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2012-07-23_Agenda Packet--Dossier de l'ordre du jourCity of Saint John Common Council Meeting Monday, July 23, 2012 Committee of the Whole Si vous avez besoin des services en frangais pour une r6union de Conseil Communal, veuillez contacter le bureau de la greffi &re communale au 658 -2862. 1. Call to Order Each of the following items, either in whole or in part, may be be discussed in private pursuant to the provisions of Section 10 of the Municipalities Act and Council /Committee will make a decision(s) in that respect in Open Session: 4:30 p.m. 8th Floor Boardroom City Hall 1.1 Legal Matter 10.2(4)(g) 1.2 Legal Opinion 10.2(4)(f)(g) 1.3 Employment Matter 10.2(4)(b)o) 1.4 Financial Matter 10.2(4)(b) 1.5 Land Matter 10.2(4)(c) (d) Regular Meeting 1. Call to Order — Prayer 5:00 p.m. Council Chamber 2. Approval of Minutes 3. Adoption of Agenda 3.0 Shared Risk Pension Model Items Forwarded from July 16, 2012 Council Meeting 3.1 Citizen Online Crime Reporting System (Councillor Norton) 3.2 2013 Budget Process (Councillor McAlary) 3.3 Budget 2013 - Schedule for Meetings & Public Consultation (Councillor Snook) 3.4 Mispec Park (Councillor Fullerton) 3.5 Committee to Represent the Interest of Citizens - Taxpayers in Regards to the Pension (Councillor Fullerton) 3.6 Costs of Legal Services (Councillor Fullerton) 3.7 Public Transportation Tax Reforms and Innovative Transportation Solutions Tax Relief and Reforms (Councillor Snook) 3.8 Utilizing Vacant or Underutilized Space at Saint John Transit Operations Centre (Councillor Norton) 3 3.9 The Cherry Brook Zoo (Deputy Mayor Rinehart) 3. 10 Performance Management Plan (Deputy Mayor Rinehart) 3.11 Memorials (Deputy Mayor Rinehart) 3.12 Media Briefing Notes & Teach -In (Deputy Mayor Rinehart) 3.13 Appointee Relationship (Deputy Mayor Rinehart) 3.14 City Manager: Proposed Change to Market Place West Master Plan 3.15 Buck Letter Re: Sydney Street Bus Shelter (Recommendation: Refer to Transit Commission to consult with the Heritage Board and the Police Commission) 3.16 P. Whitebone Letter Re: Unsightly Property 16. Adjournment 9 SHARED RISK PENSIONS A NEW MODEL FOR NEW BRUNSWICK Task Force on Protecting Pensions What's wrong with the system? Designed at a time when: Interest rates were high; Stock market was strong; Businesses were expanding; and People retired later and did not live as long as they do now. It was reasonable to believe pensions were safe in the 1980s economy [:1 What has changed since then? Recent events (Fraser Papers, St. Anne's- Nackawic etc.) have shown that pensions are not as safe as once thought Interest rates are at lowest levels in 60 years Stock markets move up and down very quickly (global financial stress) 7 The effects of market swings Booked Pension Expense in $ Millions 300 200 100 0 -100 -200 ' o`' o° o� o° o° �° �° �o �o �o E:1 PSSA ® TPA Illustration of Stable Approach E:3 What has changed since our pension system was designed? People live longer Retiree life expectancy has been rising at about 1 year per decade — and is expected to continue to do so Baby Boomers are now retiring in increasing numbers Many pension plans have promised more than they can pay 01 Working shorter, living longer 30 25 20 ILI Its] 0 Life expectancy at retirement 1970s `] 0 Today Government identifies problems and acts Situafflo%M, Defined benefit pension plan members think pensions guaranteed by law. Required contributions high and deficits exist. Province faces similar challenges with own plans. 11 ■ Reality is different. ■ Guarantee only as good as sponsors' willingness and ability to pay. ■ Employers and employees look to Province for relief. ■ Swings in costs very high • hurt in both directions; and • will only get worse Task Force on Protecting Pensions Mandated to revise the pension system to achieve: Security Sustainability Affordability 12 Task Force Principles Security, Sustainability, ■ High degree of pension security for members and Affordability ■ Stable contributions for employers and members ■ Robust risk management Transparency ■ Pension goals and risks clearly stated up -front • Who shares in risks and rewards and by how much is pre - established in the pension plan documents • Everybody knows what the "pension deal" is Equity ■ No party can game the system at the expense of another ■ All groups of members treated consistently Accepted recommendations from the International Monetary Fund for Canadian pension plans 13 Task Force on Protecting Pensions Public consultation received many briefs identified troubled pension plans Conducted research to find best regulated pension systems in the world Adopted worldwide best pension practices 14 Task Force on Protecting Pensions Building and testing a solution: Developed a shared risk pension plan and stress - tested it thoroughly on many levels with many pension plans over one year Tests show that NB shared risk plan works in all but the most severe depressions 15 Moving to a shared risk pension plan Changes are incremental over 40 years and go- forward Past pension amounts do not change Introduce legislation to allow pension plans to offer much higher benefit security base benefits are very strongly funded (97.5 %) extra benefits like cost of living increases are strongly funded (75 %) Shared risk pension plans must do annual in -depth stress - testing W1 Changeto "secure risk /reward sharing" from "guaranteed wishful thinking" If investment markets are bad, delay benefit increases If investment markets are excellent, make up for missed benefit increases Contributions are designed to be stable over the long term 17 Establishing stability Plan deficit funding over 15 years is a priority May require higher contributions Extra benefits no longer "automatic" but paid as money available Shift retirement age up gradually over next 40 years as life expectancy increases — no sudden shocks 9.01 1. Status quo ■ Serious challenges for hospitals plans current Defined ■ Very high pension contributions at times Benefit (DB) plans ■ Large swings in pension costs ■ Not sustainable under certain scenarios ■ Potential negative impact on credit rating 2. Convert to Defined ■ High conversion costs because of Contributions (DC) large pension liabilities • All risks to plan members • Insufficient pensions for some members 3. Shared Risk Plan ■ Take best features of DB and DC • Shared risks with plan members • Remove future indexing guarantees • High degree of benefit security but no absolute guarantees W:l x x Testing and financial implications Significant research and analysis behind the Task Force recommendations 1,000 potential scenarios tested over next 20 years for 4 plans with a range of parameters LC4call testing goal 1. Minimum of 97.5% probability that base pension benefits never have to be reduced 2. Average Indexation of at least 75% of CPI 3. Stable contributions with no required increases above 1 % of payroll and decreases above 2% of payroll in total (shared 50/50) 9111 EXCEEDED EXCEEDED MET N� while delivering on two critical goals above If your plan is underfunded, a secure plan does cost more How much more? For employees between 1.2% and 2.8% For employers between 1.2% and 3.9% 21 O What the new model looks like in practical terms 22 ( � 7s�'\\\ -- , "11 Alice: aged 70, retired Because all changes are incremental and on a go- forward basis, the amount I presently receive will not decrease by moving to the new model. Future cost of living increases are no longer capped, but are conditional on plan investment performance. My pension is protected better than ever before. The system is built to provide increases over time. 23 Bob: Late - career 58 with 28 years experience These changes are incremental, so the effect on me is quite small. As with Alice, my future cost of living increases will be dependent on plan investment performance. If I was planning to retire tomorrow, will notice no difference. If my planned retirement is still a little ways off, I can retire when I planned to with only a very small pension reduction A I can work a little bit longer and receive the same pension. 24 Carole: Mid - career Everything I have earned up to now is protected at transition. To ensure the long -term security of the plan, I will likely be paying increased contributions and working somewhat longer. I am investing in my retirement. have time to plan and can have confidence in the security of my pension. 25 Donald: Early career 1 - - I am not subsidizing someone else's pension. I will probably pay larger contributions towards my pension and will be working longer. can have confidence that my pension will be there when it is time for me to collect it, and for as long as I need to collect it. 9101 Change in retirement age needed to keep pension retirement $constant Late - career Mid - career Early career New employee 1 year or less 2 or 3 years 3 to 4 years About 4 years 27 About 26 years About 26 years About 26 years About 26 years How do benefits under the new model compare to the benefits under the old model? Depends on many factors and actual economic performance, different between groups and between age cohorts within those groups, etc. Best estimates are: Between 99.8% and 105.5% 91:3 Specific plans moving to new model t ?eYND UNION AT Ju N ou veau -Elrum wick C T� it "r- New Brunswick Pipe Trades " Health, Welfare and Pension Plani„� %e'7 Features of the new model Shared contribution —known in advance Clear funding guidelines Sound investment policy Robust risk management Clear disclosure to members Managed by independent board of trustees Rill Bottom line: employees Contributions will be stable, but may increase Later retirement for younger employees Conditional indexing High degree of benefit certainty - but no absolute guarantees Fair to employees of all ages 31 Bottom line: taxpayers Reduced future risk Known and stable pension costs Avoid reductions in programs and services because of pension costs 32 091 Features of the new model Shared contribution —known in advance Clear funding guidelines Sound investment policy Robust risk management Clear disclosure to members Managed by independent board of trustees KE i wv� The City of Saint John His Worship Mel Norton and Members of Common Council Your Worship and Councillors: Subject: Citizen Online Crime Reporting System A recent study by the Delta, B.C. (population 102, 939) Police Department revealed that 12% of all calls received in 2010 would have qualified for online reporting. The findings of this study have also prompted the Surrey RCMP to investigate the implementation of a Citizen Online Crime Reporting System. Such a system is currently being used by many police agencies in Canada and the United States, such as Toronto, London, Saskatoon, Regina, Calgary, and Portland, Maine to name a few. Given our success and recognition in the field of intelligence -led policing it is advisable to continue the progressive course in how we do business, as we seek to offer police services to our citizens in innovative ways. The criteria for filing an online report are generally standardized across jurisdictions and are used for filing non - emergency reports immediately. With few exceptions most online reporting criteria falls under one of the following categories: (1.) identity theft or fraudulent scams; (2.) theft under $5,000; (3.) lost property under $5,000; (4.) mischief /willful damage /graffiti to property; (5.) mischief /willful damage /graffiti to vehicle; (6.) harassing communications; (7.) theft from motor vehicle under $5,000 The advantages of submitting online police reports are numerous and build efficiencies into our current system that has been traditionally handled by calling the non - emergency number at 648 -3333. Online reporting is a service enhancement that allows reporting to be done virtually anywhere the Internet is available. The Police Department can better allocate resources to keeping officers on the street instead of staffing for low- priority telephone reports. The monetary savings to be experienced by online reporting vs. staff receiving and inputting telephone reports is being realized at departments across the country. Waiting for an officer to take minor incident reports can now be diverted through the implementation of an online reporting system. In addition, some municipalities have experience additional value -add by facilitating the reporting of police tips, applications, reports regarding abandoned vehicles, streetlight outages, and even barking dogs. Motion: Request that the Police Commission investigate the implementation of a Citizen Online Crime Reporting System and report back to council with a recommendation in six weeks. Respectfully Submitted, (Received via email) Greg Norton, Councillor (Ward 1) City of Saint John 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 40 35 July 9, 2012 His Worship Mel Norton and Members of Common Council Your Worship and Councillors: Subject: 2013 Budget Process Although it may seem far away I believe that it is time to set a commencement process for our Budget deliberations. We are a new Council and we will need time to familiarize ourselves with all aspects of the Budget and it would be desirable to avoid undue stress and panic. Viewing and setting a budget is very time consuming and most important for our community. I would like to see our City Manager prepare and send out a letter to all Departments, Boards and Commissions that will require funding from the City of Saint John by late August requesting that they in turn prepare for us a detailed business plan for what funds that they will require for the year 2013 to undertake their duties and requirements. I would assume that we would have no increase in spending for each department and that they would at least follow last year's allotment although perhaps input is needed from the City Manager. The City Manager should receive confirmation of all requested funds by end of September. The second step: from first of October to end of November, we the Council could allocate every other week to hear in Open Session all presentations from those submitting. Presentations being 10 minutes in length (as we will have already read their presentation) followed by questions and then referred to City Manager. By the end of November we receive confirmation from the Province on our funds from the Unconditional Grant and Assessment Rates and at that time the City Manager will proceed to prepare Draft Budget for our review. If we follow this time frame we can successfully vote and confirm our Budget for 2013 at our final Council Meeting prior to the Christmas Season. In the Municipalities Act we are required to submit our Budget to the Province by year end. Motion: To request the City Manager to commence Budget process in a timely fashion so that we can obtain our 2013 Budget prior to year end. Respectfully Submitted, (Received via email) Shirley McAlary, Councillor City of Saint John SAINT JOHN P.O. Box 1971 Saint John, NB Canada E2L 41-1 ; www,saintjohn.ca I C.P. 1971 Saint John, N. -B. Canada E21- 4L1 36 July 12, 2012 His Worship Mel Norton and Members of Common Council Your Worship and Councillors: Subject: Budget 2013 - Schedule for meetings & Public consultation It has been my experience over the past four years that the City of Saint John has struggled to deliver a budget that complies with the deadline established by the Provincial Government. I am requesting that Common Council be provided with a schedule for our 2013 budget meetings in order to better ensure we are successful in passing this year's budget on time. Also, I am requesting that staff provide feedback to Council on how best to implement pre- budget consultations with the public. Motion: Refer to City Manager Respectfully Submitted, (Received via email) Donnie Snook, Councillor City of Saint John 44)-- SAINT JOHN ---�� P.O. Box 1971 Saint John, NB Canada E21L 4L1 I wwwsaintjohn.ca I C.P. 1971 Saint John, N. -B. Canada E21L 4LI 37 ,c� July 9, 2012 His Worship Mel Norton and Members of Common Council Your Worship and Councillors: Subject: Mispec Park The Citizens are speaking loudly and frequently concerning their desire for repairs and services at Mispec Park. The City has no money in the budget for Mispec Park, so we need to look at other ideas. I was sent an email by Dennis and Janice Griffin with an interesting idea regarding selling the gravel at Mispec Park and leveling the parking lot at the same time. There are a lot of businesses on the East Side including the areas of Bayside Drive, the Industrial Park and the Red Head Area. I would propose that we send a letter from the City to each East side business, offering to allow them to perform or "sponsor" certain repairs or services at Mispec Park and they could be listed on signage at the park as our "Good Neighbours ". MOTION: That Council send a letter to each East side business, offering them the opportunity to "pitch in" as a "Good Neighbour" with either labour, materials or money to revitalize Mispec Park and to pay for services to attend to the washrooms etc. MOTION: That Council direct City Staff to investigate the idea put forward by Dennis and Janice Griffin regarding selling the gravel from Mispec to level the parking lot and to raise the money to maintain Mispec Park going forward. Respectfully Submitted, (Received via email) Susan Fullerton, Councillor City of Saint John SAINT JOHN P.O. Box 1971 Saint John, NB Canada E2L 4111 www.saintjohn.ca I C.P. 1971 Saint John, N. -B. Canada E2L 41-1 W July 9, 2012 His Worship Mel Norton and Members of Common Council Your Worship and Councillors: Subject: Committee to Represent the Interest of Citizens /Taxpayers in Regards to the Pension I am extremely concerned that there is no one person or group specifically tasked with looking after the interests of the Citizens /Taxpayers with respect to the current pension review being undertaken by the Provincial Task Force. There are representatives on the Pension Board from the Unions, the Retirees and so on, and in fact, ALL pension board members have a fiduciary responsibility to look out for the best interests of the pensioners current and future. I am unclear what role, if any, the Pension Board is playing in this whole process. It is vital that a Committee of Council be struck which will look into the pension, as a whole, ask the hard questions and demand timely answers. This Committee, like various unions and other pension beneficiaries must meet with the Provincial Pension Task Force to discuss the citizens /taxpayers position. Someone MUST represent the citizens /taxpayers in this process. I have been doing a lot of research and study on this, and I would very much like to be a part of this new committee. MOTION: That Common Council immediately form a committee (including members of Council and qualified outside parties) to represent the interests of the Citizens /Taxpayers during the ongoing Provincial Pension Task Force deliberations and beyond. This committee must be fully empowered by Council to gather the appropriate information from whatever source, and develop a position for Council to present to the Task Force. Respectfully Submitted, (Received via email) Susan Fullerton, Councillor City of Saint John 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 40 39 July 9, 2012 His Worship Mel Norton and Members of Common Council Your Worship and Councillors: Subject: Costs of Legal Services I am concerned about our City's legal costs, both in house and those charged to the City by outside firms. I would like to know our total yearly cost for legal services. Mr. Nugent informs me that the staffing level of the Legal Department of the City is being reduced by 20% in less than six months' time (I believe that someone is retiring). I think that this gives us the perfect opportunity to look at how our City funds are being spent for legal services overall in order that we may make wise decisions going forward. I would very much like to know the amount of money that we are spending on outside legal counsel (not including the Ferguson trial). MOTION: That Council direct City Staff to disclose all legal fees (excluding those connected to the Ferguson trial) that have been charged to us by outside firms, during the years 2007, 2008, 2009, 2010, 2011 and up to June 30 of 2012. The details of these expenditures are to include: name of firm, name of lawyer, date of work, description of work done, requested by whom, on what file and total bill. Respectfully Submitted, (Received via email) Susan Fullerton, Councillor City of Saint John SAINT JOHN P.O. Box 1971 Saint John, NB Canada E2L 4L1 I www.saintjohn.ca j C.P. 1971 Saint John, N. -B. Canada E2L 4L1 W July 12, 2012 His Worship Mel Norton and Members of Common Council Your Worship and Councillors: Subject: Public Transportation Tax Reforms and Innovative Transportation Solutions Tax Relief and Reforms We must advocate for progressive reforms which will provide more favorable conditions in New Brunswick for the establishment of an enhanced and sustainable public transportation system which meets the current and projected needs of citizens. As Council's representative on the Transit Commission, I want to take the lead on this issue and work directly with the Provincial Government in order to achieve the following: 1. Eliminate the tax on fuel for transit. 2. Offer relief on property taxes for transit owned facilities. 3. Help create innovative solutions /strategies with regard to promoting a more sustainable public transportation system in New Brunswick. Explore innovative public and "shared" transportation options Also, it is critical to explore innovative solutions for shared forms of transportation by creating an enhanced public transportation service while encouraging more diversity in options. We could investigate potential partnerships to establish: 1. A water bus service that connects the West Side to our city's uptown. This will not only connect west side residents to our City's uptown but provide a new and exciting direct link to the lower west side. This could potentially stimulate new residential and retail growth and development for the lower west side! It would be a tourist attraction, as well! 2. A car sharing program that will encourage especially uptown residents to choose a more cost effective and environmentally friendly form of transportation. 3. A bike rental service that would encourage people to stay active while increasing the demand for active transportation routes as we reduce the volume of vehicle traffic. All these options are better for the environment, people's health and our city's infrastructure. Perhaps we could request that Enterprise Saint John explore, on our behalf, the potential for the implementation of the ideas mentioned above. SAINT JOHN P.O. Box 1971 Saint John, NB Canada E2L 4L1 I wwwsaintjohn.ca I C.P. 1971 Saint John, N. -B. Canada E21L 4LI 41 Motion: •As Council's representative on the Transit Commission, Councillor Snook will work directly with the Provincial Government to insure that necessary and appropriate steps are taken in order to successfully advocate for the above mentioned tax reforms for public transportation systems in New Brunswick. •Ask Enterprise Saint John to explore potential partnerships /funding for the implementation of creative and innovative transportation options. Respectfully Submitted, (Received via email) Donnie Snook, Councillor City of Saint John 42 July 12, 2012 His Worship Mel Norton and Members of Common Council Your Worship and Councillors: Subject: Utilizing Vacant or Underutilized Space at Saint John Transit Operations Centre Utilizing vacant space or underutilized space within our city owned properties is good practice to ensure that we maximize the use of our investment. In cases where multiple services can be operated under one roof with relative ease, such efficiencies should be encouraged. The new Transit Operations Centre is not operating at full capacity and the potential to accommodate emergency fire vehicles and personnel does exist. Station number 4 is showing signs of aging and there are increased maintenance and repair costs associated with maintaining older building stock. Relocating emergency fire services from Station 4 (and possibly the community police office) would provide more efficient use of the new transit facility and reduce our building inventory and associated costs. Motion: Direct the City Manager to investigate the possibility of using underutilized space for fire services, by relocating emergency services from the aging infrastructure currently in place at Station 4, (36 Courtenay Avenue) to the Saint John Transit Operations Centre, (55 McDonald Street) and prepare a recommendation for council. Respectfully Submitted, (Received via email) Greg Norton, Councillor (Ward 1) City of Saint John n,!?4 — 1W SAINT JOHN P.O. Box 1971 Saint John, NB Canada E2L4L1 I www.saingohn.ca I C.P. 1971 Saint John, N. -B. Canada E21- 41-1 43 July 9, 2012 His Worship Mel Norton and Members of Common Council Your Worship and Councillors: SUBJECT: The Cherry Brook Zoo BACKGROUND According to information contained on their website, The Cherry Brook Zoo "opened in 1978 in a 35 -acre woodland that is located in the northern section of the city's 2200 -acre Rockwood Park ". It is my understanding that, over the years, the Zoo has received support from the City of Saint John in the form of funding grants as well as services in -kind. Most recently, under financial pressure, the amount of funding provided to the Zoo for their operations has been steadily decreasing, leading to claims in the media that the organization may have to close its doors. Funding pressure is not likely to lessen as we move forward. Given the business they are in, the closure of the Cherry Brook Zoo could have serious implications for the City of Saint John; particularly from a public relations perspective. MOTION That the City Manager and /or City Solicitor be asked to answer the following questions: 1. Is the Zoo situated on lands belonging to the City of Saint John, and if so what is the tenancy agreement? 2. Who owns the assets of the Cherry Brook Zoo? 3. Where does the liability for the welfare of the animals lie should the Cherry Brook Zoo cease operations? 4. Are there any risk of financial, legal or other exposure for the City should funding be further reduced or eliminated and the Zoo cease operations? Respectfully Submitted, (Received via email) Shelley Rinehart, Deputy Mayor City of Saint John 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 E21L 4LI .. July 9, 2012 His Worship Mayor Norton and Members of Council: Subject: Performance Management Plan Background: Council, as a body, conducts City business via a model of operations under which there are four designated direct staff reports. Those individuals are: Mr. Woods (City Manager) Mr. Nugent (City Solicitor) Ms. Gormley (Common Clerk) Mr. Yeomans (Commissioner of Finance and Administrative Services) In 2010 Council adopted a performance management plan, developed in consultation with E &Y, which, in part, explicitly outlined a performance management process for Council to follow in the development and evaluation of their direct reports. To date, it is my understanding that this process, although formally adopted by Council, has not been followed. This is cause for concern for two reasons. First, as the employer /supervisor of record Council has a duty to follow the rules that it has adopted regarding performance management and professional development of its direct reports. Second, the lack of adherence exposes Council to an increasing amount of risk as it relates to its roles and responsibilities as an employer. A lack of goal setting, performance feedback or professional development direction results in an inability to correct performance issues, reward exceptional outcomes or plan for succession within the organization. Overall it leads to a lack of moral and decreased sense of worth among employees and potentially unfocussed or decreased levels of performance across the organization. Motions: Council receive immediately copies of the last performance evaluation documents from each of the four individuals reporting directly to Council. Council receive immediately copies of most current performance goals and professional development plan from each of the four individuals reporting directly to Council. l� SAINT JOHN P.O. Box 1971 Saint John, NB Canada E21- 41-1 I www saintjohn.ca I C.P. 1971 Saint John, N. -B. Canada E21- 41-1 45 Council immediately set a schedule of meetings, adhering to the requirements of performance management adopted by Council August 30, 2010, with each of the four individuals reporting directly to Council, not to be scheduled during regularly scheduled Council meetings. Council remind supervisors within the company that adherence to proper performance management, employee development and human resource processes is expected. Respectfully Submitted, (received via e-mail) Dr. Shelley Rinehart Deputy Mayor i� SAINT JOHN P.O. Box 1971 Saint John, NB Canada E21L 4L1 I wwwsaintjohn.ca I C.P. 1971 Saint John, N.-B. Canada E2L 4L7 M July 9, 2012 His Worship Mayor Norton and Members of Council: Subject: Memorials Background: Although unfortunate, it is inevitable that during our tenure on council a number of individuals will pass - either connected to Council members in some way or prominent community people - and there will be an expectation of recognition by Council. Although past practice has been to send flowers, might I suggest that we institute a policy of charitable donation with a standard base message, making it easier for staff to manage both in terms of equity as well as timing. I would propose a standard base message of: Our thoughts are with you during this time. We hope that many happy memories will help make this most difficult time a bit easier. I would propose two options for consideration with respect to donations: 1. We donate a lump sum to a particular charity - one associated with efforts of the City able to benefit all citizens and then use it for a one year period. 2. We set a donation cap of 25 dollars and the donation is made to a charity listed in the obituary. Option 1 is much easier to manage for staff - it can be done online and requires only one financial transaction. Choice of recipient needs to be carefully discussed. Option 2 is more labour intensive for staff and in some cases will still require a decision on the Organization if it is listed as donor's choice. Respectfully Submitted, (received via e-mail) Dr. Shelley Rinehart Deputy Mayor it 0 _u SAINT JOHN P.O. Box 1971 Saint John, NB Canada E2L 4L1 I www.saintjohn.ca I C.P. 1971 Saint )ohn, N. -B. Canada E2L 4L1 ------..— 47 July 9, 2012 His Worship Mel Norton and Members of Common Council Your Worship and Councillors: SUBJECT: Media Briefing Notes & Teach -In BACKGROUND The City, and in particular Council, is facing a number of sensitive, significant and potentially unpopular decisions. A number of issues facing Council require collaboration and /or cooperation with all three levels of governments, community stakeholders and citizens. Finding solutions and encouraging support will require strategic communications and information sharing processes be put in place. MOTIONS: That the City Manager be asked to Direct Staff to review upcoming Council agendas and prepare briefing notes on those issues which are likely to attract media attention. That all media inquiries for staff be directed to the City Manager in the first instance. That Council consider a "teach -in" by an expert on media preparedness for Council and senior staff. Respectfully Submitted, (Received via email) Shelley Rinehart, Deputy Mayor City of Saint John r %V SAINT JOHN P.O. Box 1971 Saint John, NB Canada E2L 4L1 I wwwsaintjohn.ca I C.P. 1971 Saint John, N.-B. Canada E2L 4L1 48 d .. a. �v 111 ` July 9, 2012 His Worship Mel Norton and Members of Common Council Your Worship and Councillors: SUBJECT: Appointee Relationship BACKGROUND Council, as a body, is frequently required and /or requested to appoint and or nominate individuals to a variety of Boards, Agencies, Commissions and other organized groups. In some instances the request /requirement is for a Councillor, in others it is for a citizen and still in others it may be a request for a staff member. To ensure "fit ", previous meetings have seen a motion requiring a skills matrix from the requesting body and a suggestion that Councilors be polled about their interests and preferences. This information is for use by the Nominating Committee. While the appointment process is being given some definition, the relationship between appointees /nominees and the appointing body, Council, is not. At present there appears to be no standard documentation provided to appointees /nominees regarding the position of Council with respect to the group or organization an individual is being appointed to. Nor is there a mechanism or requirements for those appointed as City of Saint John representatives to report back to Council on matters of particular importance, or status of activities in general. MOTIONS: That the City Manager be directed to develop briefing booklets for all groups or organizations to which Council is asked to nominate or appoint members. Those briefing booklets should, among other things, clearly define the relationship between the group and Council, any contractual or other documented agreements between the group and Council and the nature of their Appointment by Council. That the Nominating Committee be tasked with developing a mechanism whereby (i) Council appointees provide regular written updates on the activities of the organization to which they have been appointed and (ii) Council appointees provide information should a time sensitive issue come up that is of particular import to Council or the City. Respectfully Submitted, (Received via email) Shelley Rinehart, Deputy Mayor f Saint John SAINT JOHN P.O. Box 1971 Saint John, NB Canada E21- 4L7 i www.saintjohn.ca C.P. 1971 Saint John, N.-B. Canada E21- 41-1 .• REPORT TO COMMON COUNCIL M &C 2012 -189 July 12, 2012 His Worship Mel Norton And Members of Common Council: Your Worship and Councillors: SUBJECT: Proposed Change to Market Place West Master Plan BACKGROUND: Rt A The City of Saint John In 2010 a Master Plan was developed for Market Place West, the eight acre area of parkland between the Lower West Side and the Port. Monies were allocated in the 2012 Capital Budget for the first phase of the project which will concentrate on the area from the playground over to Market Square. Originally the scope of work was to include reorientation and reconstruction of the outdoor rink. This is an area used for ball hockey during the summer and as a natural ice rink during the winter. Since the decision was made to proceed with the first phase of the work there has been renewed discussion about the project and it was proposed that a change be made to the plan — to incorporate a splash pad into the design in lieu of the outdoor rink. The director of the Carleton Community Centre has sought input from stakeholders such as Westside PACT and local area residents at community events over the past few months and the response has been overwhelmingly favourable. Based on the success and popularity of the splash pads opened at Rainbow Park and Fleming Court, staff are in favour of making this change and feel that a splash pad would fit very well with the community centre and adjacent playground. ANALYSIS Due to the limited budget available for this project it is unlikely that the splash pad can be fully constructed this year. Design work done for this first phase can incorporate any necessary servicing to this facility and some of the equipment can be purchased this year if within the budget. The preliminary design stage of the project will identify more clearly what can be accomplished with the available budgets. 50 M &C 2012 -189 Proposed Change to Market Place West Master Plan July 12, 2012 FINANCIAL IMPLICATIONS This change to the Master Plan should not significantly affect the overall capital cost of this development. The scope of work for 2012 will be adjusted to fit within the envelope of approved money. There will be a slight increase in ongoing maintenance costs which staff estimate to be in the range of $15,000 to $20,000 per year. RECOMMENDATION: It is recommended that Common Council authorize a change to be made to the Market Place West 2010 Master Plan to incorporate a splash pad into the design in lieu of the outdoor rink Respectfully submitted, Michael Hugenholtz, P.Eng. J P trick Woods, CGA Acting Deputy Commissioner, Ci Manager Transportation and Public Spaces 51 June 05, 2012 Mayor Mel Norton Mayor, City of Saint John Saint John, N.B. Your Worship and Councilors; I wish to bring to your attention an issue, which, if not solved could have legal consequences for the City of Saint John. Before I retired from the Saint John Police Force in Dec. 2010, 1 submitted a CPTED (Crime Prevention Through Environmental Design) plan outlining the safety issues with the bus stop on Sydney St. by the Golden Ball Building. The Plan was submitted in May of 2010. The Plan was submitted to the Recreation Dept. Heritage Board and Transit Commission. There were recommendations on solutions to this safety issue in the plan. Frank McCarey, Manager of Saint John Transit and I made a presentation to the Heritage Board explaining the safety issues with this bus stop. This was on Aug. 04, 2.010. They were supposed to get back to us within a month and when I left in Dec. 2010 we had heard nothing from them. I read in the paper one of our "locals" was charged with Creating a Disturbance at this shelter in Aug. 2011. At that time he told a female to get out of the shelter. This same "local" was charged in March of 2012 again at this bus shelter with Creating a Disturbance. This time he and his "friends" were "camped" out in the shelter drinking. This goes back to my CPTED Plan concerning Territoriality of this shelter. The "locals" appear to have claimed this as "theirs ". There were several meetings concerning this issue and nothing has been done. The last information I had before retiring was the Heritage Board was supposed to get back to the stakeholders. Frank McCarey and myself gave a presentation outlining the safety issues and what needed to be done to fix the issue. Frank McCarey was willing to replace the shelter with a new modern shelter. There were also discussions with Uptown Saint John on a move to modernize all shelters in the Uptown Area. When a shelter needed to be replaced then the same model would be placed everywhere in the Uptown area. A simple solution, which was suggested in the CPTED Plan, was to remove the bench or make the benches difficult to lie on and then the 52 "drunks" would have no place to lie down. This would have been a temporary measure until a decision was made on the shelter. I have talked to the Saint John Police Force Community Officer recently and he advises there has been no solution to this problem. I realize the bus stop was donated to the City. However safety comes first. If there is an issue of Heritage or who is responsible then maybe this building could be moved and used for a different purpose. There are several options available on this issue. There have been two incidents at this shelter in less than a year both involving the same person. I do not want to see anyone get hurt. Respectfully submitted, Robert Buck, Sgt. (Retired) Certified in CPTED and Advanced CPTED bucks@nb. sympatico.ca 53 Common Council City of Saint John COMMON CLERK'S OFFICE JUL 0 6 2012 CITY OF SAINT JOHN July 2, 2012 I live at 189 Adelaide St. next to what was the old Irving Service Station. My neighbours and I have requested their property manager to at least cut the jungle of this neglected eyesore a number of times over the years and are ignored ! It is so bad my neighbour has put a tarp over his back fence to block out this mess . Both of us spent $ 250 last year for an exterminator to get rid of field mice that have infested our houses from this jungle ! I spend a lot of time and money growing flowers and have trees to the rear of my property to beautify this part of the old north end ! If the City cannot demand or request this mess be cleaned then I feel my property taxes should be substantially lowered as their mess certainly lowers the value of my property and makes it extremely difficult to sell. Peter Whitebone 189 Adelaide St Saint John E2K 1X2 652 -4018 ,- , / ` 54