid Paper Back Chemical Agent Detection 5 Pk. Nerve Vapor Detection Kit 1 Chemical Agent M -256 Al Kappler Cooling Vest 8 Adjustable 36" X 48" Rescue Helmet 12 Petzl Ecrin Reoc Brimless Chem -Tape 10 Chemical Tape (ChemTape) Hazardous Area Tape 4 3" X100' Hazardous Tape Pop —up- Pool 2 20 Gal. Part # 5920.op Kappler Saranex Encapsulated 8 Large CK72586 -L 8 X -Large CK72586 -XL 4 X -Large CK72586 -2XL HazMat Boots # Size 13 Tingly 18 E'1 19 .• # Size 11 Tingly HazMax Boots # Size 8 Bata # Size 10 Bata # Size12 Bata # Size15 Bata Decon Brushes 2 Mass Decontamination Kit 1 Air Heater and Hose 450029 Water Heater & Hoses/ Pump TR5 246517 Electric Air Blower 246523 Compressor Air Hook -up 611333 Electric Transformer 120/220 004 -ORD- 3200937 Manual Hand Pump Air Doom Tent 15" x 19" Waste Water Recovery Systems 2 Tank 2 Bladders 2 18'X'/2" Garden Hose 2 18'X '/2" Hose & Nozzle 2 4'/2' X 3/4" Hose Mass Decon Kit (continued) 1 30'X 3/4" Hose 1 15'X 3/4" Hose 1 3' X 1" Hose 1 50'X 3/4" Black Gar. Hose 1 30'X' /2" Hose 1 Water Manifold 1'/2" x 4 x' /2 outlets 1 Packing Container 40 "X45 "X55" 1 3/4" x 50' Black Rubber Garden Hose 400 PSI. Test 2 Rubber walking mats 1 Valve 2 Plastic walking grates Water Pump 1 Decon Water Pump Kappler Level "A" Suits 5 Large 5 X -Large 2 XX -Large 19 .• Kappler Level "B" Suits 5 Large 5 X -Large 2 XX -Large Kappler Level "C" Suits 5 Large 5 X -Large 2 XX -Large Industrial Spill Kit 1 Hazwik Chemical 45 Gal. Drum 4 3" x 12" Sock 8 18" x 18" Pillows 50 17" x 18" Pads 1 Goggle 1 Nitrile Glove 5 Disposable Bags Industrial Spill Kit (continued) 1 Emergency R /H /B 1 Niosh Pocket Guide Tarp 1 12 x 20 Decon Recovery Bags 2 Traffic Cones 36 12 Lbs Base Decon Cones Plastic Ground Sheet 1 6 MM X 20'X 100' Traffic Cones 6 HazMat Barrier Cones Wind Sock Kit 1 12" x 54" Wind Sock pole 1 1" x10" steel Pole Tripod Flood Lights 2 5000 Watt Over -pack Barrels 5 95 Gallon Capacity Over -pack Barrels 4 20 Gallon Capacity Generator 1 6000 Watts GFI Plug Winco # 62024N99 Stabilizing Jack 2 3 Ton - 4 Leg Diesel Fuel Can 2 5 Gallons / 20 Liters Gasoline Fuel Can 1 5 Gallons/ 20 Liters Trailer Hitch Torsion Draw Bar 1 10,000 Ibs Capacity HD Safety Chains 2 Battery 1 12 volt Battery 1 12 breaking battery Voice Gun /Bull Horn 1 Norton Glove Chart 1 # Items not counted B.O. Items "back ordered" * ** Items not issued 20 MIA Hazardous Materials Variable Costs Estimate Sheet Agreed Hourly Rate based on projected 2007 Captain's loaded hourly rate of $41.00 (includes 27% for service, stat and fringe pay) x 1.5 for overtime $80.00 4 Hour 8 Hour 8 Hour 8 Hour 12 Hour 12 Hour 12 Hour 12 Hour 4 Hour Response 8 Hour Response Response Response Response Response Response Response Response 50 100 km Response 50 100km 200km 300km 50 km 100km 200 km 300 km km Radius Radius km Radius Radius Radius Radius Radius Radius Radius Radius Consumable Items COST COST COST COST COST COST COST COST COST COST Dra erTubes $115 $115 $115 $115 $115 $115 $115 $115 $115 $115 Roll of plastic for Decon tents $100 $100 $100 $100 $100 $100 $100 $100 $100 $100 Level A suit 2 Suits Every 3 Calls $2,667 $2,667 $2,667 $2,667 $2,667 $2,667 $2,667 $2,667 $2,667 $2,667 Garden hoses for Decon $200 $200 $200 $200 $200 $200 $200 $200 $200 $200 Miscellaneous Disposable PPE and Consumables. (ie. Gloves ,towels etc. $400 $400 $400 $400 $400 $400 $400 $400 $400 $400 Communications (Satellite, Cellular) $200 $200 $200 $200 $200 $200 $200 $200 $200 $200 Clean up /Restocking $100 $100 $100 $100 $100 $100 $100 $100 $100 $100 Suit testing visual /pressure $50 $50 $50 $50 $50 $50 $50 $50 $50 $50 Fluid Bag - Decontamination $400 $400 $400 $400 $400 $400 $400 $400 $400 $400 Miscellaneous Cleaning Supplies $250 $250 $250 $250 $250 $250 $250 $250 $250 $250 Level B Suits -1 $500 $500 $500 $500 $500 $500 $500 $500 $500 $500 TOTAL Consumable Items $4,982 $4,982 $4,982 $4,982 $4,982 $4,982 $4,982 $4,982 $4,982 $4,982 Labour for clean up /restocking (2 hours for 12 people) $1,920 $1,920 $1,920 $1,920 $1,920 $1,920 $1,920 $1,920 $1,920 $1,920 Labour for team to respond $3,840 $3,840 $7,680 $7,680 $7,680 $7,680 $11,520 $11,520 $11,520 $11,520 Travel and On -Scene Engine Operation $450 $700 $850 $1,000 $1,400 $1,900 $1,250 $1,400 $1,800 $2,300 Meals 15.00 x 12 $180 $180 $360 $360 $360 $360 $540 $540 $540 $540 Overnight Wages (12 hours rest paid at hourly rate) $11,520 $11,520 $11,520 $11,520 Overnight Accommodations $1,200 $1,200 $1,200 $1,200 Overnight Meals 1 Meal $180 $180 $180 $180 Contingency for Complex Scenes (+ 5 % for 8 hours, 8 % for 12 hours) $797 $817 $842 $2,649 $2,661 $2,693 $2,733 TOTAL for Response Costs $6,390 $6,640 1 $10,810 1 $11,757 1 $12,177 1 $12,702 1 $30,779 $30,941 1 $31,373 1 $31,913 TOTAL- Materials and Response Section C $11,372 $11,622 $15,792 $16,739 $17,159 $17,684 $35,761 $35,923 $36,355 $36,895 Standby Surcharge + 40% (for Unbillable Services, Unrecoverable Revenues) $4,549 $4,649 $6,317 $6,696 $6,864 $7,074 $14,304 $14,369 $14,542 $14,758 Billable Amounts to Responsible Party $15,920 $16,270 $22,108 $23,434 $24,022 $24,757 $50,065 $50,292 $50,896 $51,652 EA F-0191 SCHEDULE "D" HazMat Regional Training At the present time, a minimum of one (1) training session per year is being done under the existing contract for the Heavy Teams. As we move forward to contract for additional HazMat coverage for each Heavy Team, we would expect that the same consideration towards training be given to the other regions of the province. We understand the burden of training cost and man - hours; and agree to compensate for training provided to the Scout Teams and Fire Departments of each region in a Heavy Team's area of responsibility. The province will pay for a maximum of 2 training sessions per year within each Heavy Team area of responsibility. Each Association must receive a training session once every three years. Recommended training sessions are as follows: Year one: Fredericton: North West and Chaleur Associations Year two: Fredericton: Central Valley and Acadian Peninsula Associations Year three: Fredericton: Capital District and Miramichi Associations Year one; Saint John: Fundy, South East Associations (South Part) Year two: Saint John: Royal, South East Association (North Part) Year three: Saint John: Moncton Region Training should include: The first session is intended for the Scout Team members. The training objectives should aim to familiarize the regional Scout Teams with the protocols used by the responding Heavy Teams and the information required when a Heavy Team deploys in their respective region. In addition, a hands -on training session with the most current equipment carried by the Heavy Teams should be included in the training session. Whereas all members of the Heavy and Scout Teams are expected to be at the level of HazMat Technician, a minimum of time is required to review any changes pending a HazMat operation. The second session of training is to initiate and familiarize local fire departments of each association with the equipment carried and used in a HazMat incident and to develop local contacts with the local Fire Chiefs. In addition, the training session will elaborate on the expectation of the service provided by the Heavy HazMat Teams and what is expected from the local Fire Departments supporting the Heavy Team once on site. The training should provide explanations on the authority and liability protection of the Scout and Heavy Team that are under contract with the province when responding to a HazMat incident. Small scale exercises involving hazardous material shall be carried out in order to ensure that the protocol is understood by both the Scout Team and Fire Department members. In order to provide training to the volunteer fire departments, training must be offered at their convenience during scheduled week -end training blocks. The following is a proposed course schedule and agenda for the participating Heavy Team in order to deliver the program in the most efficient manner. The team would consist of four members traveling to the responding region. The four members of a Heavy Team would travel to their destination on Friday afternoon arriving before supper to set up the classroom provided by the host fire department. The team leader would prepare a 2 hour class room and hands on training for Friday evening with the regional Scout Team. The training objectives would be aimed to familiarize the regional Scout Teams with the protocols used and the equipment. The Saturday activities would include the Scout Team and Heavy Team members working with the local fire departments participating in the training session. The following training agenda should be followed: 8:30 Review the role and objectives of the Provincial HazMat program: The objectives of the HazMat program; The role and protocol of the Scout and Heavy Teams; and What would be expected from each of the team involved in a HazMat incident. 9:30 Coffee break 09:45 Familiarization of equipment carried by the Scout and Heavy team: The Scout and Heavy Team members shall deploy the equipment carried on the trailer in order for the local fire departments to have an overview of the equipments and familiarize themselves with the deployment and operation of the equipments used at an incident to resolve a situation. 11:00 Small scale exercises involving hazardous material: Local Fire Departments should be broken up into working groups; A Heavy and Scout Team member should be with each working group; A simple exercise scenario involving hazardous material shall be carried out; The HazMat Technician would work out a solution to resolve the situation; The working group should understand when they could expect a HazMat response from the Scout Team and when a Heavy Team would be deployed and involved in a local HazMat incident. SM 12:00 Lunch 1:15 Review end result of all exercise scenarios and answer any questions. 2:30 Pick up equipment, return the trailer to service and travel to home base. The province will compensate a maximum of (4) HazMat Technicians at the contract rate for 18 hours for each technician and 4 motel rooms, meals and mileage for one vehicle. Example: 4 Technicians @ $80.00 per hour 16 hours each $ 5,162.00 4 Rooms @ $100.00 per room $ 400.00 4 Breakfasts @ $7.00 $ 28.00 4 Dinners@ $9.50 $ 38.00 8 Suppers @$17.50 140.00 Subtotal $ 5,726.00 Note: (1) The mileage to deliver the training will be added to the subtotal at $2.50 per kilometre. (2) For the purpose of the HazMat contract proposal, the spread sheet total number was rounded off at $6,000.00 to serve as an example payment. (3) Regional training compensation is in addition to the Annual Service Fee defined in Schedule B. MM Schedule "E" Heavy Team HazMat Equipment Required Annual 5 Year 10 Year 15 Year 20 Year Totals HazMat Trailer Equipment Readiness Exterior Trailer Weekly Maintenance Breakdown $ 1,456.00 Inspect trailer hook up trailer hitch and lights test. Verification of 5 gal gas and diesel fuel containers. Voltage test 12 volt braking battery and 12 volt trailer battery. Tire air pressure test including spar Interior Trailer Weekly Maintenance Breakdown $ 4,368.00 Check all fluid levels on two generator start and test 110 volt outlets Change batteries on portable radios and random test Verify charging system and rotate spar radio batteries Base Radio to portable radio verification check and radio check with PMCC Cell phone and fax line verification Fluid levels to be verified on hot water and hot air heater Visual inspection of all shelves and on all securing hold down straps Safety seal check, Level "A" Suits, and 6 gloves containers Motorola Batteries (Intrinsically Safe) $ 1,200.00 Level "A " HazMat Suits Testing $ 672.00 HazMat Trailer $ 150.00 Team Training (50 techs. @ 8 hrs trg. Per year) $ 24,400.00 Operational cost 15% $ 4,836.90 Total - Annual Equipment Cost Breakdown $ 37,082.90 CE:IF/ Cost Breakdown over a 20 year period (Heavy Team - Trailer) Annual 5 Year 10 Year 15 Year 20 Year Total Trailer Batteries $ 200.00 Chemical Inductor $ 500.00 Fire Extingusher $ 100.00 Weather Station $ 250.00 Electric heaters $ 100.00 Printer / Fax $ 1,300.00 Trailer Tires and Spair $ 1,000.00 Motorola Portable Radios $ 8,000.00 Nomex Coveralls $ 2,000.00 Air Doom Decon Tent $ 25,000.00 Kappler Level "A" Suits $ 30,000.00 Kappler Level "B" Suits $ 5,000.00 Kappler Level "C" Suits $ 1,000.00 Incident Command Vest $ 400.00 Spark Proof Tool Kit $ 900.00 Hand Free Communication $ 5,600.00 Kappler Level "A" Suits Test Unit $ 1,500.00 Petzl Rescue Helmets $ 1,200.00 Mass Decontamination Kit $ 25,000.00 Industrial Spill Kit $ 300.00 Generator 6000 Watts $ 4,000.00 generator 2800 Watts $ 2,500.00 HazMat Trailer $ 40,000.00 Total - Annual Equipment Cost Breakdown $ 800.00 $ 73,650.00 $ 41,400.00 $ 40,000.00 Total Breakdown (Equipment + Maintenance) $ 37,082.90 $ 800.00 $ 73,650.00 $ 41,400.00 $ 40,000.00 Total Annual Average Cost for Heavy Team $ 37,082.90 $ 160.00 $ 7,365.00 $ 2,760.00 $ 2,000.00 $ 49,367.90 HAZARDOUS MATERIALS EMERGENCY RESPONSE SERVICES REGIONAL SCOUT TEAM AGREEMENT THIS AGREEMENT is made the day of , BETWEEEN HER MAJESTY THE QUEEN IN RIGHT OF THE PROVINCE OF NEW BRUNSWICK AS REPRESENTED BY THE MINISTER OF PUBLIC SAFETY, (hereinafter called the Province ") OF THE FIRST PART - and - THE CITY OF SAINT JOHN, A BODY CORPORATE (hereinafter called the "Municipality ") OF THE SECOND PART WHEREAS the Province of New Brunswick has established a Hazardous Materials Emergency Response Program, as part of the Security and Emergencies Initiative approved by the Government of New Brunswick; AND WHEREAS under this program, the Minister of Public Safety is responsible to ensure the delivery of Hazardous Materials Emergency Response Services regionally; AND WHEREAS the Minister of Public Safety has determined that Regional Scout Teams are required to assist in the timely delivery of these services to all parts of New Brunswick, and desires to do so through Contract Services; AND WHEREAS the Municipality has agreed to provide the Contract Services (as defined herein) and the Province has agreed to accept the Contract Services on the terms and conditions set out herein; AND WHEREAS it is the intent of this Agreement to establish the necessary administration and infrastructure to provide reliable, effective Hazardous Materials Emergency Response Services Regional Scout Teams, on a 24 hour basis, 365 days of the year; NOW THEREFORE, in consideration of the mutual covenants and agreements contained in this Agreement and other good and valuable consideration (the receipt and sufficiency of which is hereby acknowledged), the parties agree as follows: ,;. ARTICLE 1. INTERPRETATION 1.1 Definitions In this Agreement: (a) "Business Day" means a day other than Saturday, Sunday or a holiday under the laws of New Brunswick or Canada; (b) "Contract Services" means the services to be provided by the Municipality to the Province under Article 4 of this Agreement; (c) "Development and Quality Plan" means a quality management plan and system which will ensure that the Contract Services are developed, maintained and provided efficiently and effectively; (d) "Hazardous Materials Emergency Response Services" (hereinafter called HMERS) means the response to, evaluation of, isolation of and containment of a hazardous material incident to ensure the health and safety of New Brunswick residents or their environment by the Municipality, utilizing the normal and customary resources which it is required to maintain in accordance with this Agreement; (e) "HMERS Standards" means standards approved and implemented by the Minister based on the National Fire Protection Association Standard 472 and 473 in relation to the provision of HMERS, as amended from time to time; (f) "Major Hazardous Materials Incident" means an emergency, including but not limited to a natural or man -made disaster, which requires a level of Hazardous Materials Emergency Response Services that exceeds the local jurisdiction's ability to control; (g) "Minister" means the Minister of Public Safety and includes the Fire Marshal and any other employee designated by the Minister to act on his behalf in matters relating to this Agreement; (h) "Mutual Aid Services" means the services to be provided on the occasion of a Major Hazardous Materials incident which exceeds the capacity of a single Hazardous Materials Emergency Response Services team to manage; I s•1 (i) "Notice" means any document, statement, invoice, demand, waiver, consent, information, instruction or other communication required by or provided for under this Agreement; (j) "Operational Plan" means a comprehensive documented approach to administering, managing and delivering Hazardous Materials Emergency Response Services; (k) "Primary Service Area" means the geographical area defined in Schedule "A "; (1) "Response Costs" means the costs incurred by the Municipality, as set out in Schedule "B ", in providing the Contract Services where such calls are entirely outside the legal boundaries of the Municipality; (m) "Scout Team" means a team that will respond to a Primary Service Area as defined in Schedule "A" (with a minimum of two (2) NFPA 472 certified technicians), to perform the HMERS responsibilities as defined in Schedule "D "; 1.2 Where the context permits, words importing the singular only shall also include the plural, words importing the masculine gender only shall include the feminine and neutral genders. ARTICLE 2. PROVISION OF SERVICES 2.1 The Municipality agrees to provide the Contract Services for a Scout Team response to the Province on the terms and conditions contained herein and acknowledges that it has the responsibility to perform any and all functions associated with the delivery of HMERS to such HMERS Standards established from time to time by the Minister and in accordance with this Agreement. 2.2 The Municipality agrees that it cannot delegate its performance of some or all of the functions associated with a Scout Team response in the delivery of HMERS without the prior written agreement of the Minister. 2.3 The Municipality agrees that a deployment of the HMERS Regional Scout Team must be authorized by the Province if compensation will be requested. 2.4 At such time that the services of the Scout Team are no longer required at a major hazardous material incident, (i.e. the incident has been turned over to the HMERS Provincial Heavy Team, or the local authority has no further need for specialist services), at the discretion of the Province, the Scout Team will be dismissed from the scene. 3 491 ARTICLE 3. TERM OF AGREEMENT 3.1 The Agreement shall commence on the day of signing and shall be in effect for a period of four years, unless earlier terminated or extended as provided for herein. 3.2 This Agreement or any extension thereof shall not be renewed except on the express written consent of both parties to this agreement. ARTICLE 4. RESPONSIBILITIES 4.1 The Municipality Shall: (a) Establish an operational plan to attain and maintain capability at or above the HMERS Standards (NFPA 472 Standard for Competence of Responders to Hazardous Materials Incidents), which meets the general principles and provisions of such a plan as set forth by the Province, to be submitted to the Province within 60 days of the date of signing; (b) Attain capability to the level of a Regional Scout Team in the HMERS Standard, no later than the date of signing; (d) Where the Municipality has attained capability to the level of the HMERS Standards: i) assign personnel to ensure effective ongoing operation of a Scout Team, and ensure that all such personnel meet or exceed the HMERS Standards established from time to time by the Minister and in accordance with this Agreement and the Operational Plan; ii) provide the means for wireless and wired voice and, where necessary, data communications, with dispatch agencies, the Provincial Mobile Communications Centre, fire departments, police services, ambulance services and other emergency services within its Primary Service Area and with other municipalities providing HMERS while participating in Mutual Aid Services; iii) provide and effectively maintain fire department vehicles, equipment and supplies specified in Schedule "C ", for the provision of the Contract Services; iv) deliver HMERS within the Primary Service Area in cooperation with local fire departments, police forces, ambulance services and dispatch agencies in accordance with the HMERS Standards and the Operational Plan set out in 4.1(a), and 4 0 v) provide assistance in the form of Mutual Aid Services to municipalities also operating under Agreements to provide HMERS in areas outside the Primary Service Area, upon request from the Province. 4.2 The Province shall advise the Municipality by notice in writing immediately upon the execution of this agreement: (a) of the HMERS Standards; (b) of any change to the aforesaid standards at least 90 days in advance of such change becoming effective; (c) the principles and provisions applicable to the Operational Plan referred to herein; and (d) of any change to the said principles and provisions at least 90 days in advance of such change becoming effective. ARTICLE 5. ADMINISTRATION AND FINANCIAL COMPENSATION 5.1 The Municipality agrees to keep separate records in respect of all matters relating to the Contract Services, that are open to inspection by the Minister at all reasonable times, and separately report all costs associated with the Contract Services in a manner prescribed by the Province. 5.2 All financial payments shall be made as per Schedule "B ", hereto attached. 5.3 The Municipality, where the Contract Services have been rendered entirely outside of its municipal boundaries, shall issue an invoice for Contract Services rendered to the Province. The Province will compensate the Municipality as per section C of Schedule "B ". 5.4 The Municipality shall be responsible to submit all reasonable documentation in a timely manner to collect receivables for the cost of HMERS. 5.5 In the event that a Heavy Team is required to be deployed, the Scout team shall remain in service at the discretion of the Office of the Fire Marshal. s 493 ARTICLE 6. EQUIPMENT 6.1 The parties mutually agree that the procurement and maintenance of vehicles and related equipment to perform the Contract Services is the responsibility of the Municipality. This does not preclude the Municipality from requesting special grants from the Province for replacement of major equipments or apparatus which could be approved at the discretion of the Province. 6.2 The Province shall transfer to the Municipality the assets set out in Schedule "C ", hereto attached, to enhance the capacity of the Municipality to provide the Contract Services. 6.3 The Municipality shall maintain the assets as set out in Schedule "C ", hereto attached, in good working order for the manufacturer's anticipated life of the assets, more or less, after which the Municipality shall replace the asset with another asset that provides equal to or greater utility, and the Municipality shall dispose of the old asset as it see fit. 6.4 Where either party wishes to terminate this agreement for any reason, the Municipality shall return the assets set out in Schedule "C "; or assets of equivalent or greater utility, in good working condition all being subject to normal wear and tear, at no cost to the Province, 6.5 The Minister may inspect the assets set out in Schedule "C" at all reasonable times and may require the Municipality to take action to ensure that the Municipality remains in compliance with Article 6.3. 6.6 The Province shall establish contracts of supply for goods or supplies where the economic or service advantages shall benefit the delivery of HMERS and ensure access for the Municipality to the contract of supply. ARTICLE 7. UNANTICIPATED COSTS 7.1 The Province and the Municipality agree that the financial compensation set out pursuant to Schedule "B" of this Agreement represents the total financial compensation that the Municipality is eligible to receive for the purposes of fulfilling this Agreement. Increases in costs that could have been reasonably anticipated by the Municipality are the responsibility of the Municipality. 7.2 Where costs could not have been reasonably anticipated, the Province and the Municipality shall mutually agree on the actions to be taken. 6 ME ARTICLE 8. REPORTS 8.1 The Municipality shall prepare and submit a record of the performance of HMERS on each occasion it is rendered, whether inside or outside the Municipality, in a manner prescribed by the Minister. 8.2 The Municipality shall prepare and submit to the Minister an annual report, based on the previous Calendar Year, on its activities in providing the Contract Services in a format which meets guidelines set forth by the Province, to be submitted by February 28th of the following Calendar Year Period, and the Municipality shall make this report available to members of the public upon request. 8.3 The Municipality shall prepare and submit to the Province in a timely manner such reports, records and documents as the Minister may reasonably require from time to time. ARTICLE 9. INDEMNIFICATION 9.1 The Province shall indemnify and save and hold harmless the Municipality and its employees from and against all loss, liability, and damages related to the delivery of HMERS if the Municipality or its employees are, without evidence of misfeasance, malfeasance or nonfeasance, made a party to any litigation relating to the delivery of HMERS, where that service was rendered entirely outside the legal boundaries of the Municipality. 9.2 The provisions of this article shall survive the termination of the Agreement. ARTICLE 10. TERMINATION 10.1 If any of the following events occur, the Municipality shall be in default under this Agreement and the Province may deliver a Notice of Default to the Municipality: (a) if the Municipality fails to manage, operate and provide the Contract Services, subject to the terms and conditions herein, and observe and perform all obligations in strict accordance with this Agreement; (b) if the Municipality breaches or fails to observe, perform or comply with this Agreement or any other agreement between the parties referenced herein, or (c) if the Municipality breaches or fails to observe, or comply with any municipal, provincial or federal legislation, regulation, standard or policy which applies to this Agreement. 495 10.2 Upon receipt of Notice of a Default, the Municipality shall have sixty (60) days to cure or rectify the default. If the Municipality fails to cure or rectify the default within the required time period the Province may terminate this Agreement by giving Notice as provided for herein. 10.3 The Province or the Municipality may terminate this Agreement in accordance with the terms and conditions herein if the funds appropriated by the Province for the performance of the Contract Services or any other service, as provided for herein, are withdrawn by the Legislative Assembly. 10.4 Notwithstanding any other provision of this Agreement, either party may terminate this Agreement with or without cause, upon one hundred and eighty (180) days Notice to the other party without benefit or liability to either party. 10.5 In the event this Agreement is terminated, the parties, within sixty (60) days of termination of the Agreement, shall jointly reconcile receivables and payables and pay to the other party monies for any balance remaining as a result of early termination of this Agreement. ARTICLE 11. DISPUTE RESOLUTION 11.1 Any dispute respecting the interpretation of this Agreement or the performance by either party of the obligations contained herein shall be determined by arbitration in accordance with the New Brunswick Arbitration Act and as herein provided. 11.2 The dispute shall be determined by three (3) arbitrators, one to be named by each one of the parties and the arbitrators so chosen shall select one additional arbitrator within ten (10) Business Days. The decision of the majority shall be final and binding. If either of the parties neglect or refuse to name an arbitrator within thirty (30) Business Days of the appointment of the arbitrator of the other party, the arbitrator appointed shall act as sole arbitrator and his decision shall be binding upon the parties hereto. 11.3 Arbitration shall be held in the location of the contracted Municipality, with the costs to be shared equally between the parties. ARTICLE 12. MISCELLANEOUS 12.1 This Agreement shall be governed and construed in accordance with the laws of the Province of New Brunswick. 12.2 No amendment, modification or waiver of this Agreement shall be effective or binding unless in writing and signed by both parties. 8 12.3 The parties to this Agreement shall with reasonable diligence do all things and provide all reasonable assurances as may be required to complete the matters and things contemplated by this Agreement and each party shall provide such further documents and other instruments as may be reasonably necessary to give effect to this Agreement. 12.4 Neither party to this Agreement shall be deemed to be in default of any obligation hereunder when and to the extent that its performance is prevented or delayed by fire, explosion, breakdown of machinery or equipment, natural disaster, or acts of God. 12.5 No act or failure to act or delay in the enforcement of any right by any party shall constitute a waiver of any right under this Agreement, and shall not constitute an approval of or acquiescence in any breach or continuing breach under this Agreement except as expressly agreed in writing and no waiver of any breach of any provision of this Agreement shall constitute a waiver of any preceding or succeeding breach of such provision or any other provision. 12.6 This Agreement constitutes the entire agreement between the parties with respect to the subject matter hereof and all warranties, representations, assurances and commitments, whether oral or written, expressed or implied, which are not expressly set forth in this Agreement are null and void. 12.7 In the event that any provision of this Agreement, or part thereof, is determined to be invalid, void or otherwise unenforceable, the remaining provisions shall be construed as if such invalid, void or unenforceable provision, or part thereof, was omitted and this Agreement shall continue in full force and effect without being impaired or invalidated in any way and the parties agree to be bound by and perform the same thus modified. 12.8 All notices shall be given in writing, by personal delivery, by registered mail, postage prepaid, by courier prepaid, or by fax or other similar written and immediate means of communication addressed to or delivered to such other party at the address appearing below. Notice delivered personally shall be deemed communicated as of actual receipt; if delivered by mail or courier, as of three Business Days following mailing or couriering; and if sent by fax or other similar means, on the day of transmission if sent prior to 3:00 p.m. (local recipient time) on a Business Day and, if not, on the next Business Day of the recipient. In the event of a disruption of postal service in any relevant location, delivery shall not be made by mail. E 497 To the Municipality at: To the Province at: The Fire Chief City of Saint John PO Box 1971 Saint John, NB E21- 41-1 Department of Public Safety Office of the Fire Marshal 65 Brunswick Street, 2nd Floor P.O. Box 6000 Fredericton, New Brunswick E313 5H1 Any party may change its address by giving notice to the other in accordance with this Article. IN WITNESS WHEREOF the Parties have hereunder duly executed this Agreement on the date herein indicated. His Worship Ivan Court Mayor City of Saint John Elizabeth Gormley Common Clerk City of Saint John Date: Hon. Robert Trevors Minister of Public Safety and Solicitor General Date: sm 10 SCHEDULE "A" PRIMARY SERVICE AREA The Municipality shall be responsible to respond, as the principal service providing Hazardous Material Emergency Response Services, for the communities noted in this Schedule. Where there is a Major Hazardous Materials Incident, the Municipality shall provide Mutual Aid Services outside of the Primary Service Area upon the request of the Province. 11 ,.. SCHEDULE "B" FINANCIAL INFORMATION Pursuant to Article 5 of this Agreement: A) Where the Municipality has demonstrated it has met the Regional Scout Team HMERS Standards set out by the Province, the Province shall remit $26,000 to the Municipality for each Fiscal Year of this agreement for the purpose of assisting in the development, maintenance and capacity of a HMERS Regional Scout Team. C) Where the Municipality has rendered a service entirely outside of its municipal boundaries, the Municipality shall issue an invoice to the Province for its contract services in accordance with the following table, which reflects the Guaranteed Response Cost for materials, salaries and travel. The Agreed Hourly Rate used to calculate, this cost is $80.00 (Captain Hourly Rate at time and a half) and will include all incidentals relevant to collective bargaining agreement.) D) The minimum payment for a provincial call out will be for two Hazmat Technicians at the agreed hourly rate in Schedule "B ", for a minimum four hour call out, plus mileage and expenses. E) Where the actual response cost exceeds the revenue generated from the Guaranteed Response Cost noted in this Schedule plus any additional revenues received from the responsible party, the Municipality will submit an itemized invoice for all their expenditures and the Province shall pay the balance. F) The Municipality and the Province shall jointly review the actual costs of delivering Regional Scout Team HMERS on an annual basis, commencing April 1, 2012 and, upon reaching agreement, make changes to the amounts set out in this Schedule on a mutually agreed upon date thereafter. 12 500 SCHEDULE "B" (Continued) Note: • All mileage incurred during response will be paid at $ 2.50 per kilometers. 13 501 4 Hour 8 Hour 12 Hour Response Response Response Labour for team $640 $1,280 $1,920 to respond Meals $30 $60 $90 (15.00 x 2) Overnight $200 Accommodation $30 Overnight Meals (1 Meal) Overnight $1,920 Wages (12 hours rest paid at hourly rate) Labour for clean $160 $160 $160 up /restocking (1 hours for 2 people) Note: • All mileage incurred during response will be paid at $ 2.50 per kilometers. 13 501 SCHEDULE "C" EQUIPMENT TO BE TRANSFERRED TO THE MUNICIPALITY: Item Qty Description Ser# Aim 3250 Detector Barrier Tape 4 yellow, 2 red Binoculars Bull Horn Cell Phone Cell phone Batteries Civil Defense Kit Clipboard Chem - Pendium CD Rom Chemical Data Base Computer Detector Kit, Chemical Agent CMA256A 1 Kit Draeger Tube Kit FH 41 B Radiation Meter First Aid Kit Flash Lights Gas Detection Regulator GPS Portable Hand Free Communication Unit (Peltor Kit) HazMat Library: o "Hazardous" Managing the Incident o Emergency Action Guide o Biological Agent Threats o US Coast Guard Chemical Hazard o Response Information System o Propane Emergency Guide o Airport Emergency Guide o Sector Officer's Guide Book o Canutec Emergency Response Guide Kappler Level "B" Suits Kappler Level "C" Suits Medical Gloves (1 XL, 1 Large, 1 Medium) Motorola Radios Motorola Radio Batteries (Intrinsically Safe) Motorola Radio Charger Nomex Coveralls Portable Charger Equalizer Ratchet Straps Satellite Phone Satellite Phone Battery Spotting Scope Test Gas Cylinder Thermo Radiation Meter Three -way Paper (Chemical agent detector) V -Ray PID Detector V -Ray PID Detector Lamp 14 502 SCHEDULE "D" RESPONSIBILITIES OF A REGIONAL "SCOUT TEAM" The Municipality's responsibilities in establishing a Regional Scout Team Hazardous Materials Emergency Response Service and providing response as required are detailed below. Readiness The Municipality Shall: a) Attain and maintain the ability to respond to a major hazardous materials incident with a minimum of two (2) NFPA 472 certified technicians and the equipment detailed at Schedule "C" on a 24/7 basis to any location within the Primary Service Area . b) Maintain the team at a sufficient level of readiness to respond to 70% of the population within a ninety (90) minute response time. e) Establish and maintain communication protocol with all required emergency providers within their response area. Response Once On Location: The local authority requesting the team is responsible to oversee the incident and is in charge. The Scout Team Leader will: • Establish a line of communication with local emergency personnel. • Integrate with incident command (IC) or the local authority that requested the Scout Team response, i.e. Police, Fire, Ambulance. If no one has established IC, then IC should be established by the Scout Team leader as soon as possible and remain in that Command position until local authorities are capable of assuming that role. • Evaluate the progress of the actions taken by first responders to ensure that they are done safely, effectively, and efficiently. • Evaluate the status of the defensive actions. 1s 503 • Assist in establishing safe perimeters for the Hot, Warm and Cold Zones. • Ensure that this Scout Team does NOT enter any HOT ZONE that requires a Level A suit for protection. • Analyze the hazardous materials incident to determine the magnitude of the problem. a. Survey the hazardous materials incident to identify the containers and materials involved, determine whether hazardous materials have been released, and evaluate the surrounding conditions and take appropriate action; Le. evacuate or protect in place. b. Collect hazard and response information from Material Safety Data Sheet (MSDS), CHEMTREC /CANUTEC /SETIQ; Predict the likely behaviours of a material as well as its container; II. Estimate the potential harm at a hazardous materials incident. • Determine the proper responsive action that should be taken with the information available, including the need to request deployment of a Provincial Heavy HMERS Team. • Assist Incident Command to designate evacuation corridors, and minimise exposures to citizens, fire fighting personnel and equipment. • Take action in any incident within the realm of "scout team" capabilities to rectify hazardous situations with the assistance relevant stakeholders. (i.e. neutralize a product following the guidelines suggested by the CANUTEC Guide, providing neutralization can be completed safely and effectively without the assistance of a heavy team.) • Assess the environmental impact and alert the authorities of any changes. 16 504 Once Established: 1. An update should be forwarded to the incoming Provincial Heavy HMERS team, if applicable. 2. Identify the emergency decontamination procedures as per NFPA 472 standards and provincial training manual. 3. Establish scene control procedures including control zones, emergency decontamination, and communications; 4. Implement the planned response to favourably change the outcomes consistent with the local emergency response plan. 5. Continue to research all hazards in the HOT ZONE. 6. Identify potential decontamination site and decon procedures for the incoming Provincial Heavy Team. 505 REPORT TO COMMON COUNCIL M &C- 2011 -41 March 11, 2011 His Worship Mayor Ivan Court and Members of Common Council Your Worship and Councillors: City of Saim John SUBJECT: Proposed Mini Home on Undeveloped Section of Paisley Street BACKGROUND: On January 5, 2004, Mr. Stephen Byers applied for a building permit to construct a one - family dwelling, consisting of a mini home to be placed on a permanent foundation, at the above -noted site. The location of the site is illustrated on the attached map. Mr. Byers was advised that the permit could not be approved because satisfactory arrangements had not been made for the supply of the necessary street access and services in this subdivision. The matter was considered by Common Council at their meeting of March 8, 2004 pursuant to Section 40 of the Zoning By -Law, which provides as follows: No building may be erected in the City in respect of which, in the opinion of the Council, satisfactory arrangements have not been made for the supply of electric power, water, sewerage, streets or other services of facilities. At the meeting of March 8, 2004 Council decided not to permit the development of the above noted lot as there were significant deficiencies with the access to the property and site services. However, on April 5, 2004, Council did approve the placement of a mobile home on the property as a temporary measure pursuant to the Mobile Home Park By -law. In 2006, the occupants relocated outside of the Province, the dwelling was sold in a mortgage sale, and a family member inhabited the dwelling. Common Council 506 M & C-2011-41 - 2 - March 11, 2011. granted an additional one -year temporary approval at their meeting of May 23, 2006. The dwelling has since been removed from the property. Aerial photos from 2006 and 2010 showing the subject site are attached to the report. The previous applicants have reapplied to place a mini home on the property on a permanent basis, necessitating consideration by Common Council pursuant to Section 40 of the Zoning By -law. ANALYSIS: The Paisley Street subdivision was approved in 1979 as Phase 3 of Woodlawn Park. The developer went out of business shortly afterward. As this was prior to the time when the City required developers to provide a letter of credit or other security to guarantee the completion of all street work and services, the subdivision remains unfinished. Today most of the lots in the unfinished development are owned by a single company (not the original developer). The properties to the east of the site along Paisley Street were accessed by means of a "reserved road" that was part of an earlier unserviced development, known as the Gene D. Wong Subdivision (approved in 1958). The access consists of a shared gravel driveway located within the right -of -way. This land has not been developed as a street, but the City plow does go in as far as the property to the east along Paisley Street (Civic 1285 Red Head Road) and then backs out to Red Head Road. The applicants have had discussions with both Engineering and Planning dating back to at least 1992 and the requirement to develop the street has been known to them since at least that date. The applicant is proposing to place a dwelling on the gravel pad where a mini home was previously located. Staff note this gravel pad encroaches into the Public Street right -of -way for Paisley Street. This area is beyond the driveway for the existing dwellings to the east, although the driveway was extended by the applicant in conjunction with the earlier temporary approval. The dwelling would have access to the municipal sewer along the Paisley Street right -of -way and electrical and telephone services were previously extended to the site. Potable water would be obtained from a private well and vehicular access would be from the extension to the gravel driveway that was previously constructed. The applicant does not propose to make any improvements to Paisley Street. 507 M & C-2011-41 - 3 - March 11, 2011. 1. Existing City Policy Section 40 of the Zoning By -law states that: No building may be erected in the City in respect of which, in the opinion of Council, satisfactory arrangements have not been made for the supply of electrical power, water, sewerage, streets, or other services or facilities. 2. Input from Other Sources Municipal Operations and Engineering indicates that this is an undeveloped section of street right -of -way and the street and services must be upgraded to City standard for development to occur. A sanitary sewer main is available on Paisley Street for connection although municipal water and storm sewer are not available. It is also noted that other lots exist adjacent to this undeveloped right -of -way and approval of this request may lead to further requests for development. If the development is approved, detailed site and drainage plans will be required by Municipal Operations and Engineering for review and approval as part of the Building Permit process. Building and Inspection Services advises that this development will be required to meet the same standards applicable to other mobile or mini homes regarding foundations, anchorage, etc. The Fire Department advises that they have no objection to the proposal, provided that the development adheres to all pertinent sections of the National Building Code and National Fire Code. 3. Financial Implications As suggested by Municipal Operations and Engineering, the most significant concern with this proposal is the potential for further requests for building permits for the other lots on this undeveloped street, some of which are closer to Red Head Road than the subject site. Other developers are required to complete the installation of streets and services in conjunction with their subdivision developments, and this situation should be no different. At the very least, the applicant should provide a minimum "country road standard" paved access and temporary turnaround; however only the use of the existing driveway is being proposed. This, in turn, will make it more difficult for the remaining lots further along Paisley Street to be serviced properly in the future, as the developer would have to build a longer section of the street including the area in front of the applicant's lots. As noted by Municipal 1: M & C-2011-41 - 4 - March 11, 2011. Operations and Engineering, the road and services should be extended as development occurs. There are many existing lots in the City that do not have developed access or services. It is the policy of the City to not issue building permits for these lots unless the street and services are upgraded. RECOMMENDATION: It is recommended that Common Council not approve the development of the proposed dwelling on PID # 55009716 and 55009724, Paisley Street, as satisfactory arrangements have not been made for street access and other services. Respectfully submitted, Ken Forrest, MCIP, RPP Commissioner Planning and Development J. Patrick Woods, CGA City Manager MR 509 M &C- 2011 -41 -5- March 11, 2011. ' / ■ � y WT Tom• '* LT Apo { { LZ � AI s .. � Ni s 13x1': •� t+ } 41.4- r �4 6IFtl ^i- i4 A; %a0 is T a ' P - yti ♦,`? 2006 aerial photo of site and surrounding area showing dwelling q. uP I AT J.0 1211 M SP ' c a 0 �TO�b y t � a M1IMr Tf 2010 aerial photo of site and surrounding area showing gravel pad 510 Illillip ill 11111%l A. Je Scale/6chelle: Not to scale/Pas a 1'6chelle 511 IL ................. PID(s)/NIP(s): 55009716 & 55009724 `-- c cx� �Q 512 Oebbtr 1-1000 #01 Ar,711, JIO 514 w March 4r", 2011 His Worship Ivan Court and Members of Common Council RtN�M�� p Your Worship and Councillors: City of saint john SUBJECT: Telecom Expense Management Software BACKGROUND: A requirement has been identified for a need to better manage our Telephony services from both cost and operational perspectives. The complexity of the City's telecommunication services and the number of resulting invoices from the telecommunication companies is more than a single resource can effectively manage. The invoices for the City's wireless telecommunication services currently require 2 weeks every month of an employee's time to check. A Telecom Expense Management (TEM) solution will automatically download the telecommunication company invoices, analyze the invoices for errors, provide optimization suggestions, and integrate with corporate accounting system facilitating departmental charge- backs. The ultimate benefit of TEM solution is reductions in the City's telecommunication spend by optimization of service plans, fewer accounting or billing errors, and accurate reports. The reporting capability will allow for better insight to future telecommunications tenders and budget analysis. ANALYSIS: Six TEM companies were considered by the City's IT department. The companies were evaluated by the cost of a specific solution and its reporting capabilities. The IT department selected WebCentrex from Dartmouth, Nova Scotia as the best solution. Their ProTMS TEM solution will provide the City with a comprehensive, web -based application to manage its telecommunications assets and expenses. The product is sold in modules, the Wireless Module at $18,750, the Wireless Optimization Module at $12,500, and the Wireline Module at $6,250. WebCentrex have packaged these modules together and offered the City a one -time package cost of $30,000 for the solution. Half the total invoice is payable 30 days after the product is installed, and the remaining $15,000 will be due once the product meets the City's requirements. For more information on the vendor go to www.webcentrex.ca. The only other vendor to meet City's requirements was substantially more expensive. Etelesolv, who are the #1 TEM software and managed service provider in Canada, specialize in an outsourced solution. Their solution has an ongoing license and administration fee of $1,300.00 per month and a one -time cost of $24,900 to implement. For more information about this vendor reference www.etelesolv.com 515 FINANCIAL IMPLICATIONS: The ProTMS TEM solution will cost the City $30,000 in 2011 and $900 per year thereafter and will be budgeted in the IT budget to cover changes in the application code as the telecommunication vendors change their invoice structure. The industry standard for savings after implementing a TEM solution is approximately 3% of the annual Telephony spend. The City's mobility spend in 2010 was $308,000 and is anticipated to grow in 2011. In addition, the mobility bills are currently only checked by IT and Finance staff, a process that requires 2 weeks of effort every month. A TEM solution once implemented will allow these resources to spent greater time managing and optimizing telecommunications costs. RECOMMENDATION: It is recommended that the Quotation submitted by WebCentrex for the procurement of a Telecom Expense Management solution be accepted. Respectfully submitted, Brian Woods Manager of IT, Acting Patrick Woods City Manager 516 , March 14, 2011 Deputy Mayor and Councillors, Subject: Recommended Appointments to Committees The Committee of the Whole having met on February 28, 2011 makes the following recommendations: Taxation Review Committee: To appoint Gerald Hudson from February 28, 2011 to December 31, 2011 Sincerely, Ivan Court Mayor 6-4)-- SAINT JOHN P.O. Box 1971 Saint John, NB Canada E2L 4L1 I www.saintjohn.ca I C.P. 1971 Saint John, N. -B. Canada E2L 4L1 1� 517 February 16, 2011 Your Worship and Councillors: SUBJECT: Proposed Subdivision -1147 Loch Lomond Road On January 31, 2011 Common Council referred the above matter to the Planning Advisory Committee for a report and recommendation. The Committee considered the attached report at its February 15, 2011 meeting. It should be noted that the Committee's recommendation with respect to the rezoning of the property was the subject of a separate letter from the Committee to Council. Mr. Rick Turner of Hughes Surveys and Consultants, representing the applicant, attended the meeting and advised that he was in general agreement with the Staff Recommendation with the exception of the requirement to extend Josselyn Road from its current terminus to the proposed Public Street. Mr. Turner also outlined the community consultation that the applicant undertook on their own behalf. Mr. Turner responded to various questions from members of the Committee regarding the street connection to Josselyn Road. In response to questioning from the Committee, Staff noted not requiring the roadway connection presents operational issues for City operations such as snow removal and garbage collection and would pose a financial risk to the City in that should the connection not be completed by the developer, it may have to be completed by the City. Staff also noted the connection will improve access to Josselyn Road, which currently terminates in a dead end, for emergency vehicles. Mr. Ernie Maber, of 138, Josselyn Road, appeared before the Committee citing a concern with the connection to Josselyn Road. The Committee also received three letters expressing concerns about the proposal and a letter supporting the application. Copies of these letters are attached. Following consideration of the report, letters and presentations, the Committee adopted the staff recommendation with respect to the subdivision of the site. The Committee also approved two variances relating to driveway location and development of a double frontage lot. 518 -2- RECOMMENDATION: 1. That Common Council assent to one or more subdivision plans, in one or more phases, with respect to the vesting of the proposed street, as generally indicated on the photo- reduced tentative subdivision plan entitled `Option 2 Ray Debly Subdivision', as well as any necessary municipal services easements and public utility easements. 2. That Common Council authorize the preparation and execution of one or more City/Developer Subdivision Agreements to ensure provision of the required work and facilities, including detailed engineering and drainage plans for the approval of the Chief City Engineer or his designate. Respectfully submitted, Colin Murray Chairman MR Project No. 11 -021 519 DATE: FEBRUARY 11, 2011 TO: PLANNING ADVISORY COMMITTEE FROM: COMMUNITY PLANNING ® PLANNING AND DEVELOPMENT FOR: MEETING OF FEBRUARY 15, 2011 PREPARED BY: REVIEWED BY: Mark Reade, P. Eng., MCIP, RPP Senior Planner SUBJECT: Name of Applicant: Name of Owner: Location: Ken Forrest, MCIP, RPP Commissioner Columbian Charities Council 6595 (2004) Inc. Raymond and Janet Debly 1147 Loch Lomond Road PID: 00434548 (portion) Municipal Plan: Low Density Residential Zoning: Existing: "RS -2" One and Two Family Suburban Residential Proposed: "RM -1" Three Storey Multiple Residential Proposal: To subdivide a portion of the lot and construct a 44 -unit residential building Type of Application: Rezoning, subdivision, and variances to: a) Permit a driveway within 10 metres of an intersection of two street lines; and b) Permit the development of a double frontage lot. 520 Columbian Charities Council 6595 (2004) Inc. 1147 Loch Lomond Road JURISDICTION OF COMMITTEE: Page 2 February 11, 2011 The Community Planning Act authorizes the Planning Advisory Committee to give its views to Common Council concerning proposed rezoning applications. The Committee's recommendation will be considered by Common Council at a Public Hearing on Monday, February 28, 2011. The Act also authorizes the Planning Advisory Committee to grant reasonable variances from the requirements of the Zoning By -law and Subdivision By -law. The Committee can impose conditions. In addition, the Act authorizes the Planning Advisory Committee to give its views to Common Council concerning the subdivision of land, including the assent of streets, land for public purposes, and public utility easements, as well as the authorization of City /Developer Subdivision Agreements. STAFF RECOMMENDATION TO COMMITTEE: 1. That Common Council rezone a parcel of land having an area of approximately 1.8 hectares, located at 1147 Loch Lomond Road, also identified as being a part of PID Number 00434548 from "RS -2" One and Two Family Suburban Residential to "RM -1" Three Storey Multiple Residential. 2. That, pursuant to Section 39 of the Community Planning Act, the development and use of a parcel of land having an area of approximately 1.8 hectares, located at 1147 Loch Lomond Road, also identified as being a part of PID Number 00434548 be subject to the following conditions: (a) The developer must pave all parking areas, loading areas, vehicle manoeuvring areas and driveways with asphalt and enclose them with continuous cast -in -place concrete curbing where necessary to protect the landscaped areas and to facilitate proper drainage; (b) The developer must provide adequate site drainage facilities in accordance with detailed site grading and drainage plans and design brief, prepared by the developer and subject to the approval of the Chief City Engineer or his designate, indicating how storm water collection and disposal will be handled; (c) The developer must provide an engineering water and sewer analysis determining the impact of the development on the existing infrastructure, and a detailed engineering servicing plan for the approval of the Chief City Engineer or his designate; (d) The developer must landscape all disturbed areas of the site not occupied by buildings, driveways, walkways, parking and loading areas; (e) The site shall not be developed except in accordance with a detailed site plan, landscaping plan and building elevation plans, prepared by the developer and subject to the approval of the Development Officer, indicating the location of all buildings, structures, parking 521 Columbian Charities Council 6595 (2004) Inc. 1147 Loch Lomond Road Page 3 February 11, 2011 areas, vehicular manoeuvring areas, driveways, loading areas, signs, exterior lighting, exterior building materials and finishes, landscaped areas, and other site features; (f) The approved plans mentioned in conditions (b) and (g) above must be attached to the application for building permit for the development; (g) All site improvements shown on the approved site plan, landscaping plan and drainage plan must be completed within one year of occupancy; (h) The developer must complete a traffic study to determine if a marked crosswalk is required at the intersection of Loch Lomond Road and the proposed Public Street and determine the impacts that the roadway connection of the proposed Public Street and Josselyn Road extension will have on traffic patterns on existing streets and if modifications to existing intersections and /or crosswalks are warranted; and (i) The developer must complete, at his expense, the construction of the proposed Public Street as well as the prolongation of Josselyn Road from its present terminus to its intersection with the proposed Public Street, within one year of occupancy of the building. 3. That Common Council assent to one or more subdivision plans, in one or more phases, with respect to the vesting of the proposed street, as generally indicated on the photo- reduced tentative subdivision plan entitled `Option 2 Ray Debly Subdivision', as well as any necessary municipal services easements and public utility easements. 4. That Common Council authorize the preparation and execution of one or more City /Developer Subdivision Agreements to ensure provision of the required work and facilities, including detailed engineering and drainage plans for the approval of the Chief City Engineer or his designate. 5. That the Planning Advisory Committee grant the following variances to: a) Permit a driveway within 10 metres of an intersection of two street lines subject to the conditions that the driveway is to be located across from the proposed Public Street and a stop sign is to be placed at the end of the private driveway. The applicant is be responsible for the installation and associated costs as well as all future maintenance and costs of the stop sign; and b) Permit the development of a double frontage lot. INPUT FROM OTHER SOURCES: Municipal Operations and Engineering has the following comments regarding the application: There is no municipal water, sanitary and storm sewer servicing available for connection from the property line to service this development. Extension of the existing water and sanitary sewer infrastructure from Josselyn Road to the proposed site would be the full responsibility and cost 522 Columbian Charities Council 6595 (2004) Inc. 1147 Loch Lomond Road Page 4 February 11, 2011 of the applicant /owner. Extension of the existing storm sewer from Loch Lomond Road to the proposed site would be the full responsibility and cost of the applicant /owner. Detailed engineering plans and design brief must be submitted to the City by the applicant's engineering consultant for review and approval by this department. • The applicant's engineering consultant must provide to the City the requirements for water, sanitary and storm servicing and ensure the City's systems can adequately service the requirements of this proposal. Should the applicant's engineering consultant determine this development needs water pressure boosted to satisfy their water requirements, this private booster system shall be the full responsibility of the applicant /owner and all associated costs thereto. • The closest fire hydrant is located near 126 Josselyn Road. Should a fire hydrant be required closer to this proposed development, it shall be the full responsibility and cost of the applicant /owner to install. • City approved water meter and appropriate backflow prevention must be installed by the owner. • It is the responsibility of the owner's engineering consultant to submit site grading and storm drainage plans and design brief to this department for review and approval. • Josselyn Road is to be extended to intersect with the proposed new Public Street when the new street is constructed. The extension of Josseyln Road (and the new construction of the proposed Public Street) would be the full responsibility and cost of the applicant. • The proposed new Public Street is to be constructed to a Local Street standard by the applicant. • The driveway for the proposed apartment building should be located a minimum of 10 metres from the intersection of Josselyn Road and the proposed Public Street If this minimum distance cannot be met, the driveway is to be located across from the proposed Public Street and a stop sign is to be placed at the end of the private driveway. The applicant would be responsible for the installation and associated costs as well as all future maintenance and costs of the stop sign for this private driveway. • The existing driveway to the residence at 1147 Loch Lomond Road is to be relocated to connect to the proposed Public Street at a minimum distance of 10 metres from the intersection with Josselyn Road. A detailed site plan showing the new location and width of this driveway is to be submitted to this department for review and approval. (The existing driveway from 1147 Loch Lomond Road shall connect to the proposed Public Street and not directly onto Loch Lomond Road.) • It is the responsibility of the applicant /owner to provide for solid waste collection. • The applicant's traffic engineering consultant must review the intersection of the proposed new Public Street and Loch Lomond Road to determine if a marked crosswalk would be warranted at this location. The consultant must confirm that appropriate site distances are available at this intersection. • The applicant's traffic engineering consultant must review what impacts the proposed development will have on the traffic patterns of existing connecting streets and determine if any modifications to existing intersections and/or crosswalks are warranted. Buildings and Inspection Services notes there are no apparent Building Code issues at this time based on the information provided and have no concerns at this point in the process. Saint John Fire Department has been informed of the application. 523 Columbian Charities Council 6595 (2004) Inc. 1147 Loch Lomond Road Saint John Police Force has been informed of the application. Page 5 February 11, 2011 Saint John Transit serves this location on Loch Lomond Road with both the Loch Lomond and Champlain/Lakewood routes. Leisure Services has been informed of the application. Real Estate Services are of the opinion a public street connection should be constructed to Loch Lomond Road. Geographic Information Systems (Planning and Development) advise that Columbus Court is not an acceptable street name from an emergency dispatch / civic addressing perspective as Columbus already exists as a street name in the City. N.B. Department of Environment has been informed of the application. N.B. Department of Community Services has been informed of the application. Saint John Energy has been informed of the application. Bell Aliant has been informed of the application. Rogers has been informed of the application. Maritimes & Northeast Pipeline, Enbridge Gas and Brunswick Pipeline have been informed of the application. Maritimes & Northeast Pipeline and Brunswick Pipeline advise this area is clear of their facilities and work will not be occurring near their infrastructure. ANALYSIS: Subject Site and Proposed Development The subject site is located on the north side of Loch Lomond Road east of (and across from) the Hickey Road intersection. Currently a single - family dwelling and associated accessory buildings are located in the northeast corner of the property. The applicant is seeking approval to subdivide a 1.62 hectare lot from the 7.32 hectare parent parcel which will be accessed by a proposed Public Street. A 44 -unit, three storey apartment building will be constructed on the subdivided property. The applicant has indicated that the building will be rented to seniors with half of the units rented at market rates and the other half being subsidized units subject to a project agreement with the Province of New Brunswick, although this could change should the agreement or funding program end. The proposed lot has a frontage of approximately 32 metres and a depth of 190 metres. Elevations of the site range from 53 metres at the proposed Public Street frontage to 75 metres in the northern portion of the site. 524 Columbian Charities Council 6595 (2004) Inc. 1147 Loch Lomond Road Page 6 February 11, 2011 Surrounding Area The immediate area surrounding the site is largely zoned "RS -2" One and Two Family Suburban Residential and contains single - family residential development with a mix of lot sizes. To the east of the site, two areas of "I -1" Light Industrial zoning include an automobile dealership and an area of vacant land which from air photo information appears to be used as a storage yard for heavy equipment. A convenience store and gas bar are located further to the east along Loch Lomond Road and are zoned "B -2" General Business. On the south side of Loch Lomond Road, lands are zoned `B -2" General Business and " "SC" Shopping Centre and contain commercial uses such as a food store, coffee shop and building supply / hardware store. Municipal Plan Direction The subject site is located within the area along Loch Lomond Road designated as Low Density Residential by the Municipal Plan. The proposed density of the site is 27.5 units per net hectare which is below the upper threshold of 38 units per net residential acre for low density areas established in Section 2.4.4.3 of the Municipal Plan. The Plan also designates a District Centre at the Loch Lomond Road / Hickey Road intersection. The intent of the District Centre designation is to create a cluster of commercial uses to serve as a focal point for the surrounding community. Section 2.4.6.18 of the Plan notes that clustering of medium and high density residential uses around district centres should be encouraged. While, the density of the site meets the definition of a low density development in the Municipal Plan Staff are of the opinion that Section 2.4.6.18 is met in that it is a higher density than that found in the surrounding neighbourhood and thus meets the intent of Section 2.4.6.18. Section 2.4.4.4 of the Plan is also met in that the development provides for a higher density site close to a District Centre, the site design is such that the massing of the proposed building does not affect the adjacent residential properties, and the area is serviced. Based on the review of the Municipal Plan policies, the proposed use meets the intent of and is in conformity with the Municipal Plan. Zoning By -law The proposed lot is situated in an "RM -1" Three Storey Multiple Residential zone and can meet all of the requirements of the Zoning By -law. However, it should be clearly understood that the parking calculation is based on the fact that the building will be occupied by seniors and, in such instances, the By -law allows for a less stringent parking requirement. Specifically, the By -law requires a minimum number of 26 on -site parking spaces, whereas 42 are provided (a surplus of 16 spaces). Should the tenant mixture change in the future and become less focused on the seniors demographic, the minimum required number of off - street parking spaces may increase up to 55, the resulting shortfall necessitating either the implementation of additional on -site parking or a subsequent variance application which may not be supported. Building and Site Design 525 Columbian Charities Council 6595 (2004) Inc. 1147 Loch Lomond Road Page 7 February 11, 2011 The building will contain 20 -1 bedroom units, 22 -2 bedroom units and 2 accessible 1 bedroom units. A preliminary perspective drawing of the building is attached to the report. The three storey building will have a pitched roof and will be approximately 11.43 metres in height. This proposed height meets the requirements of the "RM -1" Three Storey Multiple Residential zone for buildings having heights in excess of 11 metres. Staff recommend that a Section 39 condition be imposed requiring that the applicant prepare building elevation drawings for approval by the Development Officer prior to the issuance of a Building Permit to ensure it corresponds with the intent of the drawings provided to -date. This condition has been imposed on recent applications to ensure that the design meets the community expectations and the intent of the proposal put forth during the rezoning process. To ensure conformity with the proposal, a site plan is also recommended to be submitted with the building permit application for approval by the Development Officer. Standard conditions are also recommend requiring curbing and paving of the parking area and landscaping of all undisturbed areas of the site on which parking, driveways and buildings are not located. Municipal Operations has recommended standard conditions requiring the preparation of a site drainage and stormwater management plan and servicing drawings for the site. Staff recommend these be Section 39 conditions for the rezoning. Staff also recommend that the developer complete a traffic study to review if a marked crosswalk is required at the intersection of Loch Lomond Road and the proposed Public Street and what impacts the proposed roadway connection of the proposed Public Street and Josselyn Road extension will have on traffic patterns on existing streets and if modifications to existing intersections and/or crosswalks are warranted. Staff are of the opinion this review is warranted as pedestrian demand may exist to cross Loch Lomond Road to access the commercial area at the Hickey Road intersection. In addition while the roadway connection will improve access to the Josselyn Road area eliminating a long dead end street, the traffic impacts of the connection to Loch Lomond Road should be assessed. Subdivision Access to the proposed site will be from a Public Street to be constructed from Loch Lomond Road, an approximate distance of 90 metres. Plans submitted by the applicant indicate that Josselyn Road will be extended eastward in the future to connect with the proposed Public Street. In addition, based on discussions with the applicant's surveyor, Staff are of the understanding that Josselyn Road will be extended easterly, beyond the intersection with the proposed Public Street to provide access to the parent property when it is developed. Staff recommend that a condition be attached to the rezoning requiring the connection and construction of the existing portion of Josselyn Road east of the proposed Public Street with the proposed Public Street. Staff also recommend that the necessary agreements be drafted to facilitate development of the proposed subdivision and that the Committee recommend that Council assent to the proposed Public Street. This will ensure that two dead end roadways do not exist in close proximity to one another improving the efficiency of snow removal operations. 526 Columbian Charities Council 6595 (2004) Inc. 1147 Loch Lomond Road Page 8 February 11, 2011 Lands for Public Purposes are not required for the proposed subdivision in accordance with Section 22(2) (d) of the Subdivision By -law. Requested Variances Two variances are required for the proposed development to: a) Permit a driveway within 10 metres of an intersection of two street lines; and b) Permit the development of a double frontage lot. The variance to permit a driveway within 10 metres of an intersection of two street lines is supported by Staff based on the understanding that the driveway will be directly across Josselyn Road from the proposed Public Street. With the extension of Josselyn Road to the east to provide access to the remaining lands in the future, Josselyn Road would be the through street with stop signs providing traffic control on the driveway and Public Street approaches to the intersection. Staff recommend that the location of the street and the requirement for a stop sign on the driveway approach to the intersections be conditions of the variance. With the construction of the proposed Public Street, the portion of the parent property immediately to the west of the new Public Street will constitute a separate lot with roadway frontage on both Josselyn Road and Loch Lomond Road. Section 17(4) of the Subdivision By -law prohibits the creation of a double frontage lot (access on two opposite ends of a lot). Staff are of the opinion that a variance to permit the creation of the lot is reasonable given that the lot can be subdivided and meet the frontage and depth requirements of the "RS -2" One and Two Family Suburban Residential zone. CONCLUSION: Staff is of the opinion that it is appropriate to re -zone the subject property to " "RM -1" Three Storey Multiple Residential given that it meets the intent of the Municipal Plan and its proximity to a District Centre. Standard Section 39 conditions are recommended to provide for site design, building design and landscaping standards along with a traffic study. The required variances for the creation of a double frontage lot and driveway location can be approved. The requested subdivision can also be approved. MR Project No. 11 -021 527 i is . . ... ...... I dl RSam waa thr-okAx j, ol a 0 10d 1r, 'wp Subject Site/site en question: ------7 --------------- • M- r ' ma- W. 528 si ' 1p ~ \ `` 5L4 C) cl CL ~ \ `` t �3 530 I 0 531 I HUGHES SURVEYS & CONSULTANTS INC. 575 Crown Street Saint John, NB. E21- 5E9 Phone: (5061624-1717 Pnv- ismai 9!1A n'7rh EM Mark Reade Planning & Development Cit.� of Saint John 10t Floor, City Hall Me transmir. For Your, Forwarded from the printer Mailed under separate cover To be picked up Approval Distribution HUGHES NNMMEWI� Project: Project No.: Y10 -242 Date: February 8, 2011 By Hand (X) Enclosed Fax O Review and Comment (X) Information and Use PER: Richaid Turner 532 z, V "eZ1. 611 /2 & .4, Thank you for your com ments and suggestions 533 ,» ^ Thank you for your comments and suggestions N i 535 .1 FEB-14-2011 10:44 From: To:1 P.1/3 February 14, 2011 City of Saint John 1 ' 'TW7rj, I ee TwTJ' Tel: 6744238 Fax: 658-2837 UM Me MR-M JAM MIMUMI MOM V41 Please see the attached 2 sheets with names opposed to the rezoning of 1147 Loch Lomond Rd to allow a multi-unit apartment building and we Oppose the extending of Josselyn Rd to join onto the proposed Columbus Court driveway leading to the proposed building, Please Note: The signatures attached represent 97% of the residents of Josselyn RIS We believe the quiet way of life we now enjoy would be eroded if Josselyn Rd was extended and that Josselyn Rd would be unsafe as it was never designed for heavy traffic only single family use and would be unable to handle increased amount of vehicles from the proposed apartment complex and other vehicles now using Loch Lomond Rd. that wanted to avoid the traffic lights and take a short-cut to the malls. We believe that this rezoning would not only create a dangerous situation for families living on Josselyn Rd., we believe that the proposed apartment complex would increase traffic further on an already very busy Loch Lomond Rd. With Respect Ernie Taber (506) 696-8781 537 'FEB -14 -2011 10:44 From: To.1 P 2/3 We, the undersigned oppose the re-zoning of 1147 Loch Lomond Road to allow for construction of a three-story, 42 unit apartment building because of the increase in traffic to a already heavily-used and busy Loch Lomond Rd. and the increase to area property taxes because of the construction of a multi-million dollar apartment complex in the area. We also oppose the extension planned for Josselyn Rd, to meet up with the drive-way leading to the proposed apartment building, If re-zoning is approved, additional apartment buildings could quickly follow, adding further increases to traffic and taxes and eroding the quiet "country -like" setting this area now enjoys. 1. 2. 3. 4. 5. 6. 7. 13. 14, Is. 16, I J Al 538 0 „FEB-16,-2011 10:44 From; To: 1 P-3/3 We, the undersigned oppose the re-zoning of 1147 Loch Lomond Road to allow for construction of a three-story, 42 unit apartment building because of the increase in traffic to a already heaviJy-us' ed and busy Loch Lomond Rd. and the increase to area property taxes because of the construction of a multi-million dollar apartment complex in the area. We also oppose the extension planned for Josselyn Rd. to meet up with the drive-way leading to the proposed apartment building. If re-zoning is approved, additional apartment buildings could quickly follow, adding further increases to traffic and taxes and eroding the quiel "country-like” setting this area now enjoys. 2. H DI Name: Addmu 4177 Tc,5 15L Y41 A04W 91 10. Iiij 12, In 14. Is. 16. 539 Lockhart, Lynda Fromm: DnnCuUinen |hnan@nb.aibn.conl Sent Monday, February 07, 2011 10:41AM To: External - Planning Subject: 1147 Loch Lomond Road Good morning We have received the proposed zoning application and would support it Thank you for your time Don(|uUinon Donald F. Cullinan Law Offices 56 Canterbury Street Saint John NB E2L 2C5 � 541