2013-05-13_Agenda Packet--Dossier de l'ordre du jour � � �
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City of Saint John
Common Council Meeting
REVISED AGENDA
Monday, May 13, 2013
6:00 pm
8th Floor Boardroom, City Hall
Si vous avez besoin des services en francais pour une reunion de Conseil Communal, veuillez contacter le
bureau de la greffiere communale au 658-2862.
Pages
1. Call to Order- Prayer
2. Approval of Minutes
2.1 Minutes of April 29, 2013 1 - 7
3. Approval of Agenda
4. Disclosures of Conflict of Interest
5. Consent Agenda
5.1 Partnership with The Salvation Army (Recommendation in Report) 8 - 14
5.2 Maintenance and Support Authorization with Sungard HTE Inc. 15 - 17
(Recommendation in Report)
5.3 Service Allignment Revisions (Recommendation in Report) 18 - 20
5.4 Public Information Session - Fairville Boulevard Watermain Renewal 21 - 23
(Recommendation: Receive for Information)
5.5 Disposal of Unit 91 (HazMat 1) (Recommendation in Report) 24 - 25
6. Members Comments
7. Proclamation
7.1 International Day Against Homophobia and Transphobia - May 17, 2013 26 - 26
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7.2 Police Week- May 12-18, 2013 27 - 27
8. Delegations/ Presentations
9. Public Hearings
10. Consideration of By-laws
10.1 Third Reading - Proposed Zoning By-Law Amendment 60 Church Avenue 28 - 29
10.1.1 Section 39 Conditions 30 - 30
11. Submissions by Council Members
11.1 HotSpot Parking (Councillor Norton) 31 - 31
12. Business Matters - Municipal Officers
12.1 Loch Lomond Road (Russell Street to Westmorland Road) -Water, Sanitary 32 - 36
and Storm Sewer Renewal and Road Reconstruction
12.2 Neighbourhood Development Stimulation Grant Applications 2013 37 - 114
12.3 Corporate Strategic Plan 115 - 118
12.4 2013 Service-Based Budget 119 - 296
13. Committee Reports
13.1 Saint John Board of Trade - Sunday Shopping 297 - 299
14. Consideration of Issues Separated from Consent Agenda
15. General Correspondence
15.1 W. Reynolds Letter- Old Rothesay Road 300 - 300
16. Supplemental Agenda
17. Committee of the Whole
17.1 Committee of the Who/e: Common C/erk Appointment 301 - 301
17.1.1 Report to Common Council Re: Common Clerk Appointmenf 302- 303
17.2 Committee of the Who/e:Purchase of Right Of Way from Cedar Hill Cemetery 304 - 304
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18. Adjournment
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City of Saint John
Common Council Meeting
Monday May 13,2013
Committee of the Whole
1. Call to Order
Si vous avez besoin des services en fran�ais pour une reunion de Conseil Communal, veuillez
contacter le bureau de la greffiere communale au 658-2862.
Each of the following items, either in whole or in part, is able to be discussed in private pursuant
to the provisions of section 10 of the Municipalities Act and Council/Committee will make a
decision(s) in that respect in Open Session:
4:30 p.m. 8th Floor Boardroom City Hall
1.1 Approval of Minutes 102(4)
1.2 Financial Matter 10.2(4)(c)
1.3 Land Matter 10.2(4)(d)
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The City of Sa'rnt John
Seance du conseil communal
REVISED AGENllA
Le lundi 13 mai 2013
Salle du conseil, l8 h
Seance ordinaire
1. O�verture c�e la scance, suivie de la priere
18h
2. Approbation du proces-verbal
2.1 Proces-verbal du 29 avril 2013
3. Adoption de 1'ordre du jour
4. Divulgations de conflits d'interets
5. Questions soumises a 1'approbation du conseil
5.1 Partcnariai avec 1'Armee du Salut (rccomrnandation figurant au rapport)
5.2 Autorisation relativement a la maintenance et au soutien avec Sungard
HTE Inc. {recommandation figurant au rapport)
5.3 Revisions en matierc d`hannonisation des services (recommandatian
figurant au rapport)
5.4 Seance informative publique—rcnouvellement de la conduite d'eau
principale du boulevard Fairville {recommandation : accepter a titre
informati fl
S.5 Elimination dc 1'unite 9] (HazMat 1} (rccommandation figurant au
rapport)
6. Commentaires presentes par les membres
7. Proclamation
7.1 Journee internationale de lutte cantre 1'homophobie et la transphobic—le
17 mai 2013
7.2 Semainc dc la police—du 12 au 18 mai 2013
8. Delegations et presentations
9. Audiences publiques
10. Et�udc dcs arret�s municipaux
10.1 Troisie�me lecture du projet de modif-�cation de PArrete de�onage visant le
60, avenue Church
10.1.1 Conditions imposees par l'articic 39
11. Interventions des membres du conseil
11.1 Appli HotSpot pour le stationnement (conseillcr Norton)
12. Affaires municipales evoquees par les foncfionnaires municipaux
12.1 Rcnouvellement de la conduite d'eau et refection du chemin Loch Lomond
{de la rue Russell au chemin Westmorland)
12.2 Demandes dans le cadre de la Subvention d'encouragement de
l'amenagement du voisinage de 2013
12.3 Plan strategique organisationnel
12.4 Budget fondc sur Ies services pour 2013
13. Rapports deposes par les comites
13.1 Saint John Board of Trade—magasinage le dimanche
14. Etude des sujets ecartes des questions soumises a 1'approbation du conseil
15. Correspondance generale
15.1 Lettre de W. Reynolds—ancicn chemin Rothesay
16. Ordre du jour supplementaire
17. Comite plcnier
17.1 Comite plenier: nomination c�'un greffier communal
171.1 Kapport au conseil communal concernant la nomination d'un
greffier comrnunal
17.2 Comite plenier : achat de Z'erraprise du cimetieYe Cedar Hill
18. Levee de�a seance
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COMMON COUNCIL/CONSEIL COMMUNAL
APRIL 29, 2013/LE 29 AVRIL 2013
COMMON COUNCIL MEETING —THE CITY OF SAINT JOHN
CITY HALL—APRIL 29, 2013 - 6:00 P.M.
Present:
Mel Norton, Mayor
Deputy Mayor Rinehart and Councillors Farren, Fullerton,
MacKenzie, McAlary, Merrithew, Norton, Reardon and
Strowbridge
- and -
P. Woods, City Manager; J. Nugent, City Solicitor; C. Graham,
Comptroller; W. Edwards, Commissioner of Transportation and
Environment Services; J. Hamilton, Commissioner of Growth and
Community Development Services; M. Reade, Planner; K.
Clifford, Fire Chief; J. Taylor, Assistant Common Clerk; and K.
Tibbits, Administrative Assistant
1. Call To Order— Prayer
Mayor Norton called the meeting to order and Dr. John Crawford of Grace Presbyterian
Church offered the opening prayer.
2. Approval of Minutes
2.1 Minutes of April 15, 2013
On motion of Councillor McAlary
Seconded by Councillor Strowbridge
RESOLVED that the minutes of the meeting of
Common Council, held on April 15, 2013, be approved.
Question being taken, the motion was carried.
3. Approval of Agenda
On motion of Deputy Mayor Rinehart
Seconded by Councillor McAlary
RESOLVED that the agenda of this meeting be
approved with the addition of items 17.1 Committee of the Whole: Recommended
Appointments to a Committee; 17.2 Committee of the Whole: Recommended
Appointments to Committees; 17.3 Committee of the Whole: King Edward VII Memorial
Bandstand in Kings Square; 17.4 Committee of the Whole: Investigative Solutions
Network ("ISN") Contract; 17.5 Committee of the Whole: Investigative Solutions Network
("ISN") re: Spokesperson; 17.6 Committee of the Whole: Cox & Palmer— Easement
Acquisition; and further that item 17.3 regarding the bandstand in Kings Square be
brought forward on the agenda.
Question being taken, the motion was carried.
17.3 Committee of the Whole: King Edward VII Memorial Bandstand in King's
Square
Mayor Norton stated that an anonymous donor in the community offered to completely
refurbish the King's Square Bandstand. The Mayor expressed gratitude to the donor and
community leaders involved with the project.
On motion of Councillor McAlary
Seconded by Councillor Merrithew
RESOLVED that as recommended by Committee
of the Whole, having met on April 29, 2013, Common Council gratefully accept the offer
from an anonymous donor to have Avant-Garde Construction and Management Inc.
(Avant-Garde) refurbish the bandstand in King's Square at no cost to the City upon the
following terms:
(1) the refurbishment shall consist of the work as described in the submitted April 23,
2013 letter from Avant-Garde Construction and Management Inc., addressed to
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COMMON COUNCIL/CONSEIL COMMUNAL
APRIL 29, 2013/LE 29 AVRIL 2013
Bill Edwards, which work is to be executed in accordance with detailed plans
approved by the Chief City Engineer and Building Inspector;
(2) the refurbishment shall commence not later than the 6t" day of May, 2013 and be
substantially completed not later than the 6`h day of August, 2013;
(3) Avant-Garde agrees to immediately vacate any mechanics' lien arising in
connection with the refurbishment, failing which the City shall do so and Avant-
Garde agrees to reimburse the City forthwith for any and all expenditures made
by the City in this regard;
(4) Avant-Garde shall, prior to commencement of the refurbishment, deliver to the
City:
(a) a certificate of insurance evidencing comprehensive general liability coverage
on an occurrence basis in the amount of Five Million Dollars ($5,000,000.00)
naming the City as an additional insured respecting the refurbishment and
related activity;
(b) a clearance certificate from Worksafe NB;
(c) a duly executed release and indemnification in favour of the City and in the
form prescribed by the City respecting the refurbishment and any related
activity;
(5) the refurbishment and all related activity shall proceed in a safe manner adhering
to the following safety procedures, practices and protocols, in addition to those
stipulated by applicable statutes or regulations: as described in the submitted
April 23, 2013 letter from Avant-Garde Construction and Management Inc. and
addressed to Bill Edwards; and
(6) Avant-Garde shall obtain in a timely fashion all necessary permits, approvals or
authorizations required by or pursuant to municipal by-law, provincial statute or
regulation or federal statute or regulation respecting the refurbishment or any
related activity.
AND FURTHER BE IT RESOLVED that the City make a grant to Avant-Garde in an
amount equal to the cost of any and all permits, approvals or authorizations necessarily
acquired by the company respecting the refurbishment.
AND FURTHER BE IT RESOLVED that the City Solicitor be directed to prepare an
agreement reflective of the terms herein and further that the Mayor and Common Clerk
be authorized to execute the said agreement.
Question being taken, the motion was carried.
4. Disclosures of Conflict of Interest
Deputy Mayor Rinehart declared a conflict of interest with item 17.1 Committee of the
Whole: Recommended Appointments to a Committee.
5. Consent Agenda
6. Members Comments
Council members commented on various community events.
7. Proclamation
8. Delegations/Presentations
8.1 Saint John Cycling Presentation of In-Kind Cheque to City
Referring to a submitted report, Janice Keating, President of the Saint John Cycling
Club, provided an update on the club's activity, specifically with respect to the upgrade of
trails in Rockwood Park. Following the presentation, Ms. Keating provided Council with
an in-kind cheque to the City which represented the number of volunteer hours worked
by the Saint John Cycling C�ub.
10. Consideration of By-laws
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COMMON COUNCIL/CONSEIL COMMUNAL
APRIL 29, 2013/LE 29 AVRIL 2013
10.1 Proposed Municipal Plan Amendment - Lorneville Harbour
On motion of Councillor Farren
Seconded by Deputy Mayor Rinehart
RESOLVED that the proposed Municipal Plan By-
law amendment regarding Lorneville Harbour be referred to the Planning Advisory
Committee for a report and recommendation and the necessary advertising be
authorized with a Public Hearing to be held on June 3, 2013 at 7:00 p.m. in the Council
Chamber.
Question being taken, the motion was carried.
12. Business Matters - Municipal Officers
12.1 Lifeguard Services City Beaches
Mr. Hugenholtz, Deputy Commissioner of Parks & Public Spaces, responded to
questions from Council and noted that lifeguard services will cover peak hours and
extend through to the September long weekend.
Responding to a question regarding the reduced cost for lifeguard services in 2014 and
2015, Mr. Hugenholtz stated that the increased cost for 2013 relates to one-time costs
that will be incurred in the first year to purchase equipment and materials.
On motion of Councillor McAlary
Seconded by Deputy Mayor Rinehart
RESOLVED that as recommended by the City
Manager in the submitted report M&C 2013-063: Lifeguard Services City Beaches the
proposal for the provision of lifeguard services for the 2013 beach season as submitted
by Maritime Day Tripping Inc. at the cost of$120,301.99 plus tax be accepted and that
the Mayor and Common Clerk be authorized to execute the necessary contract
documents.
Question being taken, the motion was carried.
12.2 Legislative Modernization: Engagement and Feedback Plan (April —August
2013)
The City Manager explained that the powers and authority of a municipality are
governed through provincial legislation, adding that the reform is intended to allow for a
broader range of powers to allow each municipality more latitude to deal with emerging
issues. He noted that the current legislative framework in New Brunswick is 40 years
old, adding that this is an opportunity for cities to provide input in order to be more
effective and responsive to local needs.
Referring to the submitted presentation, Mr. Ouellette, Intergovernmental Affairs Officer,
provided an update with respect to local governance reform.
At the request of the Mayor, Mr. Ouellette took a brief recess from his presentation to
allow for the scheduled public hearings to begin.
9. Public Hearings 7:00 P.M.
9.1 Proposed Zoning ByLaw Amendment - 60 Church Ave.
9.1.1 Planning Advisory Committee Report Recommending Rezoning
The Assistant Common Clerk advised that the necessary advertising was completed
with regard to amending Schedule "A", the Zoning Map of The City of Saint John, by re-
zoning a parcel of land having an area of approximately 1125 square metres, located at
60 Church Avenue, also identified as being PID Number 00036632, from "IL-1"
Neighbourhood Institutional to "RM-1" Three Storey Multiple Residential with no letters of
objection or support received.
Consideration was also given to a report from the Planning Advisory Committee
submitting a copy of planning staff's report considered at its April 16, 2013 meeting at
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COMMON COUNCIL/CONSEIL COMMUNAL
APRIL 29, 2013/LE 29 AVRIL 2013
which time the Committee recommended the rezoning of a parcel of land located at 60
Church Avenue as described above with Section 39 conditions.
The Mayor called for members of the public to speak against the re-zoning with no one
presenting.
The Mayor called for members of the public to speak in favour of the re-zoning with no
one presenting.
On motion of Councillor McAlary
Seconded by Councillor Farren
RESOLVED that the by-law entitled, "A Law to
Amend the Zoning By-Law of The City of Saint John" amending Schedule "A", the
Zoning Map of The City of Saint John, by re-zoning a parcel of land having an area of
approximately 1125 square metres, located at 60 Church Avenue, also identified as
being PID Number 00036632, from "IL-1" Neighbourhood Institutional to "RM-1" Three
Storey Multiple Residential, be read a first time.
Question being taken, the motion was carried.
Read a first time by title, the by-law entitled "A Law to Amend the Zoning By-Law of The
City of Saint John."
On motion of Councillor McAlary
Seconded by Councillor MacKenzie
RESOLVED that the by-law entitled, "A Law to
Amend the Zoning By-Law of The City of Saint John" amending Schedule "A", the
Zoning Map of The City of Saint John, by re-zoning a parcel of land having an area of
approximately 1125 square metres, located at 60 Church Avenue, also identified as
being PID Number 00036632, from "IL-1" Neighbourhood Institutional to "RM-1" Three
Storey Multiple Residential, be read a second time.
Question being taken, the motion was carried.
Read a second time by title, the by-law entitled "A Law to Amend the Zoning By-Law of
The City of Saint John."
9.2 Proposed Section 39 Amendment - 290 Ludlow St.
9.2.1 Planning Advisory Committee Recommendation
The Assistant Common Clerk advised that the necessary advertising was completed
with regard to the proposed Section 39 Amendment amending the Section 39 conditions
imposed on the March 25, 1985 and November 19, 2012 rezoning of the property
located at 290 Ludlow Street, also identified as PID Numbers 00365106 and 00365098,
to modify condition (i) of Council's resolution of November 19, 2012 concerning the
submission of a detailed drainage plan for the property.
Consideration was also given to a report from the Planning Advisory Committee
submitting a copy of planning staff's report considered at its April 16, 2013 meeting at
which the Committee recommended the amendment of the existing Section 39
conditions.
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.
On motion of Councillor McAlary
Seconded by Councillor MacKenzie
RESOLVED that Common Council amend the
Section 39 conditions imposed on the March 15, 1985 and November 19, 2012 rezoning
of the property located at 290 Ludlow Street, also identified as PID Number 00365106,
by deleting the existing condition (i) requiring the applicant to submit a drainage plan for
the subject site prepared by a professional engineer, to the satisfaction of the Chief City
Engineer or his designate, ensuring all water runoff on the subject site is directed away
from the adjacent properties, and replacing it with the following:
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COMMON COUNCIL/CONSEIL COMMUNAL
APRIL 29, 2013/LE 29 AVRIL 2013
"(i) The applicant shall submit a drainage plan for the subject site prepared by a
professional engineer, to the satisfaction of the Chief City Engineer or his designate,
ensuring that there is not an increase in storm water runoff from this site due to the
proposed application."
Question being taken, the motion was carried.
On motion of Councillor Fullerton
Seconded by Councillor Reardon
RESOLVED that the City Manager direct the
appropriate staff to meet with the affected landowners with respect to the drainage issue
outlined in the submitted staff report for the proposed section 39 amendment at 290
Ludlow Street, and further that a report of the findings and possible solutions be
presented to Council.
Question being taken, the motion was carried.
12.2 Legislative Modernization: Engagement and Feedback Plan (April —August
2013)
Mr. Ouellette resumed his presentation on Legislative Modernization: Engagement and
Feedback Plan and he responded to questions from Council.
On motion of Councillor Farren
Seconded by Councillor McAlary
RESOLVED that an ad-hoc committee to the Cities
of New Brunswick Association on legislative modernization consisting of Mayor Norton
and Councillors MacKenzie, McAlary and Merrithew be established.
Question being taken, the motion was carried.
On motion of Councillor McAlary
Seconded by Councillor Merrithew
RESOLVED that as recommended by the City
Manager in the submitted report Legislative Modernization: Engagement and Feedback
Plan (April—August 2013) Common Council:
1. Approve, and direct the City Manager to implement, the Engagement and Feedback
Plan to further support the City's position on legislative modernization;
2. Appoint at least one Member of Council to the Cities of New Brunswick Association ad
hoc committee on legislative modernization.
Question being taken, the motion was carried.
11. Submissions by Council Members
13. Committee Reports
13.1 Planning Advisory Committee: Street Vesting 446 & 447 Woodward Ave.
On motion of Councillor McAlary
Seconded by Deputy Mayor Rinehart
RESOLVED that Common Council assent to the
submitted "The Estate of Mary Catherine Ritchie Subdivision" plan that would vest two
57-square metre parcels of land as part of the Woodward Avenue public street right-of-
way.
Question being taken, the motion was carried.
14. Consideration of Issues Separated from Consent Agenda
15. General Correspondence
16. Supplemental Agenda
17. Committee of the Whole
(Deputy Mayor Rinehart withdrew from the meeting)
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COMMON COUNCIL/CONSEIL COMMUNAL
APRIL 29, 2013/LE 29 AVRIL 2013
17.1 Committee of the Whole: Recommended Appointments to a Committee
On motion of Councillor McAlary
Seconded by Councillor Norton
RESOLVED that as recommended by Committee
of the Whole, having met on April 29, 2013, Council makes the following appointment to
a committee:
Power Commission of The City of Saint John: to appoint Bill Edwards for a three year
term from June 22, 2013 to June 22, 2016; and to appoint Deputy Mayor Rinehart for a
term from June 22, 2013 until the end of her current term on Council.
Question being taken, the motion was carried.
(Deputy Mayor Rinehart re-entered the meeting)
17.2 Committee of the Whole: Recommended Appointments to Committees
On motion of Councillor McAlary
Seconded by Deputy Mayor Rinehart
RESOLVED that as recommended by Committee
of the Whole, having met on April 29, 2013, Council makes the following appointments to
committees:
Lord Beaverbrook Rink: to appoint Cathie Hurley and Sid Lodhi each for a three year
term from April 29, 2013 to April 29, 2016.
Saint John Non Profit Housing Inc.: to appoint Jeanne Beltrandi Chown for a three
year term from April 29, 2013 to April 29, 2016.
Saint John Substandard Properties Appeal Committee: to appoint Councillor
McAlary for a term from April 29, 2013 until the end of her current term on Council; and
to appoint Councillor Strowbridge as an alternate for a term from April 29, 2013 until the
end of his current term on Council.
Saint John Transit Commission: to appoint John Campbell for a three year term from
April 29, 2013 to April 29, 2016.
Question being taken, the motion was carried.
17.4 Committee of the Whole: Investigative Solutions Network ("ISN") Contract
On motion of Councillor MacKenzie
Seconded by Councillor Reardon
RESOLVED that as recommended by the
Committee of the Whole, having met on April 29, 2013, Common Council in accordance
with Schedule 1 of the submitted contract between the City and Investigative Solutions
Network, approve the expenditure of a further sum of$100,000 inclusive of HST and that
ISN continue with the Work and Deliverables as set out in the submitted contract.
Question being taken, the motion was carried with Councillor Fullerton
voting nay.
17.5 Committee of the Whole: Investigative Solutions Network ("ISN") re:
Spokesperson
The Assistant Common Clerk stated that he was advised City staff earlier in the meeting
that a resolution was not required for agenda item 17.5 due to the fact that the City's
contract with ISN addresses the issue of a media spokesperson.
On motion of Deputy Mayor Rinehart
Seconded by Councillor McAlary
RESOLVED that item 17.5 Committee of the
Whole: Investigative Solutions Network ("ISN") re: Spokesperson, be withdrawn from the
agenda.
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COMMON COUNCIL/CONSEIL COMMUNAL
APRIL 29, 2013/LE 29 AVRIL 2013
Question being taken, the motion was carried.
17.6 Committee of the Whole: Cox & Palmer— Easement Acquisition
On motion of Councillor McAlary
Seconded by Councillor Merrithew
RESOLVED that as recommended by the
Committee of the Whole, having met on April 29, 2013, the City release the portion of
the easement held by the City, which portion is shaded grey on the plan dated April 29,
2013 prepared by Genivar and which plan is attached to the correspondence from Cox &
Palmer, dated April 29, 2013 and addressed to Common Council, in consideration of
payment of one dollar; and further that the Mayor and Common Clerk be authorized to
execute the appropriate documentation.
Question being taken, the motion was carried.
18. Adjournment
On motion of Councillor Reardon
Seconded by Councillor McAlary
RESOLVED that the meeting of April 29, 2013 be
adjourned.
Question being taken, the motion was carried.
The Mayor declared the meeting adjourned at 7:40 p.m.
Mayor/ maire
Assistant Common Clerk/greffier communal adjoint
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REPORT T4 C�MMON CQUNCIL
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May 13, 2413 The City of Saint John
His Worship Mel Norton
And Members of Common Council:
Your Worship and Mem�crs of Common Council:
SUBJECT Partnership with The Salvation Army
PURPOSE
The purpose of this report is to seek Common Council approval to enter into a service agree�ment
with The Salvation Army.
SACKGROUND
The Salvation Army has supported our cominunity for many years by helping people in need, not
just during disastcr situations but also with the basic necessities of lifc by providing shelter for the
homeless. The Salvation Army also supports the Saint John Firc Depart�ment during extended
eznergency incidents and disaster mitigatian through the delivery of rehab scrvices.
A few years ago, the Salvation Army acquired a Cornmunity Responsc Unit (CRU) through the
generosity of the Harold E Ballard Foundation. This unit is a mobile response vehicle with cantccn
feeding facilities. The unit is self-sufficient aaxd capable of feeding up to 2,500 people a day in the
aftermath of a hurricane or othcr disaster,both locally or natioxawide. This unit is the only one of its
kind in New Brunswick and ane o�two in Atlantic Canada.
In 2011, Common Council endorsed The Salvation Army's CRU initiative by allowing the Fire
Department to store the CRU and facilitate minor repairs. For the past two years, Thc Salvation
Army's CRU has been stored within one of thc City's Fire Stations. Similarly, The Salvation
Army has deployed the CRU in support of the Saint John Firc Deparhnent at prolonged incidents.
The Rcgional Officc of the Salvation Azmy is seeking to establish a service agreement with the City
of Saint John. The Saix�t John Fire Department supports the conccpt of service agreement.
8
ANALYSIS
Thc basic icrms of the sen•ice agreement are as following:
• The City of Saint John will storc the Community Rcsponse Unit (CRU} in one of its Fire
Stations;
• That the City of Saint John will provide Thc Salvation Army reasonable access to thc Fire
Station where the CRU is being stored:
• When called upon, The Salvation Army will deploy the CRU in support of City of Saint
John personnel;
• The cost associated with a Fire Department's request to deploy the CRU is hased upon ihe
cost of food supplies purchased hy The Salvation Army; and
• The tenn of the agreement is onc year, renewable until such time as eithcr party to the
agreeinent requests termination.
FINANC�AL IMPLICATIONS
The accommadation of the CRU in one of the City's Fire Stations has not been an operational or
financial issue for the Fire Department. The request to store thc unit came at thc same general time
Ambulance NB stopped utilizing bays in two of the City's Fire Stations.
Where the City of Saint John must pro�•ide food and liquids to its employces during prolonged
"incidents", the deployinent of the CRU should be cost neutral for thc Fire Department. During a
prolonged incident, instead of arranging food from local restauranls (to be delivercd to the site), the
Fire Department will rec�uest thc deployment of The Salvation Army's CRU and compensate The
Salvation Army accordingly. Reimburseinents to Thc Salvation Army wi�l only be applicablc if the
Fire Chief or his designate request the service.
CONCLUSION
Fartunately,major incidents that impact a large part of our community a�re far and few between. A
service agreement between the City of Saint John and The Salvation Army will facilitate the regular
deployment of the CRU, giving Saivation Ariny volunteers valuable practice with the unit, ensuring
success whcn the unit responds to large scale community disasters.
RECOMMENDATION
That Common Council authorizes the Mayor and Comrnon Clerk to execute the attached a�-eernent
between the City of Saint John and the Governing Council of The Salvation Army in Canada
respecting the storage af The Salvation Army's Community Responsc Unit.
Respectfully submitted,
Ke�ffor A C. O.
, , J. Patnck W�ods, C.G.A
Firc Chief City Manager
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Attachment# 1 - The Community Response Unit
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Attachment#2
The City of Saint John
Providing MeallLiquid Service Agreement
BETWEEN:
THE CITY OF SAINT JOHN (hereinafter called the "City")
-and-
THE GOVERNING C�UNCiL OF THE SALVATION ARMY IN CANADA {hereinafter
calfed "The Salvation Army")
WHEREAS for and in consideration of the sum af One Dollar ($1.00), the parties mutually
agree to the following:
1. Interpretation
�n this Agreement:
a) "Emergency Response" means all responses to emergencies, as defined by City's
Fire Department Standard Operating Procedures.
b) "Force Majeur�" means the occurrence of an act of war, terrorism, civil order,
strike(s), exceptio�al adverse weather conditions, tempest, earthquake, or any
other natural disaster of ovenn+helming proportions, and other unfareseeable
circumstances beyond the control of parties against which it would have been
unreasonable for the affected party to take precautions and which the affected party
could not avoid even using its best efforts.
c} The response area for the Saint John Fire Department is within the City; however
there may be occasions where due to a request for service, a response may occur
outside of the City.
2. The City o#Saint John agrees:
a) That it wiil provide an inside storage location {vehicle bay) for The Salvation Army
Mobile Canteen. This location may vary from time to time. In the event that the
Mobile Canteen must be re-positioned to another 'Core' Fire Station (Fire Station 1,
4, 5 or 8} Nelson Watkins, Community Response Coordinator tor The Salvation
Army Emergency Disaster Services (506) 654-2493 or Major Darren Wiseman (or
successor) af The Salvation Army (506) 651-0304 will be contacted to coordinate
the relocation of the mobile canteen.
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b) In the event that the mobile canteen is requested to attend an emergency scene,
providing meals and iiquids to Fire Crews, the City may:
(i) Place the order with their supplier of choice and call The Salvation
Army Emergency Disaster Services (506} fi54-2493 who will pick up
the supplies, keep them at recommended temperature, and deliver
them to the emergency site far dispensing to the responders. The City
will be responsible for the payment of any suppliers invoice resulting
from such service, or
(ii) The Ci#y may request that The Salvation Army Emergency Disaster
S�rvices provide the necessary amount of food and/or liquids for the
personnel who have been dispatched to the emergency site. in this
case, the City will reimburse The Salvation Army the full grocery cost
related to the emergency response. Reimbursement cost will equal
the amount of receipts provided from The Salvation Army to the
Administrative Officer of the Fire Department and will be paid within
forty-five (45} days from receipt of invoices/proof of purchases.
c) Saint John Fire Department will provide a list of'approved' grocery items to The
Salvation Army for rehab purposes during an emergency event.
d) All requests for the mobile canteen will come through the City's Public Safety
Communications Center (911) via the Fire Incident Commander. All mobile canteen
requests will be directed #o (506) 654-2493 or (5�6) 651-0304.
3. The Salvation Army agrees:
a) To provide meals and/or liquids (rehab services) to members of Saint John Fire
Department at an emergency scene, upon request.
b} To commence a 'non-emergency' response to the emargency scene with the mobile
canteen within 1 hour after being contacted by the City's Public Safety
Communications Center, unless required to pick up suppfies at the request of the
City or prevented by a Force Majeure.
c) That i# will operate in accordance with the New Brunswick Occupational Health and
Safety Act and the regulations thereunder.
d) To provide all receipts for any costs related to an emergency, where the mobile
canteen was requested, to Accounts Payable of the City with a photocopy delivered
to Fire Administration.
e) To ensure that all mobile canteen operators are trained and qualified as vehicle
operators.
12
4. Term
This Agreement is for a term of one (1) year commencing on the date of finaf
execution and ending one calendar year from said date, and shall automatically
renew annuafly unless terminated by either party.
5. Termination
(a) The City may terminate this Agreement upon three (3) monfihs written notice given
to The Salvation Army;
{b) The Salvation Army may terminate this Agreement upon three (3} months written
notice to the City.
6. General
(a) The parties agree that the City shall not be liable to any person for any ioss,
damage or injury directly or indirectly arisirtg out of or sustained as a result of
providing mea! services to tt�e Saint John Fire Department by The Salvation Army;
(b) The parties agree that the City shall not be liable for any damage caused to the The
Salvation Army Mobile Canteen while it is stored on City premises or placed into
operation to support the operations of the Saint John Fire Department and The
Salvation Army holds the City harmless from any damage or losses that may occur
and hereby reieases and indemnifies the City for any damage or losses whatsoever
arising from the sforage or usage of The Salvation Army Mobile Canteen;
(c) The parties agree that The Salvafiion Army is not an agent of the City, and that its
personnel are not employees of the City, and fhat the relationship of The Salvation
Army to the City is that of an independent, third party service provider;
(d} Nothing in this agreement is intended to limit or diminish the powers or duties
conferred by the Municipalities Act on workers of the Saint John Fire Department
who, from time to time, occupy the positions respectively of Captain, Chief Officer,
or Officer-in-Charge at a fire or otherwise as a member of the Fire Department.
7. Notices
Any notice in writing which any party may give to any other party with regard to any
matter or thing in this Agreement may be validly given by mailing the same prepaid
registered post address, if intended for The City of Saint John to:
Fire Chief
Headquarters — Station #1
45 Leinster Street
Saint John, NB E2L 1 H9
13
and, if intended for The Salvation Army to:
The Goverr�ing Council of The Safvation Army in Canada
Territorial Headquarters for Canada and Bermuda
2 Overlea Boulevard
Toronto, Ontario M4H 1 P4
Dated this day of , 2013
IN WITNESS WHEREOF the parties have duly executed these presents the
day and year abovE written by the duly authorized representatives.
SIGNED, SEALED AND DELIVERED
The City of Saint John
Mayor
Common Clerk
Resolutian Date:
The Governing Council of the
Salvation Army in Canada
(President)
Witness (Secretary)
14
REPORT TO COMMON C4UNCIL
�
May 13, 2013 �� {( '� � '
� ;1 �;. ', 7�
� �.
His Worshi Ma or Mel Norton and � - a - �,`:+r�
P Y , : ,. i ._l,•,,,
_ _ .
Members of Common Council _
City af Saint John
Your Worship and Councillors
SUBJECT: Mainfenance and Support Authorization with Sungard HTE inc.
Purpose
The purpose of this report is to recommend tbat the City of Saint John continue to purchase
licensing and support for its Electronic Resourcc Management (called Navilinc) system and
related products from Sungard HTE Inc.
Background
Tn 1998, the City purchased its Electronic Resource Management (ERP) system from HTE Ine
(HTE was purchased by the Sungard Corp. and is now known as Sungard HTE inc.). At that that
time cost the software, licensing, and implementation was over$1,000,000 for an integrated suite
of applications that included:
• Government 1Vlanagement and Budgetary Accounting (GMBA) — fully integated
accounting system
• Acwunts payable—a package with a variety of billing aptions
• Work Order
• Payroll
• Hurna�n Resources
Today this systern alsa includes Planning and Land Managemcnt, Fleet Management, an Online
payment module, ana a number of custom modifications that improve or facilitate City
operations. In addition over the last S years the City has invested Sungard's powerful analysis
and reporting suit called QRep. This suite enables staff to develop reports and analysis that
ultimately enables intelligent evidence driven decisions.
Naviline and QRep services are core to cnabling City services to fi�nction. The agreement with
HTE Inc., originally approved by Council in 1998 provides for the City to pay annual
rxaaintenance fees. In return, Sungard provides the City with regular application updatcs and
15
enhancements along with support and professional service. In 2007 Council authorized payment
of$109,863 +HST for associated maintenance fees, and approved the payrncnt of such fees until
the City no longer utilized Sungard applica�ions. This report intends to reaffirm Council's
authorization and enact a 5 year limita�ion on the authorization.
Analysis and Financial Considerations
The Sungard products Naviline and QRep are integral to City operations. The wealth of data and
stafPs experience with the Naviline enables analysis and generates knowledge. In addition
having key applications on a single platform facilitates workflows and efficient operations.
It is important that this information system asset be appropriately supported and maintained. The
support of an information system enables access to Sungard subject matter experts who can
quickly diagnose and correct system or user issues, assist the City enable new processes, and or
train staff on new features. The rnaintenance provides for regular upgrades and erillancements to
the Sungard products, and or implementation of new features. Together the yearly rnaintcnance
and support costs ensure the City has a reliable, current, and efficient system today and beyond.
The cost system of a replacement system would be in excess of $2,500,000 and would take
inordinate staff tiine and effort to implement. Such an effort would impact service levels and
support to corporate initiatives. Sound fiscal management and efficient governance are Council
prioritics. An efFective ERP system is integral to achieving tbat goal and the current Sungard
system can facilita.te this objective.
The maintenance and support cost for the City's Suite of Sungard products in 2013 is $106,631
+HST. The funds for this expense were provided in the 2013 Operating Budget. This is a
recurring cost as long as the City continues to rnaintain an agreernent with Sungard.
Recommendation
It recommended that:
1. Authorize payment to Sungard HTE Inc. of up ta $106,631 +HST ass�tiated with the
maintenance and support for 2U13 for the various Sungard Applications
2. Approve the payment of such maintenance and support costs for the next five (5)
years as long as the City continues to utilize the applications and funds are provided in
the associated operating budget.
16
Respectfully submitted,
,� ,�►
- °��, �
G��'•`` °''- _ �����
,�..�„�.�--
Brian Woods, M.Sc. Jacq�xeline Harn.ilton, MCIP, RPP
Information Technology, Manager Comrnissioner of Strategic Services
7. Patrick Woods, C.G.A.
City Manager
17
�� REPORT TO COMMON COUNCIL
�
��
7 May 2013 ,°,��T
City oP Saint )ohn
His Worship Mel Norton
and Members of Common Council
Your Worship and Councillors:
SUBJECT: Service Alignment Revisions
The organizational service alignment continues to evolve in order to continue to
develop a service based, results oriented, high performance public service
organization.
The attached chart sets out the respective service areas and the clusters of services
offered within each service. The first four seivice areas are our public facing
services and the last three areas are considered the enabling services which
support the delivery of services.
The key changes include;
• the transfer of Neighbourhood Improvement and Recreation and Cultural
programming from Urban Environment Services to the Growth and
Community Development Services to provide better alignment with
P1anSJ and support the implementation of P1aySJ
• the change in name from Urban Environment Ser�•ices to Public Safety
Services to reflect the focus on Fire and Emergency Management service
delivery
• the clustering of the City Manager's functions, with the Common Clerk's
office and Solicitor's office under the heading of Legislated Services to
reflect the new reporting structure adopted by Council and their central
support role for the governance process in the organization
It is important for the Council and the community to understand how related
services are grouped and delivered in order to provide ease of access to needed
services. It is proposed that a teach-in be scheduled subsequent to the local by-
election to update Council.
18
Recommendation
Resolved that Coininon Council approve the City of Saint John Service
Alignment as set out in the attached table dated May 1, 2013.
Respectfully submitted,
J. Patrick Woods, CGA
CITY MANAGER
19
City of Saint John Service Alignment
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Conservation Management Maintenance Water Administration Planning iCnmmon Clerk's office)
Infrastructure Develop- Pedestrian &Traffic Asset Management Intergovernmental Legal
ment Engineering Mana ement Wastewater
g Services Affairs ;City So!ici:or':Office)
Geographic Stormwater Corporate
Information Systems Management Communications
Permitting& Solid Waste Information
tnspection Collection Technology Systems
By-Law
Enforcement Engineering
Econon�ic Develop- Parks&City
ment Support Landscape
Neighbourhood Sport& Recreation
Improvement Facilities
Recreation and
Cultural Programming
Service View: Updated May 1, 2013
20
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M & C2013 -96 S� �'�.�k,>= � � � �
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May 7, 2013 �
The iits�of Saint)ohn
His Worship Mayor Mel Norton
and Members of Common Council
Your Worship and Members of Council:
SUBJECT: Public Information Session —Fairville Boulevard Watermain Renewal
PURPOSE
The purpose of this report is to inform Council of a Public Information Session that will be held
in relation to the Fairville Boulevard (Catherwood Street to Plaza Avenue) Watermain Renewal
project.
BACKGROUND
The approved 2013 Utility Fund Capital Program includes project funding for the renewal of the
300mm watennain along Fairville Boulevard between Catherwood Street and Plaza Avenue.
ANALYSIS
Tenders for the Fairville Boulevard (Catherwood Street to Plaza Avenue) Watermain Renewal
project are scheduled to close on June 12, 2013.
The successful bidder will likely start construction in June, 2013 and be completed by August,
2013. This project will have some impact on the local traffic during construction. For this reason
it is appropriate to hold a Public Information Session to allow local businesses and others an
opportunity to view the project design drawings, ask questions and give their feedback on the
construction project.
This Public Information Session is scheduled to be held at the Royal Canadian Legion, Branch
69 located at civic# 714 Wilson Street on Thursday, May 16th, 2013 from 2 p.m. to 4 p.m. and 6
p.m. to 8 p.m. This report is being provided for the information of Council and to extend an
invitation to any Councilors who may wish to attend the Public Information Session.
21
M & C2013 - 96
May 7, 2013
Page 2
The Public Information Session will be advertised and a copy of the attached notice will be
delivered door to door in the project area.
RECOMMENDATION
It is recommended that this report be received and filed.
Respectfully submitted,
, � � �
,��;� I� ,�
David Russell, P. Eng. Brian Keenan, P. Eng.
Municipal Engineer Engineering Manager
> G�� �
� ����` �
�,�
Wm. Edwards, P. Eng. atrick Woods, CGA
Commissioner City Manager
Transportation and Environment
22
��i,�hn�d�io
,.
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PUBLIC INFORMATION SESSION
Fairville Boulevard Water Main Renewal
The City of Saint John will be constructing a new Water Main along Fairville Boulevard
between the Catherwood intersection and Plaza Avenue. This project is to replace the
existing water main on Fairville Boulevard. The businesses along Fairville Boulevard and
the local traffic will be affected by this project. Construction work is anticipated to start
in June 2013 and will continue until August, 2013.
Representatives from the City of Saint John and the project design team will be available
to answer questions related to the project. The public is invited to attend an
information session on this project on the following date and times:
Date: Thursday, May 16th,2013
Place: Royal Canadian Legion,Branch 69,714 Wilson Street
Time: 2:00 p.m.—4:00 p.m.and 6:00 p.m.—8:00 p.m.
For further information about this project, contact the Consultant, CBCL Limited,
Consulting Engineers,at(506) 633-6650 or City of Saint John Customer Service at(506)
658-4455.
SEANCE D'INFORMATION PUBLIQUE
Renouvellement de conduite d'eau du boulevard Fairville
The City of Saint John realisera un projet d'installation de conduite d'eau au boulevard
Fairville entre la rue Catherwood et I'avenue Plaza. Ce projet sert a remplacer la
conduite d'eau existante situee au boulevard Fairville. Les entreprises situees au long du
boulevard Fairville ainsi que la circulation locale seront affectees par ce projet. Les
travaux de construction devraient commencer en juin 2013 et vont continuer jusqu'en
aout 2013.
Des representants de The City of Saint John et des membres de I'equipe de conception
seront a votre disposition pour repondre aux questions relatives au projet. Le public est
invite a assister a une seance d'information sur ce projet a la date et aux heures
suivantes :
Date : Le jeudi 16 mai,2013
Lieu : La Legion Royal Canadienne,filiale 69,714 rue Wilson
Heure : De14ha16hetde18ha20h
Pour obtenir de plus amples renseignements sur ce projet, veuillez communiquer
avec le consultant (CBCL Limited, Consulting Engineers) au 506-633-6650 ou les
services a la clientele de The City of Saint John au 506-658-4455.
23
�'� �
REPORT TO COMMON COUNCIL
� � � �,
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M&C 2013 - 92 , �'� ��t�
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May 13, 2013 The City of Saint John
His Worship Mel Norton
And Members of Common Council:
Your Worship and Members of Common Council:
SUBJECT Disposal of Unit 91 (HazMat 1)
PURPOSE
The purpose of this report is to facilitate the disposal and sale of Unit 91 (HazMat 1).
BACKGROUND
In 1991 the City of Saint John acquired a Peterbilt truck to facilitate Hazardous Material
Emergency Responses. The Peterbilt truck (Unit 91 — HazMat 1) was modified to accommodate
the storage of hazardous materials response equipment, a breathing air compressor as well as
rooin for a command station during extended incidents. From 1991 to 2006, Unit 91 (HazMat 1)
sen�ed as the Fire Department's primary hazardous materials emergency response unit.
In 2006, the City of Saint John entered into an agreement with the Province of New Brunswick
to become one of two provincial hazardous materials emergency response teams. As part of the
agreement, the Province of New Brunswick loaned the City of Saint John a trailer and funded the
purchase of tow vehicle. The trailer was designed to store hazardous material response
equipment and accommodate command station space. The City has full use of the trailer and
equipment therein for the life of the agreement and any subsequent renewals.
Between 2006 and 2012, the Fire Department utilized Unit 91 (HazMat 1) for hazardous
materials calls within city limits and deployed the Regional Trailer and tow vehicle to calls
outside the city. In 2012, for efficiency and deployznent reasons, the Fire Department stopped
using Unit 91 (HazMat 1) and exclusively used the Regional Trailer for all hazardous materials
responses. In January of 2013, Unit 91 (HazMat 1) was turned over to Fleet Services for
redeployment or disposal. Fleet Service has determined that there is no viable internal use for
1 � Pa �= e
24
Unit 91 (HazMat 1) and have opted for disposal. A prospective buyer has been identified and
offer of purchase submitted. The purpose of this report is seek Common Council appro��al for
the sale of Unit 91 (HazMat 1).
ANALYSIS
As noted above Unit 91 (HazMat 1) was reinoved from service for efficiency and deployment
reasons. With no internal use for the vehicle, Fleet Services were preparing the unit for the next
auction. Prior to sending the unit to auction, the Welsford Volunteer Fire Department submitted
in offer of purchase. Fleet Services reviewed the initial offer and determined the offer was too
low for consideration. To gain a better understanding of the market value of Unit 91 (HazMat
1), Fleet Service engaged Jardine Auctioneers to provide a present value evaluation report. The
evaluation report placed the value of Unit 91 (HazMat 1) in the range of$8,000 (wholesale) to
$11,000 (retail).
Upon review of the report from Jardine Auctioneers, a counter offer was submitted to the
Welsford Volunteer Fire Department for $8,000 plus HST (If applicable). The offer was
accepted by the Welsford Volunteer Fire Department. The purchase is being funded through the
Province of New Brunswick, Local Service District.
Input From Others
Fleet Service, Materials Management Service and the Fire Department support the sale of Unit
91 (HazMat 1) to the Welsford Volunteer Fire Department.
Financial Implications
It is acknowledged that proposed sale price is at the low end of the price range recominended by
Jardine Auctioneers. However a sale to Welsford Volunteer Fire Department will not be subject
to auctioneer fees, commissions or the City's cost to transportation the vehicle to auction.
RECOMMENDATIONS
It is recommended that the offer from the Welsford Volunteer Fire Department, to purchase Unit
91 (HazMat 1) for$8,000 plus HST (if applicable), be accepted and the vehicle sold as is.
Respectfully submitted,
� �
� ��` 1�--�
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Ke in Cliffo�C� J. tnck Woods C.G.A.
,
Fire Chief/ Director SJEMO City Manager
dl/KC
2 �Page
25
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The city of saint John
Mayor Mel Norton
Mayor's Office
Bureau du maire
PROCLAMATION
WHEREAS: the Canadian Charter of Rights and Freedoms, the Canadian
Human Rights Act and the New Brunswick Human Rights Act
prohibit discrimination on the basis of sexual orientation;
WHEREAS: we are striving to make New Brunswick and the Greater Saint John
Region a society open to everyone regardless of se�zal orientation,
gender identity or gender expression; and
WHEREAS: Saint John was recognised as the Cultural Capital of Canada and
the City of Saint John continues to celebrate over two centuries of
diversity since becoming Canada's first Incorporated City.
WHEREAS: homophobia and transphobia remain present in society despite
efforts to the contrary and there is a widespread general
agreement opposing discrimination and more specifically
homophobia and transphobia; and
WHEREAS: Friday, May 17, 2013, shall be the International Day Against
Homophobia and nansphobia; and
WHEREAS: there is reason to endorse the efforts of Fondation Emergence,
PFLAG Canada, PFLAG Canada's Saint John Chapter, The
Unitarian Universalist Congregation of Saint John, Centenary
Queen Square United Church, Port City Rainbow Pride Inc.,
AIDS Saint John, Xerox Canada's GALXE Saint John Chapter,
the respective Gay/Straight Alliance Student Organisations at
Harbour View High School, Saint John High School, St. Malachy's
High School, Hampton High School, Ecole Samuel de Chaxnplain
and the UNBSJ Q-Collective in holding this day;
'/�i (�
NOW THEREFORE: I, Mayor Me1 Norton, of the City of
Saint John do hereby proclaim the weekend of May 17�, 2013 as
International Day Agairtst Homophobia and Transphobia in the city
of Saint John.
In witness whereof I have set my hand and affixed the official seal of th � I
Mayor of the City of Saint John.
l�' - - -- - -- --- - - - - —
SAINT JOf3N P.O. Box 1971 Saint John, NB Canad�a E2L�� � v�rvvwsaintjohn.ca I C.P. 1971 Saint John, N.-cs.
��
�
The City of Saint John
Mayor Mel Norton
Mayor's Office PROCLAMATION
Bureau du maire
WHEREAS: The Government and Prime Minister of Canada have designated
May 15� as Peace Officer's Memorial Day, and the week in which
May 15� falls as National Police Week; and
WHEREAS: the Saint John Police Force will be recognized as providing
exemplary leadership and service reflective of the public safety
needs of the community to enhance the quality of life; and
WHEREAS: the Saint John Police Force has grown to be a modern and
scientific law enforcement body, which increasingly provides a
vital public service; and
WHEREAS: every day, law enforcement officers render dedicated service to their
community, often times exposing themselves to substantial risk of
death or great bodily harm; and
WHEREAS: as concerns about crime rise, the way Canadians think about
policing transformed. Integration of the creative thinking of law
enforcement administrators and academics with a wide body of policy
research findings has yielded the concept of community policing.
Unlike programs intended to address specific problems faced by law
enforcement, community policing calls an all-encompassing change
in the way police perform their duties; and
WHEREAS: it is important that all citizens know and understand the problems ,
duties and responsibilities of their police force, recognize their duty to
serve the people by safeguarding life and property, by protecting them
against deception and the weak against oppression or intimidation.
'/�i ,�
NOW THEREFORE: I, Mayor Mei Norton, of the City of
Saint John do hereby proclaim the week of May 12�' to May 18�, 2013,
as POLICE WEEK and do further proclaim Tuesday, May 15, 2013 as
PEACE OFFICERS' MEMORIAL DAY.
In witness whereof I have set my hand and affixed the official seal of th
Mayor of the City of Saint John.
%� �-
SAINT JOHN P.O. Box 1971 Saint)ohn, NB Canada E2L 4-C7 I www.saintjohn.ca �� C.P. 1971 Saint John, N.-B. a . _ _
--��
BY-LAW NUMBER C.P. 110-212 ARRETE N° C.P. 110-212
A LAW TO AMEND ARRETE MODIFIANT L'ARRETE
THE ZONING BY-LAW SUR LE ZONAGE DE THE CITY OF
OF THE CITY OF SAINT JOHN SAINT JOHN
Be it enacted by The City of Saint Lors d'une reunion du conseil
John in Common Council convened, as communal, The City of Saint John a
follows: decrete ce qui suit :
The Zoning By-law of The City of L'arrete sur le zonage de The City
Saint John enacted on the nineteenth day of of Saint John, decrete le dix-neuf (19)
December, A.D. 2005,is amended by: decembre 2005, est modifie par :
1 Amending Schedule "A", the 1 La modification de 1'annexe «A»,
Zoning Map of The City of Saint John, by Plan de zonage de The City of Saint John,
re-zoning a parcel of land having an area of permettant de modifier la designation pour
approximately 1125 square metres, located une parcelle de terrain d'une superficie
at 60 Church Avenue, also identified as d'environ 1 125 metres carres, situee au 60,
being PID No. 00036632, from "IL-1" avenue Church, et portant le NID
Neighbourhood Institutional to "RM-1" 00036632, de zone de quartier a vocation
Three Storey Multiple Residential collectif « IL-1 » a zone d'edifices a
classification pursuant to a resolution logements multiples de trois etages «RM-
adopted by Common Council under 1 » conformement a une resolution adoptee
Section 39 of the Community Planning par le conseil municipal en vertu de
Act. 1'article 39 de la Loi sur 1'urbanisme.
- all as shown on the plan attached hereto -toutes les modifications sont indiquees sur
and fonning part of this by-law. le plan ci joint et font partie du present
arrete.
IN WITNESS WHEREOF The City of EN FOI DE QUOI, The City of Saint John
Saint John has caused the Corporate a fait apposer son sceau communal sur le
Common Seal of the said City to be affixed present arrete le 13 mai 2013,
to this by-law the 13 day of May, A.D. avec les signatures suivantes :
2013 and signed by:
Mayor/Maire
Common Clerk/Greffier communal
First Reading -April 29, 2013 Premiere lecture -le 29 avri12013
Second Reading -April 29, 2013 Deuxieme lecture -le 29 avri12013
Third Reading - Troisieme lecture -
28
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Section 39 Conditions 60 Church Avenue
Pursuant to the provisions of Section 39 of the Community Planning Act, the use of a parcel of
land with an area of approximately 1125 square metres, located at 60 Church Avenue, also
identified as being PID number 00036632, be subject to the following conditions:
a. The site shall not be developed except in accordance with detailed elevation plans and a
detailed site plan illustrating the location and treatment of the building, driveway and
parking area and landscaped areas, to be prepared by the proponent and subject to the
approval of the Development Officer. The required plans must be attached to the
building permit for the development; and
b. All work shown on the site plan and building elevation plans must be completed by the
proponent within one year of the rezoning of the subject site.
30
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The City of Saint)ohn
May 7, 2013
His Worship Mel Norton and
Members of Common Council
Your Worship and Councillors:
Subject: HotSpot Parking
Recently I received a teach-in discussing the benefits of HotSpot Parking as a solution to parking
woes in our uptown core. Implementation of HotSpot Parking is currently being Beta tested in
Fredericton's Downtown. Early indicators suggest that it saves drivers and parking providers
time and money; a more complete roll-out is scheduled for September 1st.
HotSpot Parking won top spot at the East Coast Start-Up Weekend held not long ago in the City
of Fredericton.The concept is similar to the pay-by-phone method recently referred to our
Parking Commission for further exploration but is not reliant on large populations found in some
urban centres.
Overall,the concept means you don't require change to park because you pay with an app
wherever you are.The ability to display available parking spots is also attractive and this feature
will be available in off street lot parking at select locations December 1st. I am requesting that
Council receive a brief presentation from the C.E.O. of HotSpot Parking while subsequently
referring this to the Saint John Parking Commission.
Motion:
1. Refer to the Common Clerk for scheduling of presentation.
2. Refer to the Saint John Parking Commission for consideration.
Respectfully Submitted,
(Received via email)
Greg Norton
Councillor—Ward 1
City of Saint John
�!r _
SAIIrI`F JOHfd P.O.Box 1971 Saint John,NB Canada E2L 4L1 I wvwv,saint�ohn.ca I C.P. 1971 �aint John,fV.-B. Canada E2L 4L1
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31
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M & C 2013 —97 � -��' ��
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May 6, 2013 �� �''� C��� �
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His Worship Mayor Mel Norton
and Members of Common Council � The ci�v of Sai3it)ohn
Your Worship and Members of Council:
SUBJECT: Loch Lomond Road (Russell Street to Westmorland Road) — Water, Sanitary
and Storm Sewer Renewal and Road Reconstruction
BACKGROUND
The 2013 General Fund and Water & Sewerage Utility Fund Capital Programs include projects for
the renewal of the municipal infrastructure on Loch Lomond Road from Russell Street to
Westmorland Road, Westmorland Road from Loch Lomond Road to Civic #20 and on Atlantic
Avenue. This work is being carried out in preparation for the work the Province is undertaking as
part of the One Mile Interchange project.
At the January 28, 2013 meeting (M&C 2013-13), Council authorized staff to enter into discussions
with Provincial staff to develop the terms of an agreement whereby the Province will include the
City's portion of the work within their contract for the One Mile Interchange project.
ANALYSIS
Discussions have taken place with Provincial staff regarding the responsibilities of the City and the
Province in undertaking one combined contract to complete both the municipal and provincial
portions of the work associated with the One Mile Interchange project. The municipal portion of the
work is detailed on the construction drawings prepared by the City's engineering consultant (exp
Services Inc.) and generally includes the following:
• Loch Lomond Road (Russell Street to Westmorland Road)
o Renewal of the existing watermain, sanitary sewer and storm sewer
o Installation of a new water transmission main (for future use)
• Loch Lomond Road (Saint Catherine Street to Westmorland Road)
o Full roadway reconstruction including new granular sub-base and base materials,
concrete curb and gutter, concrete sidewalk, lower and upper courses of asphalt
pavement, relocation of existing underground utilities and landscaping.
• Atlantic Avenue
o Renewal of the storm sewer from Russell Street to Saint Catherine Street
o Renewal of the sanitary sewer froin Russell Street to Westmorland Road
o Installation of a new water transmission main from Russell Street to Westmorland
Road (for future use)
• Westmorland Road (Loch Lomond Road to Civic#20)
32
M & C2013 -97
May 6, 2013
Page 2
o Roadway reconstruction including granular sub-base and base materials as required,
concrete curb, concrete sidewalk, lower and upper courses of asphalt pavement and
landscaping
o Installation of new traffic light infrastructure at the intersection with Loch Lomond
Road
As a result of these discussions, it is understood that the City will be responsible for providing all of
the detailed design services related to the municipal portion of the work to the Province for
inclusion in their tender package. The City will also provide the construction management services
for the construction of the municipal portion of the work. The City will review all of the
submissions by the bidders related to the municipal portion of the work during the tender period and
provide the necessary recommendations to the Province. The Province has also agreed that the City
will be provided with an opportunity to review the submitted tenders prior to award. This will
allow staff to complete a budget analysis and to advise Council on the tendered price received for
the municipal portion of the work for Council's approval.
As part of the combined project, the Province will be installing a new set of traffic lights at the
Gilbert Street end of the overpass as well as modifying the existing traffic lights at the Loch
Lomond Road and Russell Street intersection (Kanes Corner). The Province has requested that the
City take over ownership and maintenance of the new lights once construction has been completed.
Given that these lights are integral to the safe and efficient operation of the municipal transportation
system, staff supports this request. The City currently owns and maintains the traffic lights at
Kanes Corner and would continue to do so once construction is completed.
Following the completion of the work by the contractor, the Province will be undertaking the
necessary traffic line marking and sign installation with their own forces. Nonnally, the City would
include this portion of the work within the scope of work of the contract. Given the amount of
coordination on this project and that the timing of the painting of the traffic lines is critical to the
operation of the reconstructed intersections, staff recommends that the Province carry out the traffic
line marking and sign installation on the municipal portion of the work in conjunction with the
Provincial portion of the work. The City would then reimburse the Province for this work.
Under the initial proposed agreement, the Province would have been responsible for all payments to
the contractor and the City would reiinburse the Province for the municipal portion of the work.
However, further investigation by Provincial staff revealed that under current Provincial legislation,
the Province is not able to fund construction work for other parties and seek reimbursement when
this work is not taking place on a Provincially Designated Highway.
In order to overcome the restrictions on payments and still maintain the benefit of having one
contractor responsible for all work on the site, staff have developed an alternate arrangeinent.
Following award of the tender by the Province, the Province will assign the municipal portion of the
contract to the City. The City would enter into a contract with the successful bidder based upon the
City's standard form of contract and in accordance with the City's General Specifications. Under
this arrangement the City is responsible for all contract administration and payments to the
contractor for the municipal portion of the work. The City would essentially have a contract with
the Contractor that is independent of the contract that the Province would have. However, as the
same contractor would have both contracts, the required coordination between the tnunicipal and
Provincial portions of the work is still achieved.33
M & C2013 -97
May 6, 2013
Page 3
The Provincial Minister of Transportation and Infrastructure has sent a letter (copy attached) to the
Mayor to advise that the Province has agreed to call one combined tender for the completion of the
One Mile Interchange Project. This letter will be seeking Council's agreement so that the Province
can proceed with calling the tender for the work.
FINANCIAL IMPLICATIONS
The 2013 General Fund and Water & Sewerage Utility Fund Capital Programs contain funding for
the construction of the municipal portion of the work. There would not be any additional charges to
the City for having the Province provide the initial contract administration for one coznbined
contl•act. The City would be responsible for all payments to the contractor for the municipal portion
of the work. The City would reimburse the Province only for the direct costs for completing the
City's portion of the traffic line painting and sign installation.
INPUT FROM OTHER SOURCES
This report and the letter from the Minister of Transportation and Infrastructure have been reviewed
with the City Solicitor's Office.
RECOMMENDATION
It is recommended that:
a) Council agree to the following items outlining the City of Saint John's responsibilities for
having the Province tender the municipal portion of the work in conjunction with the
Provincial portion of the work for the One Mile Interchange Project tender are as follows:
1) Provide detailed engineering design drawings and particular specifications to the
Province for the municipal portion of the work;
2) Provide construction inspection and material testing services for the construction of
the inunicipal portion of the work;
3) Reimburse the Province for the direct costs for completing the traffic line painting
and sign installation for the municipal portion of the work;
4) Provide a Project Coordinator to act as the primary contact for the Province;
5) Review the tender submissions and complete a budget analysis to determine if an
adjustment in the scope of the municipal portion of the work is required;
6) Review submissions by the bidders that pertain to the municipal portion of the work
during the tender period and provide the necessary approvals;
7) Once tenders have been opened, City staff will seek Council's approval prior to
tender award by the Province;
8) Upon award of the tender by the Province, accept the assigmnent by the Province of
the municipal portion of the work from the combined contract;
9) Prepare a standard form of contract in compliance with the City's current General
Specifications;
10) Complete as-built drawings for t�municipal portion of the work;
M & C2013 -97
May 6, 2013
Page 4
11) Acquire any land/easements required to complete the municipal portion of the
work; and
12) Upon completion of the One Mile Interchange project, the City will take ownership
of the traffic signals being constructed by the Province located at the Gilbert Street
end of the overpass.
b) Council consents to the responsibilities of the Province as follows:
1) Include the municipal portion of the work within the contract being tendered for the
completion of the One Mile Interchange project;
2) Provide contract administration services for the municipal portion of the work at no
additional costs to the City;
3) Provide time for the City to review submitted tenders and perform a budget analysis
on the municipal portion of the work. Allow for the adjustment of the scope of the
municipal portion of the work to bring work within budget if required;
4) Provide time for the approval of Council of the municipal portion of the work prior
to awarding tender;
5) Provide submissions by the bidders relative to the municipal portion of the work
during the tender period to the City for review and approval;
6) Upon award of the tender, assign the work defined as the municipal portion to the
City; and
7) Provide to the City a complete set of as-built drawings for the work undertaken by
the Province on Loch Lomond Road, Russell Street, Atlantic Avenue, Thorne
Avenue, Bayside Drive and for the traffic lights at the Gilbert Street overpass and
Kane's Corner.
c) The Assistant Coinmon Clerk to provide a copy of the resolution as adopted by Common
Council to the Minister of Transportation and Infrastructure.
d) That the Mayor and Assistant Common Clerk be authorized to execute the appropriate
docu�nentation.
Respectfully submitted,
< /
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Kevin O'Brien, P. Eng. Brian Keenan, P. Eng.
Municipal Engineer Engineering Manager
/������� � tl
Wm. Edwards, P. Eng. . atrick Woods, CGA
Commissioner Manager
Transportation and Environment
35
1Vew�Nouveau
Brunswick
C A N A D A
File No. 32-105
May 7, 2013
Mr. Mel K. Norton, Mayor
City of Saint John
PO Box 1971
Saint John NB E2L 4L1
Dear Mayor Norto�:
T am pleased to advise you that under our 2013 Federal-Provincial Cost-Sharing Agreement for
the National Highway System, for the Route � One Mile House Interchange Project my
department is prepared to partner work with the City.
Upon the approval of your council, the Department will be tendering one contract including both
provincial and municipal portions of the work for the completion of the One Mile House
Interchange.
The Department agrees with the terms outlined in the agreement and will hand assign the
municipal portion of the Contract to the City following the award of the tender.
My Department looks forward to your partnership to complete this project.
Sincerely,
C' t - �-k1,�� r-�.
Claude Williams
Minister of Transportation and Infrastructure
c.c. Alan Kerr, District Engineer—Saint John
Rob Sharpe, Director, Design F3ranch
Transportation/Transports www.gnb.ca
P.O.Box/C.P.6000 Fredericton New Brunswick/Nouveau-Brunswick E36 5H1 Canada
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M&C2013 - 93
May 13, 2013 The Citti�of Saint)ohn
His Worship Mayor Norton
And Members of Common Council
Your Worship and Members of Council:
SUB7ECT: Neighbourhood Development Stimulation Grant Applications
2013
The Neighbourhood Development Stimulation Grant Program has been vital to the
sustainability of the City of Saint John priority neighbourhood organizations since 2008.
For 2013, Common Council approved a budget of $152,000 toward this program. This
grant program has supported staffing, leadership capacity building and program
initiatives in the community resulting in a high level of neighbourhood engagement and
participation. Priority neighbourhoods are becoming more empowered in their respective
communities and have strengthened inter-neighbourhood relationships and bonds
through community networking.
The "Neighbourhood Development Stimulation Grant" 2013 program received requests
from the Waterloo Village / East Side Neighbourhood and Around the Block Newspaper
through Vibrant Communities; ONE Change, PULSE, Crescent Valley Resource Centre,
The Teen Resource Centre for Youth, Westside PACT, and the City Market Seniors
(Appendices 1 - 8).
ANALYSIS:
Common Council approved the revised terms of reference for the Neighbourhood
Development Stimulation Grants in 2009 (Appendix 9). The purpose of these grants is to
stimulate locally sponsored initiatives to address priority neighbourhood issues.
The Neighbourhood Development Stimulation Grant is a catalyst in strengthening priority
neighbourhood organizations by effectively engaging residents to identify needs, issues
and concerns to take action in their communiry. These organizations continue to make a
positive impact in their neighbourhoods through advocacy, collaboration and creating
opportunities by bringing residents together and fostering neighbourhood pride.
37
Organizations recommended to receive a grant have demonstrated perseverance and
the ability to leverage additional funding and ��in kind" support from local business,
community supporters and other levels of government. All applicants have merit,
however; may not have met the grant funding criteria to be considered at this time. In
such cases, staff will endeavor to support their efforts within the scope of the
Community Development service.
Following is a summary of each organization's application with staff recommendations
provided.
Waterloo Village Association & East Side Neighbourhood - Vibrant
Communities
This request is submitted by Vibrant Communities Saint )ohn on behalf of the Waterloo
Village Association and the East Side Neighbourhood.
The goal of Vibrant Communities is to continue the employment of the neighbourhood
organizer staff position to work with these partnering neighbourhoods in planning,
building resident capacity and developing new programs and initiatives.
This Neighbourhood Organizer position employs a low-income resident who has gained
skills and leadership through capacity building programs such as Learn and Go,
Neighbourhood Assistants, and Power UP.
Vibrant Communities success in supporting and developing leadership capacity in these
neighbourhoods has resulted in enhanced networking, collaboration, cooperation and
program opportunities.
Recommendation: $18,500
°Around the Block Neighbourhood Newspaper" - Vibrant Communities
The '�Around the Block Neighbourhood Newspaper" is requesting a renewal of their grant
for another one year term.
This neighbourhood paper continues to evolve and improve in both quality and quantity.
The paper brings together the priority neighbourhoods by using this tool to promote,
communicate and praise each neighbourhood's accomplishments and success stories.
Furthermore, it provides learning and educational opportunities for residents to be
authors of stories in the newspaper.
To date, twenty-seven issues of Around the Block have been released with 237,000
copies circulated throughout the City. This neighbourhood lead newspaper is recognized
as a critical information and communication hub by all the priority neighbourhoods,
community partners and stakeholders.
Recommendation: $22,500
38
ONE Change Inc.
The ONE Change Inc. is a renewal request for financial support to sustain employment
of their Neighbourhood Coordinator position.
This position continues to build leadership capacity in the community and develop
program opportunities resulting in positive outcomes for the neighbourhood. The ONE
Change works with an ever growing number of neighbourhood partners including the
Main Street Baptist Church, Lorne School, Centennial School, Teen Resource Centre,
Horizon Health and the City of Saint John.
Funds will sustain a full-time Neighbourhood Coordinator position to work with the
community case worker, recreation coordinator and academic case worker now in place
as a result of federal funding received by the ONE Change.
The Coordinator will also supervise student placements, volunteers, and community
service for offenders.
This position is critical in bringing the neighbourhood together and will be a vital
component of attracting the neighbourhood back to the revitalized C.E. Nicolle
Community Centre.
Recommendation: $22,000
PULSE (People United Lower South End)
PULSE is requesting funding from the City of Saint John to support staffing and program
initiatives at the Neighbourhood Resource Centre and Community Police office located
on Wentworth Street.
PULSE currently operates this building through a board of directors, one part-time staff
and volunteers in the community. This group is requesting funding to sustain the
Operations Manager staff position which is responsible to schedule and supervise the
resource centre, and coordinate neighbourhood programs in the South End. PULSE has
taken a leadership role in the community by implementing projects such as the Rainbow
Park revitalization program, community clean-ups, adopt a block program and other
special projects for the South End neighbourhood.
PULSE continues to build partnerships in the neighbourhood and engage residents by
providing programs and services and as well serving an advocacy role for improving the
quality of life in the South End.
Recommendation: $22,500
39
Crescent Valley Resource Centre
The Crescent Valley Resource Centre is a renewal application for financial support of the
Crescent Valley Resource Centre and the employment of the CVRC Executive Director.
The Crescent Valley Resource Centre Executive Director continues to form a strong
community network while overseeing the operation of the Resource Centre. The
Executive Director Position has allowed this organization to grow and offer diverse
programs, services and opportunities for residents in the neighbourhood. The Crescent
Valley Resource Centre has a comprehensive community network that works
collaboratively in providing much needed services have a positive impact in the Crescent
Valley neighbourhood.
Recommendation: $25,000
Teen Resource Centre for Youth (TRC)
The TRC is requesting continued support to employ stafF for the Oasis Program. The
Oasis Program provides services and support to youth who are "homeless" or "near to
being homeless" in our community. The TRC Oasis program was noted as an excellent
model at the National Homeless Conference held in Ontario 2008.
The TRC wishes to continue the Oasis program and the hot lunch program that youth
who are living in vulnerable situations or homeless have come to rely on in the
community. TRC Case Management service will continue to work and build relationships
with Oasis clients and offer them opportunities and support for an exit from street life.
The impact of this program is illustrated very well by the testimonial that is included in
the submission of their program.
Staff is supportive of continued funding of the Oasis Program.
Recommendation: $23,000
Westside PACT
The Westside PACT is requesting a renewal of their 2012 grant application which will
support employing staff at the Westside PACT facility located in the priority
neighbourhood of the Lower West Side.
Westside PACT is requesting funding to hire staff to sustain established health, wellness
and neighbourhood initiatives. Neighbourhood engagement and support has been
strong for programs and initiatives such as the Bike Rodeo, Neighbourhood Clean-up,
Canada Day and New Brunswick Day celebration which are spearheaded by Westside
PACT.
Funding will help support a Community Development Coordinator to supervise and
manage Westside PACT projects throughout the year and help employ two Summer
Community Resource Assistants. The programs offered through these positions are the
40
cornerstone for this organization in bringing the community together with emphasis on
low-income families.
The Westside PACT is presently under-going an organizational change in succession
planning. A new board of directors will be elected and hiring of a new Community
Development Coordinator will occur in the near future. As the Westside PACT has been
relatively inactive throughout the first quarter of the year staff recommends the
following amount.
Recommendation: $ 18,500
City Market Seniors (Age Friendly City Designation)
The City Market Seniors is requesting a grant in support of their proposed project
entitled: "Toward an Age Friendly Saint John". The `�Age-Friendly" designation
originates with the World Health Organization and encompasses categories which
include outdoor spaces and buildings, transportation, housing, social participation,
employment, community support and health services. The process is to identify and
engage all senior serving organizations, stakeholders, municipal officials, businesses,
etc. who should play a role in guiding the development towards the goal of an 'age-
friendly' city.
Staff feels this project has merit and is an opportunity for bringing seniors organizations
together to explore collaboration in working towards this goal; however staff feels the
application is outside the scope and does not meet the criteria of the neighbourhood
development stimulation grant process. The application does not demonstrate
community support from other groups and organizations that represent the seniors in
the community. Also, the request does not leverage funding and support from other
sources other than the City of Saint John.
Staff has met with the applicant and suggests a senior's forum be organized to explore
opportunities for networking, collaboration and support for this "age-friendly city"
initiative with the potential for a "One Voice"for seniors in Saint John as an outcome.
In 2013, the Neighbourhood Improvement service stafF will help facilitate a ��Seniors
Forum" in liaison with community leaders such as Vibrant Communities, Human
Development Council, City Market Seniors and other identified senior organizations with
a follow-up report to be presented to Common Council. Staff recommends financial
support of the "Seniors Forum" is achieved through the Community Development
operational budget.
Recommendation: $0
41
Table 1: Grant Amount Requested/Recommendation
Grou /Pro'ect Re uest Recommendation
Waterloo Village/East Side Neighbourhood - Vibrant $18,500 $18,500
Communities
Around the Block—Neighbourhood Newspaper $22,500 $22,500
Vibrant Communities
ONE Change Inc. $25,855 $22,000
PULSE(Peo le United Lower South End) $25,000 $22,500
Crescent Valley Resource Centre $25,000 $25,000
Teen Resource Centre for Youth(TRC) $24,480 $23,000
Westside PACT $25,000 $18,500
City Market Seniors $25,000 $0
TOTAL $191,335 $152,000
Conclusion:
The neighbourhood development stimulation grant is essential to the sustainability of
these organizations and their ability to create positive change in their neighbourhoods.
Although difficult to quantify in dollars the Social Return of Investment is valued as
follows:
- Positive change in networking, collaboration and cooperation among neighbourhood
stakeholders and partners;
- Positive change in frequency of resident participation and engagement;
- Positive change in neighbourhood and community pride;
- Positive change in connectivity of individuals, groups and organizations within and
between neighbourhoods.
City staff will continue to work with these organizations by supporting organizational
development, planning and community events through the community development
program service.
RECOMMENDATION:
That Common Council supports the listed organizations by providing each a grant as per
the recommendations outlined in Table 1.
RespectFully submitted,
�� L�Ja.�-�-� /�
Kevin Watson, Michael Hugenholtz
Recreation Manager Acting Commissioner of Leisure Services
�1��
. atrick Woods, CGA
Ci Manager
42
Appendix 1
Vibrant Communities Saint John
March 2013
Supporting Neighbourhood Development
As a Means of Reducing Poverty
43
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Neighbourhood Development Stimulation Grant
March 2013
Supporting Neighbourhood Development as a means of reducing poverty.
Request
Vibrant Communities is requesting $18,500 from the Neighbourhood Development
Stimulation Grant to contribute to Priority Neighbourhood goals and objectives in the
form of a staff person (Community Organizer) shared among the neighbourhoods with a
particular focus on the Village Neighbourhood and East Saint John. Once again, this
request is coming from Vibrant Communities Saint John on behalf of the Village
Neighbourhood Association (Linda Scott/ Donna McKee) and East Side (Dianne Clark)
with the addition of support from the other priority neighbourhoods. The
neighbourhood organizations recognize the importance of building trust within
neighbourhoods through a consistent individual who has established relationships and
connections. Vibrant Communities Saint John assumes supervisory responsibilities for
the Community Organizer and this staff person would work directly with
neighbourhoods to support their priorities to move forward.
Defining the role of Neighbourhood Revitalization
Neighbourhood revitalization is complex work and requires organized resident
leadership, community planning and substantial social and economic investments, as
well as infrastructure improvements. Despite huge challenges, remarkable progress is
being made in Saint John neighbourhoods thanks to many, many contributors! The City
(leisure services, councilors and other departments), schools, Community Health Centre,
Public Health, community police officers, local businesses, churches, Social
Development, and community agencies (Coverdale, Y, Boys & Girls Club) are frequently
involved with neighbourhood groups, engaging other residents in actions that will make
a difference in the neighbourhoods. Coordinated incremental actions will help to
transform Saint John's priority neighbourhoods.
The following roles describe the kind of support that VCSJ and partners offer to
neighbourhoods:
1. Build relationships with local residents and neighborhood leaders to engage their
active participation in improvements;
2. Develop relationships with community partners to engage with residents in
planning, supporting and implementation of priorities.
3. Support development and implementation of neighborhood plans and priorities.
4. Connect residents to other community resources;
5. Encourage sharing between priority neighborhoods;
6. Provide a supportive role to the leadership of neighbourhood groups.
1
44
/�
7. Faciliate quarterly neighbourhood meetings. i�� �
This would be a quarterly gathering where all -
of the priority neighbourhoods come Health and safety, beautification and
together to discuss common issues that they communication were common
can work together on. issues identified through a small
neighbourhood survey and
Accomplishments in 2012 reinforced in a further planning
process by residents and community
Waterloo Village partners in the Waterloo Village
area. A well attended
• A survey was conducted in the spring 2011 in neighbourhood cleanup, the first
partnership with the Waterloo Vitlage community garden, a successful
Association, Courtney Bay Tenants adopt-a-planter program and input
Association and Prince Charles School. The into the City's Traffic Calming
outcome of the survey remains relevant Measures were some of the
today. The priorities were in the areas of: initiatives community partners and a
Health &Safety- housing; traffic—vehicle growing group of residents have
and pedestrian, crime, drugs & sex trade; accomplished together. Efforts are
Beautification - garbage and community currently underway to engage
children at the community school in
garden; and Communication - engaging defining their sense of community.
residents such as through celebrations, links
to programs and employment. This has
�._._._�. �
helped guide the Association and these
continue to be priorities within the
neighbourhood. November of 2012 we met to identify priorities for the coming year
and the focus remained the same.
• Neighborhood Clean up in the spring in partnership with many community partners
and residents (approximately 120) participating. Followed by barbecue.
• Community Garden and Waterloo Village Association assisted Courtney Bay Tenants
Association to develop a Garden Planning Committee made up of residents and
community stakeholders. The committee continues to work on community
beautification efforts. The Association promoted and encouraged neighbourhood
participation.
• Adopt-A-Planter Project: A beatification initiative to engage business and residents
to adopt a planter. Money was donated by a local business and flowers from the City
of SJ. Existing planters built in 2010 were again filled; all of the planters have been
adopted and the plants are replaced when damaged by the Association.
• A Neighborhood Planning session took place in the fall 2012 with involvement from
residents and community partners (ie. CHC, Leisure services, PALS, Salvation Army,
SJ Loan Fund, SJ Police, AIDS SJ, Coverdale, Courtney Bay Tenant's association, etc).
It reaffirmed the priorities identified in the survey.
• Safety: Requested speed reader in Traffic Division to monitor traffic coming off the
causeway on to Union Street. Due to unforeseen circumstances, this was not
available in 2012 and is scheduled for spring 2013
2
45
• Email, facebook, posters, followup calls and Around the Block were all
communication tools to engage partners and residents.
• Higher profile of the Village Association.
• Reaching other residents: Members of the committee met with Vibrant
Communities and the Human Development Council to discuss boundaries of priority
neighbourhoods. Discussion included broadening the boundary to include King
Street East, Elliot Row, as far up to Princess Street.
• Traffic Calming Measures document developed (with concerns from the Village) in
partnership with City of Saint John. Proposal sent to Council in Feb 2012. We are on
a list for a new crosswalk in an area deemed to be challenging within the community
On a list for a crosswalk—
• Garbage Cans: 14 new garbage cans in the neighborhood and new 4 of which were
paid for by Waterloo Association
Priorities in 2013 for Waterloo Village Association
Cleanup, beautification,
An Action Plan was developed continuing the momentum:
• Engaging residents: continue to connect with interested residents and reach out to
others to involve in specific projects.
• Beautification: Spring Clean Up (being organized with Courtney Bay Tenants
Association) and planters; Grace of God garden; Launch Adopt-a-can and partnering
with the City on graffiti by-laws. i�
—��----
• Logo Contest has been completed and the launch is �^- v�
taking place in the spring of 2013. (engagement and � '
sense of community): A partnership with Prince Charles Growing out of a Learn and Go
School, YMCA, and Boys & Girls Club for children in leadership program, a group of
grades 3, 4, and 5. residents from Reading
Art work was based on themes (safety, beautification, Crescent/Roxbury Drive
and communication) formed East Side Motivators.
• Communication: Continue to use different vehicles to Spurred on by barbecues and
connect residents and partners together. Focus on other neighbourhood events,
developing joint projects with the Courtney Bay residents and community
Tenants' Association. partners gathered input
through a survey and planning.
East Side meetings to focus on ways to
A Group of community partners ( Glen Falls School, Horizon engage the neighbourhood
Health Community Developer & Community nurse) and and identify specific actions to
Vibrant Communities worked with residents on meeting meet priorities. Keeping it fun,
immediate needs for the neighborhood such as lighting, healthy, safe and friendly
roads, and other safety issues in 2011. Relationships were capture their continuing
built during this process with the families in the priorities.
neighbourhood. A survey conducted in 2011( SO% response
rate) revealed that 46%felt that Reading Crescent &
�� — �
- --_ _ �--------�
3
46
Roxbury Drive is a good place to live and 84.7%o would recommend the neighborhood to
others. This neighborhood was not in a crisis situation with a high level of dissatisfied
residents. During 2012, Residents responded to celebration events such as street
dances; barbeque's; Holiday events; & were engaged in such things as recreation
programs, parenting programs, annual clean ups, flu clinics and tax clinics. Plan for 2013
is for partners to remain supportive to the neighborhood and respond when a need
arises. The partners remain open to being a resource to celebration type events when
initiated by the residents. Vibrant Communities plan to continue dialogue with resident
leaders in the neighborhood and support when needed by the community.
With the many changes in ownership within the Reading and Roxbury community there
have been many challenges in trying to maintain a resident lead group in the
community. It was discussed in the fall of 2012 to reconvene in the spring of 2013 to
reestablish connections within the neighbourhood and assist in the following.
Prioriries in 2013 for East Side
Ongoing support
Spring clean
• Re-prioritize goals and also work on a Celebration events.
• Garbage focus including a spring clean up and focus also in the woods.
• Keep it Safe: Continue to follow Traffic Calming measures progress including signage
and cross-walks. Safety audit again in the fall.
• Youth Engagement: Recreation for youth including bringing youth agencies together
to develop a calendar of activities, identifying safe play area, screening of volunteers
and identify what is missing.
• Keep it Friendly: Building morale and engagement including considering
representation from each building to help communicate and promote activities.
• Develop idea of community newsletter building on Church's effort— involvement of
residents and other partners.
• Explore other priority areas with the East Side to support further resident
engagement.
VCSJ's Role in Neighbourhoods and Priorities for 2013
Neighbourhoods have experienced a great many changes over the last four years. For
instance four of five priority neighbourhoods have staff resources and community
spaces and non-profit, business, and government partners. It is encouraging to see the
growing interest and commitment from residents and partners in other areas such as
Latimore Lake community.
Planning
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47
Vibrant Communities Saint John has been asked to assist planning and followup
supports to all interested neighbourhoods to identify priorities and to monitor progress
towards the implementation of neighbourhood generated priorities.
For 2013: Vibrant Communities will provide support to neighbourhood groups where
appropriate, helpful, and required. Our staff resources are available to help
neighbourhood groups identify opportunities, synergies and trouble shoot where
needed. We will convene quarterly community gatherings to support the goals of
priority neighbourhoods. There is a need for neighbourhoods to connect together, learn
from each other and also to be supported in specific actions.
Social Plan
VCSJ worked closely with the City to solicit participation from low-income residents in
the development of Plan SJ, most notabiy the great turnout of individuals at the Saint
John Learning Exchange. It is very encouraging to see the emphasis that has been placed
on priority neighborhoods, accessible transit, and mixed housing in the municipal plan
and that it aligns so closely with our poverty reduction strategy.
In the past year Vibrant Communities has been working with many partners on the
development of a Social Plan for SJ. During 2013 we will be convening neighbourhood
conversations to discuss quality of life issues and discussing the formulation of an
overall Social Plan for Saint John in which will identify a common agenda on issues
related to Quality of Life for our neighbourhoods and community.
VCSJ embarked on a transportation initiative in 2012 to seek input of citizens and
through research to increase accessibility to transportation for low-income residents in
priority neighbourhoods. City and Saint John Transit were among the partners to guide
VCSJ in the initiative. We are continuing this work and have introduced with the support
of SJ Transit Authority a discounted bulk buying initiative.
For2013: We are exploring the idea of Sunday Bus Service to priority neighbourhoods
with specific destination points identified by the community.
For2013: Continue to promote Canada Learning Bond in all neighbourhoods. Work on
other common issues that relate to all neighbourhoods. In addition Around the Block
continues to be an excellent communication tool among neighbourhoods.
Resident Capacity Buildinq
Vibrant Communities will continue to bring together neighbourhood leaders to discuss
common issues such as ways to connect with residents and build their participation and
leadership in neighbourhoods and in their own families. Learn and Go has significantly
contributed to the momentum of citizen engagement. In the past 4 years over 150
residents have participated in Learn and Go, over 80 have participated in Power UP, and
many others are actively leading improvements in their communities
5
48
For2013:Work with the neighbourhoods on building leadership skills of residents
including Learn and Go.
Engaging Neighbourhood Experts
VCSJ continues to champion ways to involve residents in different initiatives where they
can provide meaningful input and advice, the most recent was the March 13th gathering
of our Neighbourhoods and community leaders to discuss the ongoing work of the SJ
Poverty Reduction Strategy. All neighbourhoods were represented and VCSJ covered
costs associated with making it possible for individuals to attend (whether
transportation and/or childcare). Each of the five priority neighbourhoods made
presentations on successes within their communities.
For 2013: Continue the emphasis and encourage other partners to assist where possible.
Evaluation
We recognize the need for evaluation and measurement. We also understand that the
City is interested in measuring the impact of their investment. To that end, we have
developed an evaluation framework to measure the impact of the Community
Organizers work within the neighbourhoods. See below.
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49
Evaluation
Community Organizer
DATA VCC COMMON
ACTIVITIES OUTCOMES INDICATORS SOURCES EVALUATION
FRAMEWORK LINK
Build relationships with -More residents -#of priority -Community IMPRO�'ING INDIVIDUAL&
local residents and participate in neighbourhood Organizer HOUSEHOLD ASSETS(II�
neighborhood leaders to activities that residents involved (Penni) -"Social Assets"
engage their active benefit their in community -Residents o Civic Participation
participation in communities e��ents, ser�ices, (e.g., through (i.e., # of residents
improvements. -Enhanced resident and activities (e.g., personal involved in community
leadership on Spring Clean Up, stories/ events, services and
priority actions Beautification, account; activities; #of events;
Community resident #of residents who
-Content provided to Garden) survey) contribute to Around the
Around the Block o #new and Block)
repeat -Around the -"Personal Assets"
participants Block o Inner Resources
-Residents' gained Coordinator (i.e., qualitative account
experience(e.g., (Juanita) by residents of gained
sense of experience—"other
accomplishment/ outcomes")
pride; enhanced
literacy skills)
-# of
neighbourhood
events
-#of residents who
contribute to
Around the Block
o Stories
o Photographs
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50
Develop relationships -More connections -# of community -Community COMMUNITY CAPACITY FOR
with community established with partners (e.g., city Organizer POVERTY REDUCTION(I)
partners to plan, support community partners staff, non-profits, (Penni) -"Collaboration"
and implement and neighbourhood schools) involved o Core Mechanism —
community priorities. groups/community in community (i.e., #of partners
residents planning efforts involved in governance)
(e.g.,monthly o Participation—(i.e., #
neighbourhood of partners participating
meetings) in specific poverty
reduction strategies)
o Connected—(i.e.,#of
partners participating in
occasional activities)
Support the -Neighbourhood -#of updated -Community COMMUN lTY CAPACITY FOR
development and plans are developed neighbourhood Organizer POVERTY REDUCTION(I)
implementation of and updated for plans (Penni) -"Community Awareness"
neighborhood plans and priority -# of priority -Residents (i.e., -Mechanisms in Use—
priorities. neighbourhoods neighbourhood through Neighbourhood Plans (i.e.,
-IVlore residents residents involved resident #of updated neighbourhood
participate in the in the survey) plans
development of de��elopment of
neighbourhood neighbourhood IMPROVING INDIVIDUAL&
plans/community plans/community HoUSEHOLD ASSETS(II)
planning efforts plaiuiing efforts -"Personal Assets"
-More residents o #new and o Inner Resources
aware of repeat (i.e., qualitative account
community participants by residents of gained
priorities and issues -Extent to which experience—"other
priority outcomes")
neighbourhood
residents are
aware of
community
priorities and
issues
Connect residents to -Neighbourhoods are -Extent to which -Community IMPROVING INDIVIDUAL&
other community strengthened by priority Organizer HOUSEHOLD ASSETS (II)
resources. means of residents neighbourhood (Penni) (i.e., -"Social Assets"
and community residents are through one- o Civic Participation
partners working aware of available on-one (i.e., #of residents that
together resources conversations are aware of and access
-Residents have -Extent to which with residents) available resources)
better/improved priority -Residents (i.e.,
accessto neighbourhood through
community residents access resident
resources available resources survey)
(e.g., training,
education,
healthcare)
o #of
connections
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51
Encourage shanng -More opportunities -# of events where -Community COMMUNITY CAPACITY FOR
between priority for neighbourhoods two or more Organizer POVERTY REDUCTION(I)
neighborhoods. to work together priority (Penni) (i.e., -"Collaboration"
-More residents neighbourhoods through one- o Connected—(i.e.,#of
aware of resources worked together on-one partners participating in
available within and on a common conversations occasional activities)
outside of their goal/activity with residents)
respective -�xtent to which -Residents (i.e., IMPROVING INDIVIDUAL&
neighbourhoods priority through HOUSEHOLD ASSETS(II)
neighbourhood resident -"Social Assets"
residents access survey) o Civic Participation
resources outside (i.e., #of residents that
of their are aware of and access
neighbourhoods available resources
o # of outside of their
connections neighbourhoods)
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52
Budget Request
Neighbourhood Supports Budget (April 2012-March 2013)
Expense Request of City SJ Other sources Total
including VCSJ
Learn and Go 0 25,000 25,000
Community 18,500 16,500 35,000 (employer
Organizer costs included)
Honouraria fund 0 2000 (plus) 2000 (plus)
Office expenses 0 1000 1000
Other VCSJ Staff 0 20,000 (plus) 20,000
time
Tota I 18,500 64,500 83,000
Anticipated outcomes:
• more residents participate in community events, services, activities
• content provided to Around the Block
• residents participate in programs that may benefit their communities
• more resident leadership on priority actions
• neighbourhoods are strengthened with resident and community partners
working together
• more opportunities for neighbourhoods to come together
For further correspondence, please contact,
Barry Galloway
Vibrant Communities Saint John
693-0904 or vibrantsl@nb.aibn.com
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Vibrant Communities Saint John Leadership Round Table 2013
Bill Bastarache, Common Front for Social Justice/John Howard Society
Fern Bennett, Make Poverty History
Shilo Boucher, YMCA-YWCA
Sarah Brown, Fusion - KPMG
Dan Cameron, Social Development
*Monica Chaperlin, Business Community Anti-Poverty Initiative
Michel Cote, ARCF
Debbie Cooper, Saint lohn Boys and Girls Club
Mel Norton, Mayor, City of Saint John
*Elaine Daley, Belyea, Colvwell and Associates
Francine DiMambro, Canadian Mortgage and Housing Corporation
Roma De Robertis/Mary Beth McCurdy, Sisters of Charity
*Regena Farnsworth, (Chair) UNB Saint John
Elizabeth Flemming, MLA Trevor Holder's Office
Debbie Godlewski, Public Health Services, Horizon Health Network
Randy Hatfield, Human Development Council
Gregor Hope, Business Community Anti-Poverty Initiative
Carl Killen, MLA SJ Harbour Southern Caucus
Lyn King, Community Representative
Mary LeSage, People Unite Lower South End
Grace Losier, Mayor, Grand Bay Westfield
Wendy MacDermott, Greater Saint John Area United Way
Brian Marks, Social Development
Sandra McCready, Irving Oil Ltd.
Bonnie McGraw, St.Joseph's Community Health Centre
Donna McKee, Waterloo Village Association
Sara Mudge, SaintJohn Board ofTrade
*Brenda Murphy, Urban Core Support Network
Faith Nagle, MP Rodney Weston's Office
Clare Northcott, Greater Saint John Community Foundation
Mary Eileen O'Brien, SJ Board of Police Commissioners,
Carleton Law Group
Phil Ouellette, City of Saint John
Donna Reardon, Common Council, City of Saint John
Shirley Robinson, Resident, Old North End
Nancy Savoie, Crescent Valley Neighbourhood
Janet Scott, Enterprise Saint John
Zoe Watson, Anglophone South School District
*Members of the Coordinating Committee
Staff: Barry Galloway
Juanita Black
Penni Eisenhauer
Cathy Wright
Erin Crosby
*Members of the Coordinating Committee that guide day to day work of VCSJ
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PARTNERS WITH VIBRANT COMMUNITIES SAINT JOHN
- Anglin Drive Neighbourhood Tenants' Association
- Anglophone South School District
- Association Regionale de la Communaute francophone de Saint John
- Bank of Montreal
- Bayview Credit Union
- Belyea, Colwell £� Associates
- Brenan's Select Funeral Home
- Business Community Anti-Poverty Initiative
- Canadian Mental Health Association
- Canadian Mortgage and Housing Corporation
- Canadian National Institute for the Blind
- Carleton Community Centre
- Centennial School
- City of Saint John
- Coast Tire and Auto Service
- Common Front for Social Justice
- Community Job Support Centre
- Correctional Services of Canada
- Courtenay Bay Tenants Association
- Coverdale Centre for Women
- Crescent Valley Community Tenants' Association
- Crescent Valley Resource Centre
- Dillon Consulting
- Early Learnin� Centre
- Economic and Social Inclusion Corporation
- Education (Department of)
- Enterprise Saint John
- Family and Early Childhood Education
- Family Plus Life Solutions
- Family Resource Centre
- First Steps Housing Inc
- Fortis Properties
- Fundy Wellness Network
- Fusion
- Glen Falls School
- Grand Bay Westfield (Town of)
- Greater Saint John Community Foundation
- Hazen White - St. Francis School
- Healthy and Inclusive Communities (Department of)
- Horizon Health Network
- Housing Alternatives
- Human Development Council
- Imprint Consultin�
- Inner City Youth Ministry
- Irvin� Oil Ltd
- JD Irving Ltd
- John Howard Society
- Key to Well-Being for Women
- Lorne School
- Make Poverty History
- Main Street Baptist Church
- Mariner Partners
- Members of the Legislature
- Members of Parliament
- Mental Health Recovery Centre
- New Brunswick Community College
- ONE Change
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- Options Employment Outreach
- PALS (Partners Assisting Local Schools)
- Partners for Workplace Inclusion
- Post-Secondary Education, Training and Labour (Department of)
- Prince Charles School
- Promise Partnership
- PRUDE
- Public Health Services
- PULSE (People Unite for Lower South End
- Quality Learning New Brunswick
- Re�ional Regional Development Corporation
- Royal Bank of Canada
- Saint John Association for Community Living
- Saint John Board of Trade
- Saint John Board of Police Commissioners
- Saint John Boys and Girls Club
- Saint John Community Loan Fund
- Saint John District Labour Council
- Saint John Early Childhood Development Coalition
- Saint John Energy
- Saint John Learning Exchange
- Saint John Mental Health Recovery Services
- Saint John Medical Community
- Saint John Multicultural and Newcomers Resource Centre
- Saint John Police Force
- Saint John the Baptist - King Edward School
- Saint John Sea Do�s
- Saint John Transit
- Saint John YMCA-YWCA
- Saint John Volunteer Centre
- Salvation Army
- Scotiabank
- Service Canada
- Sisters of Charity
- Social Development (Department of)
- St. Joseph's Community Health Centre
- St. Patrick's School
- Sussex Area Vibrant Communities
- Tabufile
- TD Bank
- Teen Pregnancy Committee
- The Resource Centre for Youth
- Tourism, Heritage and Culture (Department of)
- United Commercial Travellers
- United Way Serving Saint John, Kings, Charlotte Counties
- University of New Brunswick - Saint John
- Urban and Community Studies Institute, UNBSJ
- Urban Core Support Network
- Vibrant Communities Canada
- Waterloo Village Neighbourhood Association
- Westside Wellness Centre
- Westside PACT
- Women's Issues (Branch)
- XEROX Canada
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Appendix 2
Vibrant Communities Saint John
Proposal for
Neighbourhood Development Stimulation Grant
Request
Around the Block
57
� ,
�� �
�� C T I E
S
�c.11 (l� 1Ufli �
Proposalfor
Neighbourhood Development Stimulation Grant Request
� �
E , ����
roun oc -s
�
. . . . _ . . .
.
Submitted
to:
Leisure Services
City of Saint John
Attention Kevin Watson
Recreational Manager
March, 2013
Submitted by:
Vibrant Communities Saint John
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58
Neighbourhood Development Stimulation Grant Request
2013
Request
The support from the City of Saint John through its Neighbourhood Development Stimulation Grant has
been integral to the success of Around the elock. It is a viable partnership as the City's support enables
Vibrant Communities to produce, publish and distribute this community newspaper at no cost to the
reader. Once again, VCSJ is requesting $22,500 from the City towards the cost of this "inspirational
messenger"!
VCSJ stewards our community's poverty reduction strategy together with many partners. Its Leadership
Roundtable brings together members from the five priority neighbourhoods, three levels of government,
the business community and non-profit organizations (see attached appendix for list of inembers).
Introduction and Purpose
Around The elock is a community newspaper in Saint John that focuses on the positive and
celebrates achievements in our five priority neighbourhoods (Old North End, Lower West Side,
Deep South End, Crescent Valley and the Waterloo-Village) We also celebrate our neighbouring
communities like Anglin Drive and East Side Motivators, in east the Reading Crescent & Roxbury
Drive. We now have a French article every issue.
Around the Block will be celebrating its fifth year of publication in the fall of 2013. The paper is
published every two months and is delivered free of charge to all five priority communities. We
have drop off locations across the City including: hospitals, schools, libraries, museums, corner
stores, seniors' homes and more and can be viewed at www.sihdc.ca
At the paper we celebrate stories written by the residents, both youth and adults, in our
communities and the pictures that are taken by whatever camera we have at the time. The
pride that is shared by all communities is front and centre in each issue. These stories connect
us with each other. Communities learn from each other, share knowledge, and experience
hands on learning.
Community partners also contribute articles and information on their upcoming programs and
events, many do so on a regular basis as it is a proven vehicle to reach a broad audience.
Background
In April 2008, Vibrant Communities learned about a community newspaper that highlighted
positive community happenings in priority neighbourhoods in St. John's, Newfoundland. At the
same time we were hearing from residents in Saint John that they were tired of all the negativity
about their neighbourhoods. VCSJ and partners decided to take matters into our own hands and
create a good news newspaper modeled from the St.John's paper.
Accomplishments for 2012:
Community lnvolvement
2
59
When the paper started VCSJ developed a committee of residents and partners including
representatives from all five priority neighbourhoods, the Human Development Council, the
Saint John Community Loan Fund, and the Horizon Health Network to support Around the Block.
The committee continues to meet and other partners are invited to meetings, depending on the
theme of the upcoming issue.
Teachers, both retired and current along with other community volunteers, help with proof
reading and mentorship. On the average 85 — 95 stories are proofed for each issue. The paper
would not be possible without the devotion of the many volunteers, from the delivery teams, to
contributors and community partners.
Resident Feedback:
!love Around the elock because it's a great community newspaper and it...
- Helps keep residents in priority neighbourhoods informed about available programs and
resources
-lnforms residents al!overSaintJohn about upcoming events in and around their
neighbourhoods
-Plenty of'fee!good"stories help to inspire others
-Acknowledges the invaluable contribution vo/unteers provide with individual stories- this is one
of my favorite issues
-Stories submitted by many residents from all over Saint lohn, not just from organizations and
editors, gives the neighbourhoods some ownership in the paper as well
- Down to earth stores about and written by people we recognize and interact with on a daily
basis
-Raises community awareness between neighbourhoods-residents from al!over Saint John can
see what is happening in each other's neighbourhoods
- For Learn& Go- Working for Change it was a great resource for getting the word out about a
wonderfu! "Free"program available to priority neighbourhoods
Pat Porter—Anglin Drive Resident
!think Around the 8lock is an important vehicle for bringing a community together. !t provides
interesting stories and announcements of community affairs and allows people to feel how they
are part of it all.
Mark Drisco!!—proof reader
Themes
Each issue has a theme that links in to community priorities and judging from the response to
articles, the themes resonate with residents and partners. This past year the themes have
included; Strong Women, Vo(unteers & Business, Education & Learning, the Environment &
Community Beautification, Youth and Holiday Traditions. As well in May we partnered with
Elections NB to publish a special edition for the Municipal Election. The themes are decided by
the committee a year in advance.
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60
Expansion and Readership
From the first issue of our community paper that was delivered in October 2008, we started
with 8 pages and 6,000 copies. With demand for more copies and interest from contributors,
starting in December 2011, Around the Block which is published bi-monthly, now has 16 pages
full colour, with 9,000 free copies. For the October Anniversary issue we publish 10,000 free
copies. We have now distributed 250,000 copies of Around The B/ock.
Advertisinq and Expenses
Maintaining a balance between resident content, stories and pictures, and paying for the
publication is a priority for the newspaper. Our advertisement and sponsorship revenue cover
the entire printing and distribution costs of Around The Block! The Coordinator's salary is
mostly covered through a grant from the City of Saint John. The printing costs of 9,000 colour
copies, 16 pages in length, are approximately$3,500. Added to that is the honorarium for seven
volunteers that distribute Around The Block and a one day van rental for a total of$4,500.
To maintain and enhance the advertisement and sponsorship of Around the Block, in December
we hired a part time staff member at 15 hours per month to assist this endeavor.This staff
person will work with the coordinator of Around the Block Coordinator in seeking advertisers
and sponsors and is continually talking to potential supporters.
Different options are available for advertisers such as when purchasing five ads the sixth ad is
free. For 2012 there were 10 advertisers who have purchased one year of continuing
advertisements and five community pages are sponsored for the same package deal.Those who
want to advertise are also encouraged to engage in their local neighbourhoods.
lnvolvement of residents from priority neighbourhoods:
As the purpose of Around the Block is to celebrate good news stories from residents, it is very
encouraging the note the consistent involvement of residents in contributing to the newspaper.
This is not without constant follow-up from the Coordinator in working with different
neighbourhoods but the results are very encouraging.
In addition the partners clearly view the newspaper as an important vehicle to reach residents.
Please see below the list of community partners.
In each community, there are different plans in place to deliver the paper.Three communities
have a low-income individual deliver the papers. In Crescent Valley area Teen Vibe delivers the
papers and in the Village area youth from Teen Resource Centre also deliver the paper. Both
groups use the honoraria as a fundraiser for projects.
Tracking short form Feb'12 - Dec'12
Dates Articl Reside Comm Pictures Ad's Page New
es nts Partners including Sponsor resident
Contri & non headline contributor
bute profits
Issue 21 Feb'12 - 78 29 30 70 18 11
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Strong Women 9000
Issue 22 April '12 66 23 38 48 25 7
Volunteers & Business
9000
Special edition 18 11 3 1
Municipal election 6000 Complete
sponsorshi
p
Issue 23 June '12 72 22 24 88 18 7
Learning &education
9000
Issue 24 Aug'12 73 19 33 50 18 5
Environment&
Beautification 9000
Issue 25 Oct `12 60 18 28 56 34 3
4`h Annv ATB &youth
10,000
Issue 26 Dec `12 62 19 34 74 24 8
Holiday Tradition
9000
Sub totals for`12 429 130 198 389 138 41
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Updated December 2012
Aids Saint John East Side Motivators Romero House
Anglin Drive Flemming Court Project RCL Portland #64
Neighbourhood Tenants Food Purchase Club RCL Women's Branch 62
Assoc. Fundy Minor Football SJMNRC
Animal Rescue League Glen Falls School St. George's Church
Art MAMMA Glen Falls United Church St.Joes Computer Access
Beaconsfield School Greater SJ Community Centre
Big Brother Big Sisters Foundation St. Patrick's School
Boys and Girls Club Habitat for Humanity S J Boys& Girls Club
Breaking Free Havelock School SJ Breast Feeding Alliance
Brunswick Drive Tenants Hazen White -St Francis Saint John Block Parents
Assoc. H.O.P.E. (Wellness Centre) Safe HarbourTransitional
Business Venture Group Human Development House
(Garden Buds&Simply Council S J Community Loan Fund
Good Catering) Job Bus Tour S J Learning Exchange
Cal Net Computer Centre Key to Well Begin 5 J the Baptist—King Edward
Canadian Liver Foundation Kidney Foundation Saint John Free School
Canadian Mental Health Knight of Columbus Saint John Votes
Assoc. Learn & Go Saint John YMCA-YWCA
Carleton Comm. Centre Lorne Home &School Saint John Youth Radio
Carleton Kirk Lodge Assoc. School District 8 Celebrate
Catch the Wave Loyalist Zone Seniors Sea Cats
Centenary Queen Square Make Poverty History Seniors Day Programs
Church Main Street Baptist Sophia Recovery Centre
Centennial School Market Place Wellness South End Community
Charlton Place Seniors Neighbourhood Police Centre
Clothes Closet Council South End Day Care
Community Chaplaincy N B Anti Poverty Clinic Story Tent West
Community Health Centre New Brunswick Museum Talk To Me
Community Loan Fund North End Works Teen Resource Centre
C V Adult Learning Centre ONE Change Ties 2 Work
C V Community Tenants ONE Change Adult TOPS
Association Learning Centre Trinity Church Outreach
C V Resource Centre PALS Program UNB SJ Promise
C V Teen Vibe PRO Kids Partnership
CV Girls World Partners for a Workplace United Way of Greater 5 J
Courtenay Bay Tenants Inclusion Vibrant Communities
Assoc. PASSAGE Village Neighbourhood
Coverdale Portland United Church Assoc.
Danell's Drive Tenants POWER UP/ USCN Vineyard Church
Assoc. Prince Charles School Westside P.A.C.T
Daybreak Seniors Activity Promise Partnership Westside Wellness
Centre PRUDE YMCA—YWCA
Dodging Diabetes PULSE YMCA Newcomers'
Early Learning Centre's Quality Learning NB Youth Choices
Youth Radio
6
63
Anticipated Ongoing Outcomes for 2013
• Each neighbourhood continues to takes ownership of Around the Block: Teams of
community volunteers recruit more residents to contribute to the content of their pages
and ensures that the newspaper is delivered door to door.
• Residents' pride and motivation will grow as their voices are heard through the paper
and their Communities, giving them reason to celebrate.
• Communities will continue to share with each other and participate in each other's
events expanding their knowledge of the community as a whole.
• Neighbourhoods will serve as inspiration and mentors to new community groups like
the East Side Motivators and the Anglin Drive Neighbourhood Tenants Association.
• Seniors complex's now contribute regularly to Around The Block; Danell's Drive Tenants
Association as well as the Charlton Place and Stephenson Tower Seniors.
• Residents have improved reading, writing, and reporting skills, which will help encourage
new writers for each issue.
• Partners and advertisers will be able to provide targeted advertising for programs,
thereby increasing awareness and participation.
• Youth will feel involved, highlighting their activities and accomplishments.
• And there are pfans in 2013 to have another round of workshops to encourage new
writers, with writing and interviewing skills.
Budget for April 2012—March 2013
Expenses Cost Description
Printing $19,000 The content and added advertising requires 16 page
printing (plus extra copies for anniversary issue).
Staff(24 hours per week) 25,309 The workload associated with advertising and content
Delivery expenses (honourarium) 4,788 Honouraria and gas expenses for delivery of 10,000
copies 6 times a year
Layout& Design 5,000 Provided in Kind by Human Development Council
Expenses (phone, office supplies, 674. Vibrant Communities SJ provides in kind
transportation)
Total $54,771
Income Anticipated income
City of SJ Stim Grant $22,500
Advertisement and sponsorship $24 000
Human Development Council and $8,271 In kind by Human Development Council and
Vibrant SJ contribution by VCSJ
Total Request of City of Saint $22,50Q
John
7
64
Evaluation Framework for Around the Block
Around the Block Coordinator
Since inception in October 2008, Around the Block has positively contributed to an increased
and enhanced level of community awareness within the five priority neighbourhoods, as well as
for the Greater Saint John Area. To date, 237,000 copies of the newspaper have been circulated
within the City at no cost to the reader, largely as a result of over$85,000 in sponsorship
donations by community partners. It is our goal in 2013-2014,to ensure continued participation
and collaboration with community partners in the development of, and support and
contribution to the Newspaper.This will be achieved through continued efforts to engage
potential sponsors, community partners, such as non-profit organizations, government
departments, and local businesses and companies.
The success of the publication largely stems from its participation by priority neighbourhood
residents, which ensures that the content continues to "priority-neighbourhood focused."
Twenty-seven issues have been released to date, which includes 721 articles or pictures
contributed by priority neighbourhood residents. It is our goal in 2013-2014,to gain a greater
understanding of residents' experience with the newspaper, through their participation in its
development (i.e., contributing an article or picture), as well as their general satisfaction and
awareness of the newspaper.This will be achieved through one-on-one conversations with
residents, as well as a priority neighbourhood resident survey and Greater Saint John Area
resident survey.
Projected goals for Around the Block in 2013-2014 could not be achieved without the
irreplaceable Around the Block Coordinator. The Coordinator is responsible for the following
activities:
• Coordination of layout, feedback and planning meetings for stakeholders and
community partners.
• Organization of all submissions for each issue, including the decision to run or hold
stories/pictures.
• Establish issue deadlines for stories and advertisements.
• Distribution of draft newspaper articles to proof readers for required edits.
• Coordination of all advertisement sales for all issues.
• Collaborate with volunteer layout and design coordinator to produce each issue and
ensure prompt delivery of electronic files to the printer.
• Coordinate the delivery of 9,000 newspapers to priority neighbourhoods, stakeholder
agencies, and drop off locations.
8
65
VCC COMMON EVALUATION
ACTIVITIES OUTCOMES (NDICATORS DATA SOURCES FRAMEWORK LINK
Around the Block Coordinator
Resident -Continued priority -Number and percent -Around the Block IMPROVING INDIVIDUAL Sz
Engagement neighbourhood- of residents who Coordinator HOUSEHOLD ASSETS�II�
(i.e. priority focused content contribute to Around (Juanita) -"Social Assets"
neighbourhoods -Greater involvement the Block o Civic Participation
residents) of residents within o Stories -Residents (e.g., (i.e., #of residents
their neighbourhoods o Photographs through personal who contribute to
-Residents feel more stories/account; Around the Block}
connected to their -Residents'gained resident survey} -"Personal Assets"
community experience (e.g., o Inner Resources
sense of (i.e., qualitative
accomplishment/ account by residents
pride; enhanced of gained experience—
literacy skills) "other outcomes")
9
66
Partner -More community -Number of -Around the Block COMMUNITY CAPACITY FOR
Engagement partners are engaged companies, Coordinator POVERTY REDUCTION (I�
(i.e., potential in the support, organizations, and (Juanita) -"Collaboration"
advertisers and production, and government o Core Mechanism (#of
community contribution to the departments that partners involved in
partners) Newspaper to ensure sponsor the governance and
its success Newspaper funding—i.e.,#of
-Continued -Dollar amount of annual sponsors and
dissemination of sponsorship sponsorship$)
Newspaper at no cost o Connected (#of
-Number of partner partners participating
organization in occasional activities
employees involved —i.e., #of ongoing and
in the production of new community
the Newspaper partners and non-
profits that contribute
-Number and percent to Around the Block
of ongoing and annually}
"new" community
partners and non-
profit organizations
that contribute to
the Newspaper
o Stories
o Photographs
Around the Block - Priority - Number of -Around the Block COMMUNITY CAPACITY FOR
Distribution neighbourhood Newspapers Coordinator POVERTY REDUCTION �I�
residents feel more distributed bi- (Juanita) -"Community Awareness"
connected to their monthly -Neighbourhood o Mechanisms in Use—
community - Number and Residents (e.g., Newsletter(i.e.,#of
- Priority percent of priority through personal reports disseminated
neighbourhood neighbourhood stories/resident annually; and, degree
residents possess residents satisfied survey) to which residents
greater awareness of with the -Saint John from priority
what's going on in Newspaper residents outside neighbourhoods are
their respective - Degree with which of Priority satisfied with the level
community, as well as priority Neighbourhoods of community
other communities neighbourhood awareness Around the
- Greater Saint John residents feel that Block provides)
Area residents have they are better
greater understanding informed
of priority - Degree with which
neighbourhoods "other" Saint John
Area residents are
aware of Around
the Block
10
67
Respectfully submitted by;
Barry Galloway-Vibrant Communities Saint John
116 Coburg Street
Saint John NB E2L 3K1
vibrantsj@nb.aibn.com
693-0904
11
68
Vibrant Communities Saint John Leadership Round Table 2013
Bill Bastarache, Common Front for Social Justice/John Howard Society
Fern Bennett, Make Poverty History
Shilo Boucher, YMCA-YWCA
Sarah Brown, Fusion - KPMG
Dan Cameron, Social Development
*Monica Chaperlin, Business Community Anti-Poverty Initiative
Michel Cote,ARCF
Debbie Cooper, Saint John Boys and Girls Club
Mel Norton, Mayor, City of Saint John
*Elaine Daley, Belyea, Colvwell and Associates
Francine DiMambro, Canadian Mortgage and Housing Corporation
Roma De Robertis/Mary Beth McCurdy, Sisters of Charity
*Regena Farnsworth, (Chair) UNB Saint John
Elizabeth Flemming, MLA Trevor Holder's Office
Debbie Godlewski, Public Health Services, Horizon Health Network
Randy Hatfield, Human Development Council
Gregor Hope, Business Community Anti-Poverty Initiative
Carl Killen, MLA SJ Harbour Southern Caucus
Lyn King, Community Representative
Mary LeSage, People Unite Lower South End
Grace Losier, Mayor, Grand Bay Westfield
Wendy MacDermott, Greater Saint John Area United Way
Brian Marks, Social Development
Sandra McCready, Irving Oil Ltd.
Bonnie McGraw, St.Joseph's Community Health Centre
Donna McKee, Waterloo Village Association
Sara Mudge, Saint John Board of Trade
*Brenda Murphy, Urban Core Support Network
Faith Nagle, MP Rodney Weston's Office
Clare Northcott, Greater Saint John Community Foundation
Mary Eileen 0'Brien, SJ Board of Police Commissioners,
Carleton Law Group
Phil Ouellette, City of Saint John
Donna Reardon, Common Council, City of Saint John
Shirley Robinson, Resident, Old North End
Nancy Savoie, Crescent Valley Neighbourhood
Janet Scott, Enterprise Saint John
Zoe Watson,Anglophone South School District
*Members of the Coordinating Committee
Staff: Barry Galloway
luanita Black
Penni Eisenhauer
Cathy Wright
Erin Crosby
*Members of the Coordinating Committee that guide day to day work of VCSJ
12
69
PARTNERS WITH VIBRANT COMMUNITIES SAINT JOHN
-Anglin Drive Neighbourhood Tenants' Association
-Anglophone South School District
-Association Regionale de la Communaute francophone de Saint John
- Bank of Montreal
- Bayview Credit Union
- Belyea, Colwell &Associates
- Brenan's Select Funeral Home
- Business Community Anti-Poverty Initiative
-Canadian Mental Health Association
-Canadian Mortgage and Housing Corporation
-Canadian National Institute for the Blind
-Carleton Community Centre
-Centennial School
-City of Saint John
- Coast Tire and Auto Service
-Common Front for Social Justice
-Community Job Support Centre
-Correctional Services of Canada
- Courtenay Bay Tenants Association
-Coverdale Centre for Women
-Crescent Valley Community Tenants' Association
-Crescent Valley Resource Centre
- Dillon Consulting
- Early Learning Centre
- Economic and Social Inclusion Corporation
- Education (Department of)
- Enterprise Saint John
- Family and Early Childhood Education
- Family Plus Life Solutions
- Family Resource Centre
- First Steps Housing Inc
- Fortis Properties
- Fundy Wellness Network
- Fusion
- Glen Falls School
-Grand Bay Westfield (Town of)
-Greater Saint John Community Foundation
- Hazen White—St. Francis School
- Healthy and Inclusive Communities (Department of)
- Horizon Health Network
- Housing Alternatives
- Human Development Council
- Imprint Consulting
- Inner City Youth Ministry
- Irving Oil Ltd
-JD Irving Ltd
-John Howard Society
13
70
- Key to Well-Being for Women
- Lorne School
- Make Poverty History
- Main Street Baptist Church
- Mariner Partners
- Members of the Legislature
- Members of Parliament
- Mental Health Recovery Centre
- New Brunswick Community College
-ONE Change
-Options Employment Outreach
- PALS(Partners Assisting Local Schools)
- Partners for Workplace Inclusion
- Post-Secondary Education,Training and Labour (Department of)
- Prince Charles School
- Promise Partnership
- PRUDE
- Public Health Services
- PULSE (People Unite for Lower South End
-Quality Learning New Brunswick
- Regional Regional Development Corporation
- Royal Bank of Canada
-Saint John Association for Community Living
-Saint John Board of Trade
-Saint John Board of Police Commissioners
-Saint John Boys and Girls Club
-Saint John Community Loan Fund
-Saint John District Labour Council
-Saint John Early Childhood Development Coalition
-Saint John Energy
-Saint John Learning Exchange
-Saint John Mental Health Recovery Services
-Saint John Medical Community
-Saint John Multicultural and Newcomers Resource Centre
-Saint John Police Force
-Saint John the Baptist—King Edward School
-Saint John Sea Dogs
-Saint John Transit
-Saint John YMCA-YWCA
-Saint John Volunteer Centre
-Salvation Army
-Scotiabank
-Service Canada
-Sisters of Charity
-Social Development (Department of)
-St.Joseph's Community Health Centre
-St. Patrick's School
-Sussex Area Vibrant Communities
14
71
-Tabufile
-TD Bank
-Teen Pregna ncy Com m ittee
-The Resource Centre for Youth
-Tourism, Heritage and Culture (Department of)
- United Commercial Travellers
- United Way Serving Saint John, Kings, Charlotte Counties
- University of New Brunswick—Saint John
- Urban and Community Studies Institute, UNBSJ
- Urban Core Support Network
-Vibrant Communities Canada
-Waterloo Village Neighbourhood Association
-Westside Wellness Centre
-Westside PACT
-Women's Issues(Branch)
-XEROX Canada
15
72
Appendix 3
THE ONE CHANGE
Application to City of Saint John
For
Neighbourhood Development
Stimulation Grant 2013
73
,�. �,.�,
�� r
�.
Application to City of Saint John for Neighborhood Development
Stimulation Grant 2013
Project description:
The ONE Change Inc. is again applying for the City of Saint John for
Neighborhood Development Stimulation Grant. This grant will allow ONE
Change to operate programs designed to revitalize the historic, proud, and
resilient Old North End Neighborhood. We are requesting funding for one
staff position to assist with the Coordination of services in the community.
Neighborhood Coordinator: ONE Change has become known as the
organizing force in the Old North End neighborhood. Residents turn to ONE
Change for information and referrals to outside agencies as well as programs
offered by ONE Change. Just a few of the programs overseen by this
position include; ONE LIFE, ONE Digital Learning Centre, a diaper and
baby formula program, a clothing depot, a health clinic, as well as
community committees and partnerships.
A great deal of effort is currently being spent on preparing new
programming initiatives for the C.E. Nicolle Community Centre and the
development of a new model health clinic, therefore it is all the more
important to have a staff person who can oversee day to day operations.
The skill set of our current Neighborhood Coordinator has allowed us to
implement an evaluation plan for the community usage of the ONE Change
building and thus we are able to measure the impact she is having. These
statistics for 2012 were presented in our January progress report. We feel
these statistics and qualitative examples strongly show the impact that this
position and the City's investment provides.
74
While these programs are mostly funded, the work falling to the volunteers
to coordinate the administration of these programs is ever increasing.
The Coordinator has supervised student placements, volunteers, and
community service for offenders. The job has also included funding proposal
writing, scheduling and attending meetings and boardroom bookings, as well
as providing a friendly face to the public. Much of the work of organizing
celebrations such as Christmas parties falls to this person as well. We require
the assistance of a Coordinator to look after the office and handle the
majority of the paperwork required for funding applications and other non-
profit related work.
As ONE Change has grown, the strain on the volunteer base has become
quite great. The great work our Coordinator achieves allows the Board to
explore new opportunities and better ways to improve the quality of life in
the old north end.
Sponsoring Organization:
The ONE Change Inc.
Scott Crawford — President
Scott.crawford�u�,honzonnb.ca
647-3899
Background Information:
ONE Change was the first neighborhood to organize in an official structure
to move forward in improving the quality of life in its area. Established in
2004, many of the board's members {both residents and community
stakeholders) have been involved since that time.
The current executive is:
Scott Crawford, President Horizon Health
Carla Bigney, Resident Vice-President Resident
Gary Sullivan, Community Vice-President Principal Millidgeville North
Kit Hickey, Treasurer Housing Alternatives
75
Board
Rose Young Resident
Greg Norton Principal Lorne Middle School
Tony Dickinson Main Street Baptist Church
Connie Gould Resident
David Fleming Resident
Victoria Thorne Resident
Kurt Peacock Enterprise SJ
Ex-officio members include Tony Arsenault (SJPF) and Greg Cutler (SJ
Leisure Services)
ONE Change runs on a project budget basis, with all of our major programs
being funded primarily through provincial and federal grants.
Projected budget:
Neighborhood Coordinator: Staff Salary{12 months) $22,680
(30hrs/wk @ $14)
MERCS � 3175
Total $ 25 855
Other sources of funding:
The other sources of funding provide the programs that the Neighborhood
Coordinator oversees. There is currently no other funding options for this
position. The Board of Directors has recognized that sustainable funding for
this position is critical and will be working towards funding alternatives to
make this happen. Support funding and in-kind services are as follows:
Community Developer (20hr/wk) $32 000/yr
Bookkeeping (2hr/wk) $ 2 900/yr
Supplies for Coordinator $ 1 200/yr
Volunteer assistance {15hr/wk) 9 3b0/
Total in-kind $45 460/yr
76
5peci�c Outcomes:
ONE Change firmly believes that the Neighborhood Stimulation funding
must truly stimulate long term growth in our priority communities and our
previous applications have demonstrated that.
The continued funding of the Neighborhood Coordinator position will allow
ONE Change to move forward with the implementation of the plans. As
ONE Change assumes operations of the North End Community Centre we
will assess over the next year how the role of the Community Coordinator
may change however for 2013-14 we will require this position more than
ever to assist the transition.
Specifically the coordinator will be achieving the following actions in the
next year:
Committee Coordination— a number of standing committees exist in ONE
that focus on specific areas identified as important such as health, housing,
environment etc. This position allows for those committees to run smoothly
with meetings scheduled, the boardroom booked, and attendees notified.
Partner Coordination—ONE Change cannot exist without strong
partnerships and thus the Coordinator works to maintain positive working
relationships with partners. Whether it's Horizon Health, the Police
Department, the City of Saint John, schools and churches, these groups are
vital to the success of ONE Change.
Volunteer Management—Volunteers operate in a number of capacities at
ONE Change and the Neighborhood Coordinator is responsible for
recruitment, orientation, scheduling, and oversight of these important
resources.
4ffice Management—answering phones, preparing documents, referring
residents to services are all important and also falls to the Coordinator to
achieve.
Sustainability:
The 4NE Change Inc. believes that the stimulation funding is intended to
provide funding for projects for a l�mited time until such programs become
sustainable. The City's stimulation money previously funded the Youth
Coordinator until other funding sustained that position. We intend to seek
sustainable funding for our Cominuni�y Coordinatar position. The
stimulation funded will only be used for this position until alternative
options are available.
77
Time line for implementation:
March 2013—Apri12014
Continuation of Neighborhood Coordinator
Staffing requirements:
A major priority of the Neighborhood Coordinator position is to hire from
within the community. The Coordinator will have some background and
experience working in an office setting and organizing events. The
Coordinator also must provide a friendly face to the community and be able
to represent ONE Change in a variety of settings. The job duties are listed
above as specific outcomes.
Resources providedJrequired:
ONE Change will provide all resources required by staff including office
space, supplies, programming funding, and other overhead costs.
Lorne School and Main Street Baptist Church provide additional space,
volunteers and resources.
78
Appendix 4
PULSE Inc.
79
� �
- �"�����=���
�'�� ����.
251 Wentworth Street
Saint John, NB
E2L OB7
(506) 632-6807
March 14t", 2013
Mr. Barry Freeze
Leisure Services Coordinator
City of Saint John
PO Box 1971
Saint John, NB
E2L 4L1
Dear Mr. Freeze,
I am writing to you on behalf of P.U.L.S.E. Inc. (People United in the
Lower South End), a community initiative that works to improve the
quality of life for people living, working and visiting o�r neighbourhood
in the lower south end of the City of Saint John. The purpose of my
letter is to make application for a Neighbourhood Development Grant
under the existing municipal program.
During the past year we have accomplished much to maintain/improve
the quality of life for people of the lower south end:
� Ongoing improvements of the interior/exterior of our building at
251 Wentworth Street which has made it attractive as a rental
space to YMCA-YWCA of Greater Saint John for providing ESL
programs,
• A voice for the people of our neighbourhood,
� Expansion of our Community Garden - Phase 1,
• Hosting monthly Wellness Clinics and Flu Clinics (each fall)
through a partnership with the VON,
• Safe Halloween Event (BBQ was cancelled due to heavy rain),
• Taxation Support Clinics for local residents,
80
• Safe Grad Program - `For the Love of Kaylee' - 4 weekends of
driving students home from graduation parties/events,
• Winter Fest Event at Rainbow Park,
� Community Clean-up in the Spring
• Graffiti Clean-up (ongoing through group of residents),
• Support for Community Policing Initiatives - ongoing,
• Support/participation/fundraising through Queen Square
Farmer's Market, and
• Community engagement exercise around rededication issues at
Rainbow Park.
During the past year we have brought over $9000.00 into our budget
through fund raising (Farmer's Market), a memorial donation, rental of
space, Provincial Grant Monies and resident donations.
�ur plans for the coming year include:
Maintaining our hours of operation/daily community
support/activities through ongoing work of our Operations
Manager - Mary LeSage.
Completion of the expansion of the Community Garden,
Continued improvements to our facility and grounds,
Hosting a Community Clean-up in the Spring and Fall.
Hosting a Community Picnic at Rainbow Park in the summer
Hosting an expanded WinterFest Program in the winter
Hosting two Community Engagement Programs - pre-election to
meet the Ward III candidates.
Hosting two additional community discussions regarding quality
of life issues for this neighbourhood.
We request funding in the following amounts to support these
initiatives:
81
Operations Manager $ 15,600.00
Current Source Deductions $ 1,150.00
Community Clean-up (Spring) $ 1,000.00
Community Clean-up (Fall) � 1,000.00
Community Picnic (Summer) $ 1,000.00
WinterFest Event (Winter) $ 1,000.00
Neighbourhood Development (Public
Speaking Program - 4 persons from each
Neighbourhood (20 people) $ 3000.00
Community Engagement Exercises $ 1,250.00
Total $ 25,000.00
In addition it is time for us to once again host a neighbourhood
planning/priority setting session as a precursor to development of a
neighbourhood plan. We would organize this two - half day session for
the fall of 2013.
Therefore we make application for $1500.00 of direct funding for this
initiative.
We thank you for your consideration of our application. I look forward
to the opportunity to discuss it with you further.
Sincerely,
Carl M. Trickey
President
506.648.9900
82
Appendix 5
Crescent Valley Resource Centre
Request for Funding:
2013 Neighbourhood Development
Stimulation Grant
83
Crescent Valley Resource Centre
130 MacLaren Blvd. Saint John NB E2K 3G3
Tel: 506.693.8513
Fax: 506. 693. 1513
March 15, 2013
Kevin Watson
Recreation Manager,
City of Saint John
PO Box 1971
Saint John NB, E2L 4L1
Request for funding: 2013 Neighbourhood Development Stimulation Grant
Dear Kevin:
Please find enclosed the Crescent Valley Resource Centre's (CVRC) request for funding from the City's
Neighbourhood Development Stimulation Grant. We are requesting$25,000 to assist us in our work in
Crescent Valley.
The CVRCs mission is:
To create together-residents and community partners- a clean, safe,peaceful neighborhood for
people of a!I ages and abilities, with trees and green spaces, opportunities for work, education
and trarning, access to services, pleasing homes, roadways, and sidewalks, and no crime. A
people place where respect and responsibility, care, and cooperation are the main community
values.
The CVRC's programs and services are aimed at building leadership and resiliency in individuals and
families and capacity and connectivity in the neighbourhood. We have established many working
partnerships in the community. (See appendix D) Many residents are facing challenges in their lives and
through these diverse partnerships we are providing them with opportunities to succeed. As an
example, with the CV Caring for the Environment project (waste reduction initiative in CV) residents
developed leadership skills and gained employment.
The CVRC is entering its fifth year of operation and we are seeing tremendous growth. We are reaching
our goals of empowering Crescent Valley residents to meet healthy lifestyles, personal growth, and
developing into future leaders. The programs and services we offer are varied and give us opportunity
to work with children and youth, adults and seniors.This year we introduced the CV Walking Club and it
has met with great success. Residents are enthusiastic and energized by the progress they are making.
With information provided by the guest speakers participants are learning new ways to achieve a
healthy lifestyle. Residents have experienced new activities such as Nordic Walking and snowshoeing.
We are promoting healthy living through other avenues including the Healthy Start Breakfast and Slow
Cooking Program.
In 2012 we worked with UNBSJ's Faculty of Nursing and provided four students an opportunity for a
clinical placement.This turned out to be a win-win for the CVRC and the students who jumped right into
the neighbourhood and helped the CVRC connect with residents through a very successful Open House.
In 2012 we introduced a Resident Advisory Committee to better meet the needs of the community. The
1
84
Flemming Court Park Committee meets regularly and includes resident members. We will be introducing
new programs in 2013 to engage more residents in recreational, social and educational programs. We
are assuming the responsibilities for Bookwagon and Storytent, ensuring that community-based family
literacy is delivered in the neighbourhood. We are introducing a Wellness Cafe to address residents'
well-being and encourage resiliency, and to provide a venue for community engagement. We are
holding a 12 week Art Class, continuing the Walking Club and plan to provide the Summer Squad
program for children in July and August. We are working with the John Howard Society to bring a Family
Nurturing Program to the centre.
Our limited human and financial resources impact our ability to engage more residents and offer
programs during more weekends and evenings. We currently have many volunteers who help us;
however there are barriers that prevent the volunteers from dedicating long term commitment to CVRC.
We currently have only 1.5 staff positions, and see the need to increase this to at least two full-time
positions. Our current staff has been at capacity for some time. We are actively seeking revenue from
many sources but recognize that many funders do not permit funds to cover staffing positions.
In 2012 the CVRC coordinated or hosted many programs and services that residents participated in and
attended. There were 3500 visitors, drop-ins, and participants to the Centre last year. Some attended:
• 3.5 clinics • Learn and Go Sessions
• Canada Learning Bond sign up • Let's Talk About Food
• Community Christmas Exchange • Lunch and Learn for over 50
• CV Asset Mapping Committee • Money Matters
� CV Clean Up Days • Mother's Day Tea
• CV Community Christmas Party • Nurse Practitioner Drop-in Clinic
• CV Christmas Tree lighting event • Open House
• Family Drop-in sessions • Parenting Sessions with Family Plus/Life
• Family Literacy Day event Solution
• Food Purchasing Club • SJ Votes Press Conference
• Flu Clinics • Slow cooking program
• Healthy Start Breakfast • Speak Up
• Income Tax Clinics • VON Wellness Sessions
• Healthy Start Breakfast • Walking Club
Founded in 2008, the CVRC is a registered charity; a community-based centre in the heart of Crescent
Valley. Surrounded by 300 households,the CVRC serves a population where more than half of families
(54%) are headed by a single mother(this is the highest rate of all five priority neighbourhoods In the
city) and the poverty rate is 61.6% (1,128 individuals} (Stats Can 2006 Census)The CVRC has established
itself as an entrenched community resource where residents, community agencies, partners and
professionals turn to collaborate on poverty reduction in Crescent Valley.
I hope you will find the attached information meets the requirements for the Grant application.
We look forward to meeting with you to discuss our application.
Sincerely,
Anne Driscoll,
Executive Director
2
85
Appendix A- Board of Directors
Appendix B-Staff inembers
Appendix C-Job descriptions of staff
Appendix D—Community Partners
Appendix E - Budget/financials (Attached)
Appendix F—CVRC Newsletter(Attached)
Appendix G—CVRC brochure (Attached)
Appendix H—Annual Report (Attached)
A:BOARD OF DIRECTORS 2013
1. ADAMS,ERIN�RESIDENT OF CV
2. BARRETT,ANN�SJ COMMUNITY PARTNfR; PRESIDENT �RETIRED SCHOOL ADMINISTRATOR—TEACHER
3. BARRY,IOANNE�$1 COMMUNI7Y PARTNER;HORIZON HEALTH NETWORK
4. DESCHENES,JOHN�TREASURER;IRVING OIL
5. DICKISON,BARB�RESlDENT OF CV
6. MCGUIRE,PETER�S1 COMMUNITY PARTNER; NB DEPT.HEALTH
7. SAVOIE,NANCY—RESIOENTOF CV;PAST-PRESIDENT
$. THOMPSON,DANA-SJ COMMUNITY PARTNER�SECRETARY�NB DEPT.SOCIAL DEVELOPMENT
9. TOWERS,IANET-SI COMMUNlTY PARTNER�YW-YWCA$AINT 10HN
B:LIST OF STAFF
• Anne Driscoll, Executive Director
• Tara Parlee, Program Facilitator
C:JOB DESCRIPTIONS OF STAFF
EXECUTIVE DIRECTOR
The Executive Director will provide leadership in the day-to-day operational activities including the
recruitment, management and supervision of a staff team.
Responsibilities:
1. Direct supervision, recruitment and performance management of a staff team.
2. Co-ordinates and establishes staff schedules. Models flexibility in regards to working hours.
3. Development and management a centre budget in coordination with the Board Treasurer.
4. Models appropriate behaviours to staff in line with our Mission,Vision and Values; establishes
rapport and maintains effective relationship building behaviour with staff and residents, participants,
funders, etc.
5. Represents the CVRC and the Association in a professional manner.
6. Look for areas of growth in and around the centre, including promotion and recruitment of
participants.
3
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7. Ensures training and self care is available for all staff as needed and that the CVRC adheres to all
government workplace policies.
8. Adhere to the policies and procedures outlined in the CVRC policy manual.
9.The Executive Director will supervise the day-to-day operations of the Centre, and will ensure staff is
present during hours of operation.
10. Other duties as assigned and mutually agreed upon.
Competencies:
• Teamwork:Actively builds teams and encourages open relationships for maximum
organizational effectiveness
• Communication:Communicates in a thorough, clear and timely manner and supports
information sharing and goal achievement
• Commitment to Organization Vision and Values: Demonstrates and promotes a personal
understand of and appreciation for the Mission,Vision, strategic outcomes and values of the
CVRC
• Coaching& Development: Commits to assisting residents, volunteers, staff and self in
continuous learning, self-development and self care.
• Quality Focus: Ensure that CVRC programs and services are effective
• Creativity and Innovation: Develops new ways or adapts existing needs to help the CVRC achieve
desired results. Challenges the status quo to discover more effective ways of performing
Qualifications:
1. University Degree and five years experience or equivalent in the areas of:
a. Community development
b. Working in and with the non-profit sector
c. Working with boards of directors
2. Strong work ethic and excellent organizational skills.
3. Strong interpersonal communication skills including written and verbal
4. Strong proposal writing skills
5. Experience in recruitment, hiring, performance management and training of staff.
6. Computer literate and able to function within Microsoft office and Windows environment.
7. Experience in developing and managing a budget.
8. Experience working with different levels of government,funders and community partners
9. First Aid/CPR
10.Security clearance by Police Department
PROGRAM FACILITATOR
The Program Facilitator will have a University Degree/College Diploma and two years experience or the
equivalent in:
• Community Development
• Working with individuals and groups
Hours of work and operation.
Works 20 hours per week, as scheduled by the Executive Director(may include day, evening and/or
weekend hours). Be available for drop-ins
4
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Free Services and programs
• Ensures CVRC free services are available to the community.
• Create, support and maintain resident/volunteer committees to run services at the CVRC (such
as clothing room, lending library, health services and other services requested by residents as
approved by the board).
• Support/scaffold programs as suggested by residents and run by residents/volunteers
• Ensure program rooms are ready and set up for free programs run by the CVRC (physical set up
and tear down of tables/chairs; carrying of items if necessary; etc.)
Programs run at the Centre by outside groups
• Listens to residents' requests for programs
• Encourages community to take part
• Ensures CVRC policy for building use is communicated and followed by outside groups
Information Sessions
• Facilitates bringing people in to give free information sessions, especially those requested by
residents
• Ensures a nutritional snack is provided for these sessions
Special Events
• Participate in Clean-up Days, CVCTA Fun Days, planned organizational BBQs and other
celebrations as time allows
The Program Facilitator will also:
• Work with the community as a whole
• When required, supervise volunteers and other staff
• Take advantage of networking opportunities with other community groups as they arise
• Take training as required
• Maintain an updated CPR/First Aid
• Ensure the up-keep of the CVRC. Daily maintenance and clean up after programs, snow removal
on deck, stairs (front and back), and ramp, garbage removal, maintain the Centre's recycling
practices.
• Keep records, statistics, and stories of programs, events and partnerships and residents
participation.
5
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D: COMMUNITY PARTNERS
o Angiing Drive Tenants' Assoc. o The ONE Change
o The Blue Run o P.U.L.S.E.
o City of Saint John o The Resource Centre for Youth/Teen
o Community Christmas Exchange Vibe
o Community Volunteer Income Tax o The Saint John Police Force Community
Program Services Unit
o Crescent Valley Community Tenants' o St.Joseph's Community Health Centre
Assoc. (Food
o Emera New Brunswick o Purchasing Club outlet
o Family Plus/ Life Solutions o Public Health
o Fundy Region Solid Waste Commission o Quality Learning NB/Story Tent
o Hazen White-St. Francis School o UNB-SJ - Promise Partnership
o Horizon Health Network o UNB-SJ - Faculty of Nursing
o The Family Resource Centre -SJ o Vibrant Communities Saint John
o Maritime DayTripping o The VON
o Mclnnes Cooper o YM-YWCA
o NB Dept. Social Development
See attached:
Appendix E - Budget/financials
Appendix F—CV Newsletter
Appendix G—CVRC brochure
Appendix H —Annual Report
6
89
Appendix 6
The Resource Centre for Youth (TRC)
90
����i
' � Res�ource
C,er�tre
1e�6r�aarcr sainr John
for Yanh�br vanh
From the 2001 census data we learned that Saint John has the highest concentrations of poverty
in particular neighborhoods in the country. TRC is located in one of these vulnerable
neighborhoods (Waterloo Village) and pro��ides additional direct services in another vulnerable
neighborhood (Crescent Valley). Currently, the TRC provides free services and programs to
youth between the ages of 12-24 years of age that equip them to provide the creativity, energy
and leadership our community needs to grow and thrive. We collaborate with other service
providers to ensure that all youth in our community have access to needed services. On site, we
provide recreation opportunities, Case Management Services, on-site support services to
homeless youth, Sexual Health Centre, visiting Mental Health and Addictions counselors and
provide space to our local Community Police Officer.
Project Description
The project the TRC would like to submit to the City of Saint John Neighborhood Development
Grant is for the Oasis and Case Management program servicing youth aged 13-24. The Oasis
program was created in October 2007 and it is a program to provide youth living in vulnerable
situations and youth who are homeless with the opportunity access support services in their time
of need. The Oasis program provides youth with on-site access to shower and laundry facilities,
youth friendly clothing depot, personal hygiene supplies, counseling and staff to support thein in
their quest to find safe and secure housing. Over the course of this program the Oasis has been
able to meet the needs of many youth in our coinmunity. In 201, the Oasis room has had over
493 youth contacts, with 51 of those youth contacts being new clients. Some who have come
seeking nothing more than basic needs, and others are looking to those who have been supported
to exit street life and seek a better future for themselves. Youth who come to TRC have access
to all programs and services on-site as well are triaged into our Case Management Progratn. The
Case Management program's missions is to link youth to services and coordinate the various
services to achieve successful outcomes for the youth. The goals of the program are to support,
mentor and advocate for youth at- risk in the areas of housing, health, education, employment
and self development. The Case Management program works with youth who are typically not in
school, unemployed, homeless or living in at-risk environments and experiencing deficits in
social skills, living situations and have issues around addictions and life trauma. The program
addresses a full range of supports that will allow these youth to make a positive transition into
adulthood and adult services, if required. TRC also offers an on-site sexual health centre, visiting
Mental Health and Addiction counselors and a vast knowledge of community resources. TRC
advocates for youth to ensure they receive the best possible services
Due to the large number of youth using our services, we have 2 full-time and one part-time Case
Mangers. The Oasis and Case Management program had become an advocate for ernergency and
transitional housing for youth. Oasis and Case Management is a major contributor to the Greater
Saint John Steering committee on Homelessness, and has taken the lead on many projects that
advocate for additional services for this population. When the proposed Safe Harbor Youth
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Shelter is built; TRC will provide Case Management services to the youth at the shelter and those
youth ��ill also have access to other service that TRC provides. Oasis and Case Management
staff ha��e traveled to Moncton, and Halifax to participate in site tours of various housing
facilities and shelters.
Because of our new building and location, we have become more accessible to the community.
We are seeing inore vulnerable youth and have found tha� we need to expand and enhance our
current services. Weekly youth conne to us with a�ariety of issues and at times, due to our
limited resources, we struggle to address all the issues. Additional funding would enable us to
meet the growing demand and address most, if not all issues that youth come to us for.
The TRC is located at 28 Richmond Street but has partnered with other community groups to
assist in providing vulnerable neighborhoods with resources to help youth become empowered
and to make healthy lifestyle choices and reduce risky behaviors. Our location gives us the
opportunity to share our services with various vulnerable youth and partner with other
organizations that provide support to vulnerable citizens. Currently, TRC also provides youth
programming in the Crescent Valley neighborhood. Youth from Crescent Valley have the
opportunity to experience similar programs in their own community and access all of the services
that are also provided at the Richmond Street location. TRC also partners with ONE Change and
the One LIFE which allows youth from the north end to access our services on site but also
through outreach. It is with these partnerships that the TRC is able to service a larger number of
youth throughout greater Saint John. The Human Development Council published a report, "A
Portrait of Homelessness", and identified the TRC as a support service for homeless youth. The
report suggests that Saint John needs to improve the quality of life for youth in Saint John and
investment needs to be made in current programs and services that are successful.
Project Objectives:
The creation of the Oasis program was to enhance outreach programs and services for youth who
are homeless. The TRC wanted to promote and provide opportunities for youth to access
training, education and life skills developinent. TRC staff goes into the community to seek out
homeless and at risk of homeless youth to infoim them about services located at the TRC. The
TRC provides youth with the opportunity to access shower and laundry facilities, youth clothing
depot, personal hygiene supplies and nutritional snacks. As the program grew, TRC identified a
need for youth to access a more wrap around approach that not only provides supports, but also
counseling and advocacy. TRC Case Management was developed to fill that gap in services for
youth. TRC staff provides counseling and referrals when necessary and looks for supports
within our community to assist the youth in quest for success. Our programs will continue to
support youth to exit street life in a way that is supportive and sustainable. In order to support
this transition, TRC staff will continue to work with community partners such as the ONE Life
program, Salvation Army, Coverdale Centre, Outflow Street Outreach, Aids Saint John and
many others. One of TRC's focuses has been, and will continue to be an advocate for a youth
emergency housing facility in Saint John and greater support for youth transitional housing
programs. This work is largely done in conjunction with the Greater Saint John Steering
Committee on Homelessness. In the coming years TRC Oasis and Case Management services
will provides support to the proposed Youth House.
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All of the youth who are using the services are homeless or living in vulnerable situations. Once
the youth realize that the TRC is a safe environment, and free of judgment, they often access our
other services and programs like our older youth drop-in, where teens can come and hang out
and participate in the "normal"teen activities. They are also able to access our on-site
recreational activities, computer access centre, our kitchen facilities and the Sexual Health
Center. TRC staff serve as the youth's advocate throughout the system and liaise between
different agencies and services ensuring they are effective and appropriate for the individual
needs of the youth. These youth who are in need and are not being helped by any organizations
tend to become the "throw-aways" in our society. With few to no options, they often turn to
crime and increased drug and alcohol use to cope with their situations. (see attached youth
success story)
Organization Information:
Organization: The Resource Centre for Youth (TRC) in Greater Saint John
28 Richmond Street
Saint John, New Brunswick
E2L 3B2
506-632-5531
Contact Person: June Breau-Nason
Executive Director
506-632-5531
June.breau-nason(c�,horizonnb.ca
Charitable Number: #86033 0489 RR0001
Staffin�:
Executive Director—June Breau-Nason
Community Developer— Scott Crawford
Coordinator of Drop-In Zone&Teen Vibe—Melissa Barrett & Adam Dunn
Case Managers (3) — Letti Eastwood, Shaundell Curran & Tara Parlee
Public Health Nurses (The Sexual Health Centre is located at the TRC)
Addictions & Mental Health Counselors
Community Police Officer
TRC Board of Directors
Shilo Boucher
Katie Bowden
Scott Crawford
John Eisner
Pat Grannan
Randy Hatfield
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Sharon Jacques
Lucie Mathurin
Tina Melvin
Dr. Annie Murphy
Shannon Olsen
Mike Robichaud
Emery Whalen
Background of The Resource Centre for Youth (TRC)
What is TRC: In 1996, a health assessment revealed that youth were a population group least
supported by the community. St. Joseph's Community Health Centre gradually developed
partnerships, volunteers and funding sources to develop programs and services for at-risk youth.
In 1998, the Community Health Centre established a community based committee, The Resource
Centre for Youth Steering Committee to guide further services and resources for youth. Partners
were community agencies, business leaders, government service providers and youth who were
concerned about young people and how Saint John was addressing their needs and issues. In
2000, the Business Anti-Poverty Initiative and its Youth Poverty Working Group adopted the
TRC vision and framework as one of its priority strategies to reduce youth poverty and
amalgamated to form one cominittee.
The Resource Centre for Youth Mission: The Resource Centre for Youth provides a safe and
encouraging environment that inspires youth in greater Saint John to reach their full
potential
Why we izeed TRC: New strategies need to be developed to service youth in Saint John. Current
services offered to youth are fragmented and often inaccessible. Many youth have nowhere to
turn and end up making poor choices based on lack of services and infonnation. Youth living in
poverty, and youth who live in difficult family situations, lack the necessary personal resources
to keep up with other youth or the norms expected by schools and workplaces. They are more
often than not excluded from critical life enhancing opportunities and experiences. Exclusion
leads to the development of negative attitudes and lack of self-worth and direction. These are the
youth that fall through the cracks and the ones the TRC airns to attract.
Case Manager & Oasis Support Budget
Salazy (2 full time) $68,000
MERCS $9520
Total $77,520
In 2013, the TRC is receiving a grant from the National Homeless Initiative, Federal
Government, for $30,000. TRC would like to continue the service it provides to the youth
of Saint John and support from the 2012 Neighborhood Development Stimulation Grants
would guarantee no disruption of service to youth of our community.
94
Use of funds requested:
$24,480 (50% of staff salaries)
$24,480 total requested
Job Descriptions:
Case Manager & Oasis Support
• Provide case manageinent, client assessments, and pre-employment and employment
preparation services to at-risk youth 15 to 24 years old in Saint John and area.
• Develop trusting relationships with clients utilizing a philosophy of youth driven life
planning.
• Assist clients in finding and accessing appropriate services and resources, help identify
barriers, and advocate for client services to reintegrate into the educational or vocational
sector.
• Meet regularly with clients to assess progress, working with the youth to adjust program
as necessary.
• Assisting youth access other services and government departments and taking on
guardian role to navigate through various systems and procedures
• Mentoring youth to become independent and supportive individuals who give back to
their communities
• O��ersee homeless support rooin. Ensure that room is organized and clean
• Keep support room fully stocked with supplies needed for homeless youth. Seek out
partners in the community to provide these supplies for free
• Provide outreach to homeless youth by going into the connmunity to seek out homeless
youth and other community agencies to inform them of the services that TRC offer.
• Ensure that all needs of the youth are met with at the TRC.
• Assist youth secure place to stay and advocate for youth with community agencies.
Outcomes of Project:
• Improve the quality of lives for vulnerable youth in Saint John.
• Address identified gaps a researched by Human Development Council report. With
additional funding, the TRC would like to assist with developing programs that address
these gaps that were addressed in the surveys.
• Support youth to effectively and permanently exit street life and become a responsible
contributing member of society.
� To educate the cominunity on the issues of homelessness.
• To continue to bring awareness to the issue of homelessness through events and
ad��ocacy.
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• Work with community to develop proposal for a youth emergency shelter for Saint John.
• Provide pro-social activities for vulnerable youth in our community
Timeline of Project:
Ongoing: Provide support to homeless and vulnerable youth.
Staffing requirements:
All TRC staff have post-secondary education and 3 years pre�-ious work experience, exceptional
communication and organization skills. All staff are required to have a criminal record check,
CPR/First Aid training and attend workshops and conferences to update and develop their skills.
Resources:
The Case Management & Oasis program will be run out of the TRC and all programs will be
held on-site at the TRC. The TRC currently provides a room for the Oasis program but with
assistance from the City of Saint John, services can be expanded to include more program,
supplies and equipinent for vulnerable youth to utilize. All administration supplies and will be
supplied by the TRC. Currently, the TRC covers the utilities for this program and will continue
to do so in the future.
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Youth Success Stories
Female youth, 17 began accessing the Oasis room after being referred by friends while couch
surfing and living on the street. Although she stayed with her father, she was frequently asked to
leave the home after his marriage with her mother broke down. Both parents struggled with
mental illness throughout her childhood and this youth was habitually brought into their
arguments even after the separation. When tensions became high in the house she became
accustomed to having to find alternative places to stay; either, at her father's request or for her
own sense of well-being. Previously she bounced between Saint John and Halifax where she
would flee for more housing services when she could not find accommodations in Saint John.
While in Halifax she became involved in an abusive relationship that eventually drove her back
to Saint John. Although registered as a student at HVHS, at 17 she was barely passing grade ten
and her attendance was so low that she had been expelled three times because of it.
The youth also began attending the TRC drop-in program daily and participating in many events
and activities. With-in a few months she was elected to the Teen Advisory Committee and was
an integral part of the program. At this time she began expressing that she wanted to inake some
positive changes specifically in housing and education and became a case management client to
pursue them
Case workers began meeting with her at school and working with the administration to help set
up a network to support her at school. The youth began working in the school cafeteria at lunch
and her case worker reviewed her attendance regularly, she was also referred to a mental health
worker who she began seeing regularly. After advancing to Grade 11, once again the youth
found herself homeless and spent much of the summer staying at the youth shelter in Halifax and
busking on the street. During this time the youth stayed in touch with caseworkers and mental
health worker in Saint John. In September the youth returned for school as planned. Both case
management and HVHS staff were encouraged with the dedication the youth had shown so she
was referred to the ONE Life Program.
After becoming a ONE Life resident this youth's attendance became more stable than ever
before, her first semester living on her own was the first in her high school career that she passed
all subjects and was also added to the honour roll. She has remained involved in TRC activities
but now also participates in sports (curling and rugby) at her school, is a reading mentor and is
involved with the drama club. Looking ahead to her senior year she feels confident she will
graduate and plans to attend NSCAD Art School in Fall 2014.
"Jeff' is a 23 year old male who became involved with Oasis in 2012. He moved back to Saint
John after receiving 6 months of treatment in Portage. Jeff returned to Saint John to reconnect
with his daughter and hopes of creating a better life for himself. He found the Oasis program
through the suggestion from a helper at the Community Food Basket. Following his second visit
to Oasis he approached Case Management in hopes of talking to soineone about his future, his
goals and connecting with the proper resources within the community. At the time, Jeff was
living with his grandmother in a very unstable living environment. Jeff was able to identify that
the behaviors happening in his home were not conducive to his recovery and his future. Jeff
identified that he needed to leave this situation; however, he did not have the financial means to
97
make this possible. Case Management assisted Jeff with a refei-ral to Saint John Learning
Excliange to provide Jeff with programming that would help him with finding employment.
TRC also worked with Jeff on his resume and his einployment seeking skills. Additionally, Jeff
also got involved with Independent Living, a twelve week life skills development course
provided through the TRC. Jeff was extremely dedicated, he did everything that was asked of
him: programs, appointments, working on recovery prograin, and handing out endless resumes.
Most importantly, Jeff never gave up hope. In late 2012, Jeff gained full time einployment as a
laborer. As a result of securing financial security he was able to find safe and secure housing; he
moved into a one bedroom apartment in March. Within these past couple month, Jeff also
applied to NBCC for the Plumbing program. Jeff is very happy of his accomplishinents and he
continues to set attainable goals for his future.
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Append�x 7
Westside P.A.C.T.
99
March 14, 2013
Dear Mr. Freeze
The West Side P.A.C.T. (Police And Commu�ity Together) Committee respectfully submits its proposal
to the City of Saint John for$25,000 for the Neighborhood Development Stimulation Grant.
`17us application stems from the recent de�-elopment of Westside P.A.C.T. that was initiated in the fall of
2006 when there were meetings hcld with the Saint John Police force and interested mcmbers of the
community to discuss the future of the Westside. As you well know,the lower wcst side of Saint John
has been idcntified as a vulnerable community by Vibrant Communities(2005), Statistics Canada(2005),
Canadian Council on Social Development(2007)and the Human Development Council{2008). Saint
John leads the nation in neighborhood concentrations of poverty. The lower west side has a 3b.9%
incidence of low income and is the home to some of the region's poorest citizens. Many of these are
single parent(female-led}families,elderly residents and children.
The Westside P.A.C.T is a non-profit organization dedicated to improving the lower Westside, as statea
in our mission statement. "To inspire our community of the West Side by reducing crime, revitalizing
the area, and improving the quality of Life for our friends,families und neig/zbors"
All of the programs and services{listed in forwarded documents)that have been offered in the community
have bred significant results. Although the goal of the Westside P.A.C.T. is to be self sufficient in
supporting alI community functions and activities,the biggest fear of the Westside P.A.C."I'.Board of
Directors and community members is that witbout solid resource supports,the plan to continue to
plan/organize and facilitate these programs may be in jeopardy. Being able to access resources in the
community irnproves the quality of life for the residents, as well as the fabric of the neighborhood. A
community that strives to offcr valuable resources and crucial scrvices to its residents is a community that
will continuc to 1lourish. Therefore,we are asking for$25,000 to fund two Summer Community
Kesource Assistants for the summer znonths along with their community projects,a Community
Develo�ment Coordinator to overlook all projects throughout the entirc year and provide essential
funding for the all Westside P.A.C.T. initiatives.The programs offered by these positions are the
cornerstone of our organization and our strategy to bring the community together with emphasis on low-
income families.`i'o reach our mission,the West Side PACT intends to sustain innovative partnerships
with several local organizations consisting of funding and volunteer efforts.This would also include any
administrative/programming costs related to the position.
Thank you
The Board of llirectors
Westside P.A_C.T. Community Group (SOb)693-5123
Executive Summary
100
Ttte West Side P.A.C.T. seeks$25,000 to fund innovative community enrichrnent programs for people of
this high priority neighborhood_The program will serve children,youth, families and seniors annually,
providing low-incomc pcopie the opportunity to take advantage of acti��ties and resources presented by
the Westside P.A.C.T.
We are also focusing on community safety,and have engaged the community in discussions regarding
that.
ENTEIZPRISE:
1`he Westside Y.A.C.T. works to make the community stronger and vibrant by offering opporlunity to all
community membcrs through a variety of programs. The Neighborhood Development Stimulation Grant
would give birth to new opportunities to community residents of all ages and backgrounds. The
devclopment program would facilitate activities such art projects and crafts,music exposure
opportunities, physical fitness and wellness exposure activities,nutritional education and snack samples,
personal development,tutoring to children and much more. 1'he development grant would also provide
opportunity for the Westsidc P.A.C.T. to foster solid partnerships with the local Westside Food Bank,
Market Ylace Wellness Center, Carleton Kirk Seniors Complex, local schools,local Youth Council and
potential community Iinks.
Description of Programs
Started as a conecrncd citizen group the Westside P.A.C.T. has evolved into a competent community
information sharing organization that rcpresents all aspects of the community. The group has bccn pivotal
behind thc devclopment of the Markef Place Wellness Center, the relocation of the Westside Food I3ank
and community projects for thc Carleton Community Center and the schools in the area.The Westside
P.A.C.T. has also established solid community partnerships with Police department,Fire Department,
Horizon Health Network/Community Health Centre,Tecn Resource Center and many others. `l'he fruit of
the efforts put forth by this organization is obvious in the community and vcry positive according to
citizens' reports. Some of the projects that thc Westside P.A.C.'1'.has completcd to date, and hope to
continue with funding are:
• The Westside P.A.C.T. will be partnering with the ncighbourhood to introduce a"Red Shirt"
projeci. Please see separate notes regarding this wonderful project.
• Another new opportunity this year is the Lego Storm Project to engage local youth. Please see
att.ached notes regarcling this cxciting project.
• Once again,the annual community Clean Up sponsored by the Westside P.A.C.T. in conjunetion
with thc City Of Saint John, SJPF, ACAP,BeaconsfieZd Middle School,Havelock School, St
Patrick's School and thc community at large will take place in May. 1'he clean up is an
opportunity to engage fhe local youth and allow them the opportunity to make a difference in
their community when they participate in tkais fun project. It helps still pride and a sense of
accomplishment. It also gi�-es the opportunity for the community to participate with the youth in
a relaxed setting at the BBQ held post-clean-up.
• The Westside P.A.C.T.has becn accepted as a test site for H.E.P.A.C. (Healthy Eating Physical
Activity Community).This is a program sponsored by the Province of New Brunswick.
• The Westside P.A.C.T. continues to work with the Market Place Wellness Ccntre,and the
Carleton Community Centre to offer programs to enhance community services.
• Westside P.A.C:I'. will be organi�ing annual Christmas PJ drive. Last year(2012)we outfitted
over 105 students from 4 community schools with hats,mittens, socks,toothbrushes,hygiene
101
products,undergarments, pj's,goodies and a small toy. This was done in partncrship with SJl'D,
numcrous community partners,and a community r�tember who did all of the knitting.
• The Westside P.A.C.T. also had the first annual Christmas tree lighting in thc Tilley Square
Bandstand. A tradition we hope to continue.
• A l^un Fashion Show was hosted by P.A.C.'1'and spansored by Tanjay Alia. All proceeds from
this fun evening went to the Christmas Drive. We are hoping to host another event for Spring,to
hclp raise funds for spring/summer programming.
• The Westside P.A.C.T. is in a transition period, and looking at the possibility of hiring a full time
Community Developer in the future. Activities that would bc facilitated by the Community
Developer are:
Community Canada Day Celebration
Bike Rodeo
NB Day Celebration
flnnual Back to School Back Pack Drive
Modified Summer Heat Program—a program done in partnership with St.Patrick's
School and Westside P.A.C.T. In the past,it was a 6 wcck program that offers
neighbourhood childxen fun physical activity, craft time, story time and a health lunch.
'I'he target ages are 5-12 years. This program is dcpendent on funding and on staffing.
Projects listed below are from Spring/Summer 2012. We hope to deliver these again for the upcoming
spring and summer of 2013, along with some new programs.
• Community Newsletter/collaborating with "Communities Newspaper
• Development of Power Point Journal of acti�-ities coordinated by the Westside P.A.C.T.
• Conduct community survey and collect relevant data for helping the P.A.C.T meet the needs of
the community.
• Coordinate the Canada Day and New Brunswick Day events for the West Side arca. These events
include a community yard sale and I3F3Q.
• Organize backpack drivc through the support of the Royal Bank, SJFD and SJPF,Loca1213
Plumbers and Pipefitters, Saint John Energy, and the staff at Ocean Steel.This year saw over 75
students receive Backpacks filled with school supplies to start the school year.All left over
supplies have been donated to the schools to hand out as needed through the school year.
• Organize a safety event—bike safety, skate board safety etc.
• Plan to support the Carleton Community Center and local City of Saint John Recreation programs
for activities and excursions.
• Assist with programming, funding and funding proposals
• Maintenance of the Westside P.A.C.`I'.building and property along with providing support to
other project taking place in the community such as the Beaconsfield Middle School Yard
Beautifcation Yroject.
• Seeking unique fitness exposure opportunities for residents through the summer and arrange for
continued op�ortunities throughout the year.
• This year P.A.C.T.was able to provide free"Back to School Haircuts". This sen-ice was
provided through a licensed hairstylist, and was done for 12 children at the P.A.C.T'. Of�ice. This
is a service that we hope to continue on a regular basis through the year.
• We are seeking to partner with t3�e Dental Assisting Academy,to provide free dental cleaning
services to the community.
102
ACCESS
To ensure that everyone in our community has access to the ser��ices provided by the P.A.C.T. initiatives,
the PA_C.T executive committee will closely monitor the work done by the group and the varying nceds
of the community through statisticat and project outcomes.
BUDGET
The Westside P.A.C.T. request$25,000-to a11ow P.A.C.T.Lo continue to deliver programs/projects in the
community. The majority of thc funds will go directly into community projects, funding ot events,
activities and maintenance of the Westside P.A.C.T.building and operations. The cunent budget
sustaining the Westside P.A.C.T.building, functions and activities is attached and can be discussed at
your con��enience.
103
RED SHIRT PROJECT:
CARLETON'S CARING C�MMUNITY
Let the color RED be your guide! The Westside P.A.C.T. Community group is pleased to be �
partnering with the"Lower Westians for a Better Community"to bring the Red Shirt Project to
the Lower Westside. This project will support thc Carleton Community Centre and is seen as a
way to hopefully deter criminal and undcsirable behavior from occurring during high traffic '
timcs at the Carleton Ccntrc's play park and the neighbourhood. This projcct has been named I
"The Red Shirts". Volunteer mernbers will be present in the park in pairs during high traffic
times, evenings and weekends,ta maintain safety, and enforce rules of the grounds.
Volunteers will wear bright rcd shirts that will be widely visible to the attcnding public. They
will be a prescnce to enforce closing times, no smoking within grounds, gi�-e warnings of foul I'
language, and to ensure the general rules and concerns are addressed in an appropriate context.
The proposed budget for this project is including the shirts printed with the logo, and the word I
"RESPEGT"printed on the back, rcimbursement of criminal checks for volunteers for boih
current and fizture volunteers, a self defense information course, launch event (including food,
drinks, and entertainment) and advertising for more members and events.
Thc Rcd Shirt team will bc working with the community police officer for the area to ensure all
proper procedures for reporting and handling of incidents as well.
Westside P.A.C.T would be very pleased to hclp support this project in hopes of bettcring the
Lower Westside region. Please see the attached budget sheet I ha�-e included with this as an
estimated cost for this project.
Item � Quantity Price Total i
R�d�irt$ 3�7 . �1� �i} $4�SD.[�
Criminal Record 15 $25.00 $375.00 �
�I Checks
Self Ce�ense 15 stud�nts $3Q.piD $�SU.qCi
Advertising Y� $500.00
L?ri�nZcs �� _ _____.T. -~_-- ------ ��D�.Ol7
Food $500.OQ
�n��et`tainn�er�t � �';�Qt1.t� �
Future valunteer $1500.00
cost '
�
TOTAL COST Y �5075.Q0
Pfease note these are rough estimates and may vary based on costs of services and number of
attendees/volunteers.
�
104 I
LEGO MINDSTORMS NXT 2. YOUTH PROGRAM �
With the Lego Mindstorm program we are tooking to implement, we will be reaching out to
� youth ages 10-1 S years of age. This program will touch base on robotics, engineering and slight I
computcr progamming, with hopes to open up a path to a futurc in one of these fields for some
of these children. The kits come with alI the pieces and software required to design,build and
program a robot. In the program we would havc the youth build a robot with which they would
need to progam to perform a series of actions such as pick up an item of a ccrtain color and
transport it to another location (i.e. have their robot walk to a box filled with calored balls, pick
up a rcd ball and transport it to a blue box on the other side of the room}.
The youth will be teamed up in groups of 2-3 per kit and will have to demonstratc team effort,
and maintain good behavior inside and outside of the prograrn to avoid dismissal from
participation.
These kits can be reused as many times as wanted, so this program can be run over and over. If
interest rises more kits can be purchased as well as expansion packs. There are such expansion
packs like renewable energy packs that can be added so a robot can be powered via solar power
raEher than batterics, an education resource pack is available for more projects the instructor can
I intr�duce, and there is a wide variety of educational and instructional books available at
i
bookstores.
The possibilities are endless with these kits, and will keep kids entertained while learning new
and interesting skills that could potentially lead to a career path in the future.
I have provided the description of thc kits as on the Lego website.
105
The "NXT"genel•atiof�of burldable, . Tl2i�ce in.teractive ser7�o nzotors
pro�ramntable�ohots is here! . Four,rerrso�s: UJtT-aso�tic Seiasor, 1.
Touch Sen.rors a�7d tlze all-neu�Color
7,F,G0�MINDSTORMS�NXT is hack and Sertsor•
better than ever, with new robot ntodels, c�ti�en • Color�Sensor has lriple firnctioi7ulily:
more custnmrzable progrum�niiag, cr��d all-�7e�t� disti�rguisl7es colors and light settif�gs,
technnlo�including a co1o��se�7sor:�LEGO mtd,fur7c'I1011S(!s cr]crn�p
MINDST�RMSNXT 2.0 combi�7es tl�e:nzlirnited • Ecasy-to-use svfti��a��e (PC ui�d lk9acJ i��i1h
versatility of the LEGD btrildi��g syslen� �ti�ilh an ico�7-bcisec�cJrug-Q71CI-LIYO])�JYO�TI"QT77J11117�T
I intelligent rrcicrocomputer l�r-ick af�d n7trritive ancl 16.Ji.rr� buildr�r�r p17d J7r'ogl'CJY17117111�
' drag-and-drop prog�ammh�g s����ti�c1r-e. Tl�e��cit� challe�7ges I
2.0 toolkit features everythi��g yoa���c-ed lo create • All the LEGOc��eIe»7eril.s (GI.71�iec•es) �
your.first rohot in 30 minu�e.c ca��d lltc:n tc�7s vf yvt�raee(I fnl"CJ'L'(lIIl1�lT7C��edihle YO�[)(.4
thousands of other robotic iln�c�n�io�7s tlaat�c • Blrilding i�a,slrz.�ctios�.s.��r�tl�e 4 crnrazin�
what you want! rahals a�•e inclirde�l on �he.soft�a�crrc� CI�.
s J'erronclli�e yn:n-�-��hots i��rtlr �l�e Snzrr�d
• The iratelligent NXT LF.GO�brick and Icosr editor:s
.features 32-bit microprocessor, a la��c� • Share ynin•�n•ajec7,frles i1 itl� ��nr�r
matrix displuy, 4 input und 3 output fric-i�c�s�a�i11r the I'uck-N-Gv prqjc�cl
ports, and Bluetooth and USB packugc>>�
corrzmunication link '
Batteries raot included �
Projected costs: (*)may be efigible for bulk buy discount
i
Item Price Tax I
Lego Mindstorms NXT 2.0 349.95 45.49
Lego Mindstorms NXT 2.0 349.95 45.49
Lego Mindstorms NXT 2.0 349.95 45.49
Lego Mindstorms NXT 2.0 349.95 45.49
TOTAL COST{TAX INCL) 1,581.77
Laptop 349.Q0(*) 45.37
Laptop 349.a0(*) 45.37
Laptop 349.Q0(*) 45.37
La ptop 349.00(*) 45.37
TOTAL C�ST(TAX INCL) 1,577.48
Total budget required would be approximately 3 200
Please note this does not include shipping charges, howe�er mo5t sites selfing these kits and
laptops offer free shippir�g with a minimum purchase.
106
Appendix 8
Saint John
City Market Seniors
107
� _,
Z"d Floor City Market f1/� �Y�'�
47 Charlotte Street � `��
SaintJohn,NBE2L2H8 � ��"�' ��
(506)693-8587 j
citvmarketseniors(a?�mail.com ' �
1
25 February 2013 www.c'ttymarketseniors.com � .
City of Saint John, Leisure Services
15 Market Square
PO Box 1971
Saint John, NB E2L 4L1
ATTENTION: K.Watson
Dear Mr.Watson;
Please find enclosed the submission by City Market Se»iors to the City of Saint John, under the
Neighbourhood Development Stimulation Grants. This is a letter of request for the project entitled:
Toward an Age-Friendly SointJohn. For a description of the project, please see the attached proposal.
For the purposes of this application, City Market Seniors is requesting funding in the amount of
$25,000.00 recognizing the requirement to; "demonstrate approved funding in an amount equal to 50%
of the amount to be provided by the City has been obtained or is available from other sources." This
requirement has been met, in that Crty Market Seniors currently receives funding from the City of Saint
John in the form of a grant for the occupied space on the second level of the City Market Head Tower. A
space, which according to the Report to Common Council dated September 17, 2012, has a market value
of$41,000.00 annually, being considered comparable to the "low end of the average Class C office space
in the uptown Saint John area."
We understand that applications are assessed on innovation and the ability of the project to
achieve the stated outcomes, the long-term benefits/impact of the proposal, level of neighbourhood
support,citizen representation on the sponsoring agency and the availability of matching funds.
The City of Edmonton, Alberta has provided 10 years of research. The Public Health Agency of
Canada has provided the community implementation guide. Provincially sponsored research supports
the process and City Market Seniors has the motivation to achieve what the World Health Organization
has termed an: "Age Friendly Community".
Yours truly,
,Zl�����
Charlene Thompson, Director
108
PROJECTTITLE: TOWARD AN AGE FRIENDLY SAINT JOHN
Charlene Thompson, Director
CONTACT: City Market Seniors
47 Charlotte Street
Saint John, NB
(506}693-8587
citymarketseniors(u��mail.com
www.citymarketseniors.com
Organizational Background In 1965 when it was first organized, City Market Seniors (Senior Citizens
Services Saint John Inc.J was known simply as "The Centre". The Centre
incorporated in 1976 under the name of Senior Citizens Services Saint John
lnc. and began serving "dinner" to their members Monday through Friday.
This was supplemented by weekly card games, bingo games, dances, sleigh
rides and bus tours.
By 1988 the organization had 188 members and the government was
subsidizing the meal cost and reimbursing for member participation.
Membership inciuded other clubs in the City as associates.
Premises occupied the entire second floor of the City Market Head Tower. A
space, which according to the Report to Common Council dated September
17, 2012, has a market value of$41,000.00 annually.
The organization has nonprofit status, being a registered charity. It is
governed by a 10 member board of directors and employs a director and a
cook. It is developing a volunteer cohort to engage in meal preparation and
service and provide social opportunity for both the volunteer and the
member.
PROJECT Statement of Work City Market Seniors will initiate this phase of the project by following the
A brief description of the work guidelines as stated in the Public Heaith Agency of Canada Age-Friendly
to be completed during the Communities in Canado:Community Implemenrotion Guide. (see attached)
Irfetime of this project
This "Age-Friendly" designation originates with the World Health
Organization and in its entirety encompasses the following categories:
• outdoor spaces and buildings
• transportation
• housing
• social participation
• respect and social inclusion
• civic participation and employment
• communication and information
• community support and health services
�
Toward an Age Friendly Saint lohn Page 1
109
While this is the initial phase, the goal of this project is the recognition of
Saint John as an age-friendly city.
The initial phase will encompass the following:
Project Objectives& This funding request is to meet the needs of the first phase of the project,
Deliverables which will be: identifying the seniors, senior serving organizations,
stakeholders, the municipal officials, businesses, recreationaf developers,
interested community and family members who should play a role in the
consultation process and guide the development toward the goal of an age-
friendly city.
This goal utilizes best practices in communication to assure delivery of age-
friendly messages — consistently and effectively. Although it is anticipated
this project will encompass all neighbourhoods of the City of Saint John, this
phase will emphasize Waterloo village and the South End for these are within
the immediate vicinity of our City Market location and there are a number of
seniors housing complexes in these neighbourhoods.
Upon the completion of the consultation process,City Market Seniors will
organize a forum with the goal of obtaining commitment in forming an
advisory council to facilitate the furthering of the Age Friendly process.
With community partnership, City Market Seniors will form a local coalition
of individuals and groups to champion a municipal resolution and develop a
timeline for the remainder of the project: the goal being Saint John
designated as an Age Friendly City.
Project Activities • City Market Seniors will identify the seniors, senior serving organizations,
stakeholders, the municipal of�cials, businesses, recreational developers,
interested community and family rnembers who should play a role in the
consultation process and guide the development of the goal of an age-
friendly city.
• City Market Seniors will identify and collaborate with the community
partners to organize and hold a forum.
• City Market Seniors will gain an organizational and/or individual
commitment to ensure a diversity of perspective and older adult
representation.
• From the outcome of the forum and the establishment of an advisory
committee, City Market Seniors will take the responsibility of moving the
project forward and with collaboration,communicate a timeframe.
Toward an Age Friendly Saint John ' Page 2
110
Project Activities cont'd
• City Market Seniors will develop an internet strategy and utilize social
media to build community support and collaborative capacity.
Project justification Currently the senior demographic is categorized under the "Urban
Environment Service" portfolio of the City of Saint John, and thereby
assessed from a social events standpoint. "Senior Programs" identified by a
list of social events are coordinated by leisure services personnel. Health
care issues are championed by community hea�th committees and regional
hospital authorities. Social Development interacts in matters of economic
necessity. Lacking a centralized, focused connection point, seniors must
navigate various programs and services relying on the availability of age
friendly communication.
As recent as January 2013 in a Report to Common Council, Play SJ(the Parks
and Recreation Strategic Plan Draft report) identified the following:
• Saint John is the largest city in the Saint John Census Metropolitan Area
(CMA) and has experienced a slow and steady population decline over
the past forty years.
• There are three population trends:the 0-14 age group is rapidly declining;
the 25-45 age group is shrinking; and the overall population is aging, led
by the 45-65 age group.
• "More than 1 in 5 Saint John residents live in poverty; 40% of whom live
in one of the city's five priority neighbourhoods";
• "Another 60% of residents in poverty live in other neighbourhoods
throughout the city. The high rate and concentration of poverty within
the city's core requires a different approach to best service the recreation
needs of those living in poverty."
According to the World Health Organization:
The world is rapidly ageing: the number of people aged 60 and over as a
proportion of the global population will double from 11% in 2006 to 22% by
2050. By then, there will be more older people than children (aged 1-14
years) in the population for the first time in human history (1.) Developing
countries are ageing at a much faster rate than developed countries: within
five decades, just over 80% of the world's older people will be living in
developing countries compared with 60� in 2005.
Toward an Age Friendly Saint John Page 3
111
Project justification cont'd In the "Global Age-friendly Cities: A Guide" "Active ageing is the process of
optimizing opportunities for health, participation and security in order to
enhance quality of life as people age."
"Active ageing depends on a variety of influences or determinants that
surround individuals, families and nations. They include material conditions
as well as social factors that affect individual types of behavior and feelings."
"Because active ageing is a lifelong process, an age-friendfy city is not just
"elderly-friendly". "The whole community benefits from the participation of
older people in volunteer or paid work."
By following the Guide provided by the Public Health Agency of Canada, City
Market Seniors can provide the leadership to identify where and how Saint
John can become more age-friendly. This is "a tool for self-assessment and a
map to chart progress."
These concepts are supported in the recently released report by the
Premier's Panel on Seniors"Living Healthy,Aging We11."
With this project phase, City Market Seniors wants to mobilize community,
government and the private sector to prepare a future with an Age Friendly
Saint John.
Project Time Frame Should the requested funding be obtained, project start date would be not
later than the Spring of 2013 and the anticipated end date to be the Spring of
2014.
Projected Project Budget Salary of lead investigator based on 20 hours per week @ 18/hr:$ 18,700
Website creation and development: $ 2,500
Consultation for needs assessment: $ 1,800
Outcome measurement and reporting $ 1,000
Marketing $ 1,000
Toward an Age Friendly Saint lohn Page 4
112
Terms of Reference
Neighbourhood Development
Stimulation Grants
Revised as per April 27, 2009 Common Council Resolution
Purpose; To stimulate locally sponsored initiatives to address priority neighbourhood
issues.
Eligible Programs; Programs or stand alone projects focused on building leadership
capacity, neighbourhood planning, new program development or new service delivery in
response to priority neighbourhood issues. Applicants must demonstrate how the issue
was identified as a priority and how the proposal responds to the issue(s) identified and
broad based neighbourhood support for the proposal.
Eligible Expenses; Staffing and goods and services related to the approved application.
Note that all expenses are subject to audit and receipts must be retained for inspection.
Application; A letter of request submitted to the City of Saint John (attention K. Watson
Leisure Services) including;
• a description of the project
• name of sponsoring individual or organization including contact information
• background information on the applicant—experience, members, executive etc
• projected budget including sources and uses of funds
• other identified/confirmed sources of funds
• specific outcomes to be achieved
• time lines for implementation of the project
• details re staffing requirements/qualifications/job description
• details re resources provided/required—office, technology etc
Applicants; Proposals will be considered from individuals, non-profit neighbourhood
groups, or community based organizations.
Funding; Annual funding to a maximum of $25,000 is available for each approved
application. Applicants must demonstrate approved funding in an amount equal to 50%
of the amount to be provided by the City has been obtained or is available from other
sources. Total annual funding for the program is limited to $150,000.
Direct funding up to $1,500 is available to assist neighbourhood groups with organizing
neighbourhood planning/priority sessions.
Deadlines; Applications will be reviewed and a decision rendered within 30 days of the
submission deadline. The application submission deadline date is March 31 st each year.
Assessment Criteria; Applications will be assessed on innovation, the ability of the
project and/or program proposal to achieve the stated outcomes, the long-term
benefits/impact of the proposal, level of neighbourhood support, citizen representation on
113
the sponsoring agency and the availability of matching funds. Equa] consideration will
also be given to the qualifications, experience, organizational ability and stability of the
applicant to sponsor/implement the proposal.
Reporting; Approved applicants must submit a brief mid-term progress report and a final
report within 45 days of completion of the program outlining the outcomes that have been
achieved.
114
i � -�
�_.
�. � PO� �.T �' � C � MII� +� � C � � :� C � �,
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May 3, 2012 y� ��
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His Worship Mayor Mel Norton
and Members of Common Council The Cit}�af Saint)ohn
Your Worship and Members of Common Council:
SUBJECT: Corporate Strategic Plan
Common Council adopted a strategic planning
framework that is designed to support the City in
translating community vision into action. Illustrated
in Figure 1, the framework identifies the strategic and Performance v'S'°"&
Reports Strategic
operational planning processes required to build o��P�t�o�s
shared agreement on priorities and how to achieve
these objectives. Creating a clear and collective
strategic direction supports transparent decision- se����e-aased co����i
making in setting policy and delivering public service. B"agec Priorities
It also improves the City's ability to demonstrate
accountably for service results. This report presents a
collaborative approach to developing a c�r�;o��tE
�,;� sr�atF���Pia�
comprehensive corporate strategic plan, inclusive of �
implementation, management and coznmunication �
strategies to support the successful achievement of
established cornmunity and organizational priorities. F'g�re 1:st�ateg"Pia""'"g Frame`"°rk
The City's Administration successfully created their first corporate strategic plan in late 2008
(attached). A strategic plan is a management tool that identifies the objectives and actions
required to achieve desired results and improve an organization's performance. With the
establishment of Council's priorities in October 2012, there is an opportunity to fully align the
corporate strategic plan with community outcomes. Where appropriate, a number of the City's
policy documents and reports will provide input into the development of the corporate strategic
plan including Our Saint John (community vision), PIanSJ(municipal plan), Council's Priorities
(2012-2016), True Growtlz 2.0 and Service SJ(public engagement results).
115
M&C May 3,2013—Corporate Strategic Plan Page 2 of 4
The corporate strategic plan is intended to be an integrated Common Council —Administration
plan. The objective of the planning process is to establish a strong connection to Council's
prioYities while maintaining a coYporate,focu,s on impi�oving the delivery of public service. The
planning process will support the achievement of the following deliverables.
• Corporate Strategie Plan—Collaborative documentation of the strategic directions that
will guide employees in delivering public service that aligns with Council's recently
established priorities for the community. The goal is to ensure that employees
understand how the services they deliver contribute to Council's priorities. This
approach is intended to foster a culture of accountability and continuous improvement.
• Implementation Plan—Dynamic work plan that prioritizes strategic projects and
initiatives and identifies the resources required to successfully achieve desired outcomes.
The implementation plan will consider organizational capacity including employee
competencies and training (professional development) needs required to achieve the goals
outlined in the corporate strategic plan and Council's priorities.
• Management Plan—Process for reviewing the corporate strategic plan and reporting
results to ensure that it, along with the complementary implementation plan, is responsive
to emerging opportunities and the evolving needs of the community. The process will
include annual reporting on progress related to Council's priarities.
• Communication's Strategy—Plan that will guide the effective communication of the
strategic directions outlined in the corporate strategic plan to the community and
employees to create awareness of service and organizational expectations.
A facilitated approach to strategic planning is proposed to achieve the deliverables outlined
above in a collaborative and inclusive manner. Using an external facilitator, the focus will be on
bringing together a team of employees with leadership responsibilities in an environment that
supports dialog and innovation to collectively determine the strategic directions and actions
required to achieve Council's priorities. Common Council will participate at key times in the
planning process to ensure that the goals and objectives identified in the new corporate strategic
plan align with Council's pi-iorities.
An external facilitator brings a process-focused neutrality to planning sessions that encourages
active participation from all key stakeholders and challenges the status quo in working towards
shared agreement on strategic directions. The structure and focus afforded through external
facilitation will also help to stream-line the process. The intention is to direct engage Lift
Consulting, Inc. to facilitate the corporate planning sessions to provide continuity with Council's
priority setting.
116
M&C May 3,2013—Corpoiate Strategic Plan Page 3 of 4
BUDGET AND BENEFIT
A total budget of$25,000 has been approved in the 2013 service-based operating budget to
complete the planning process. The budget will cover costs associated with facilitation (external
facilitator, materials and space), publication (design and printing), translation and
communication. Successful past planning projects and a well-designed process will help to
minimize costs.
Development of the corporate strategic plan is an important step in supporting the achievement
of Council's priorities. It will require commitment from Council and staff to successfully
complete the planning process. The objective will be to carry out a process that balances
strategic planning requirements with service delivery responsibilities.
The proposed collaborative process has a number of intangible benefits. The process has the
ability to improve service delivery by promoting collaborative teamwork, better comnnunication,
and new ideas by encouraging participants to challenge the status quo and each other in a
respectful and focused manner. More specifically, the planning process is intended to achieve
the following objectives:
• establishes a connection between employees' contributions and overall service
expectations; providing guidance on required competencies and training needed to
develop a workforce that can collectively achieve desired results;
• sets a corporate direction that will guide and streamline decision-making related to cost-
effective service delivery and capital investnnent in the community;
• creates opportunities to approach planning in a holistic manner (across service areas) that
supports better collaboration across service areas to improve organizational effectiveness
and community impact;
• fosters an environment of teamwork and collaboration that will allow Council and the
Administration to work collectively to successfully achieve shared goals and objectives
for the benefit of the community; and
• promotes an organizational culture of continuous improvement with a planning process
that is dynamic in its approach and provides a means to evaluate results in order to
develop strategies that ensure service delivery is effective and efficient.
TIMELINES
The scope of work outlined for the strategic planning process will start in May 2013 with a draft
plan completed by July 2013. A final plan is expected to be presented to Common Council in
September 2013 for endorsement, supported by the rollout of a communications strategy. The
irnplementation and management plans will be completed by the end of October 2013 to support
the 2014 service-based budget process. City staff will work with Council to present progress and
coordinate feedback to ensure alignment with Council's priorities throughout the planning
process.
117
M&C May 3,2013—Corporate Strategic Plan Page 4 of 4
RECOMMENDATION
It is recommended that Common Council endorse the proposed approach for the corporate
strategic planning process.
Respectfully submitted,
Stephanie Rackley-Roach, P.Eng, MScEng
Manager, Corporate Planning
Jacqueline Hamilton, MCIP RPP
Commissioner, Strategic Services
Ll
��J.��� atrick Woods, CGA
C;ity Manager
118
REPORT TO COMMON COUNCIL
�
� r�o.
� �
.
��V
May 7, 2012
The City of Saint�ohn
His Worship Mayor Mel Norton
and Members of Common Council
Your Worship and Members of Cominon Council:
SUBJECT: 2013 Service-Based Budget
Attached is the final documentation for the 2013 Service-Based Budget including service level
adjustments, community impact and revised funding allocations to reflect the general fund
operating budget approved by Common Council on January 7, 2013.
RECOMMENDATION
It is recommended that Common Council receive and file this report.
Respectfully submitted,
J. Patrick Woods, CGA
City Manager
119
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Approved January 7, 2013
120
Table of Contents
2013 Service—Based Bud�et Summarv ...................................................................................................................................... 1
Growth & Development Services ...............................................................................................................................................4
Urban EnvironmentServices.....................................................................................................................................................30
Transportation & Environment Services ..................................................................................................................................62
Finance and Administrative Services ...................................................................................................................................... 103
Strate�ic Services .................................................................................................................................................................... 132
Le�islated Services................................................................................................................................................................... 161
Approved 2013 121
City of Saint John: 2013 Service-Based Budget Summary
. �- - .. - � � � -
Community Planning& Development Service 1,493,282 1,586,837 8
Infrastructure Development Engineering Service 372,287 361,523 11
Geographic Information Systems 285,314 311,563 14
Heritage Conservation Service 317,672 300,994 17
Permitting& Inspection Service 960,142 993,679 19
By-Law Enforcement Service 655,645 953,885 23
Development Support
Tourism Service-Destination Marketing Organi2ation 845,000 845,000 -
Economic Development Service-Enterprise SaintJohn/Funds to Others 2,183,237 2,333,231 -
Urban Development Service- Waterfront Development/Funds to Others 2,343,939 2,553,352 -
Industrial Park Development Service-SJ Industria/Parks 300,000 300,000 -
Total Growth & Development Services Budget Summary $9,756,518 $10,540,064 -
.. . � � �
Neighbourhood Improvement Service 639,836 705,692 35
Community Development and Neighbourhood Improvement Grants 666,765 666,765 -
Recreation &Cultural Programming Service 1,254,034 1,513,071 41
Arts& Culture Grants 539,584 560,861 -
Fire Services 20,629,263 20,123,989 47
Emergency Management Service 334,304 325,421 60
Police Services 22,724,065 22,777,842 -
Public Safety Communications Service 2,292,610 2,491,853 -
Water Supply and Hydrants(for Fire SuppressionJ 2,200,000 2,270,000 -
Street Lighting 1,070,000 1,075,350 -
Total Urban Environment Services Budget Summary $52,350,461 $52,510,844 -
Approved 2013 �22 1
City of Saint John: 2013 Service-Based Budget Summary (Continued)
III,f.A4 � �..�'� �� Y I ��P �ttll� .%J� �aM,; � � I�T)V}'il�� I�I�I� �F ,. �I�I�!I,y W � ..
Roadway Maintenance Service 13,158,400 14,861,415 66
Sidewalk Maintenance Service 1,319,949 1,560,490 72
Pedestrian &Traffic Management Service 1,620,138 1,684,800 76
Storm water Management Service 3,324,138 3,366,348 80
Solid Waste Management Service 3,965,640 3,568,529 82
Engineering Service 459,351 541,451 84
Parks&City Landscape Service 2,456,817 2,729,268 86
Sport and Recreation Facilities Service 3,395,542 3,659,644 92
Parking Service (AdministrationJ 530,845 560,379 98
Transit Service 5,570,256 6,867,991 101
Environment Committee 1,520 - -
Total Transportation & Environment Services Budget Summary $35,802,596 $39,400,315 -
. � . t , �
Financial Management Service 3,106,115 3,247,518 106
Asset Management Service (Fleet, Real Estate, Facilities, Purchasing, Insurance) 6,577,469 6,641,116 110
Total Administrative Service Budget Summary $9,683,584 $9,888,634 -
� � •
Human Resources Management Service 1,289,937 1,428,037 135
Corporate Planning Service 505,331 499,585 141
Intergovernmental Affairs Service 143,151 148,658 147
Corporate Communications Service 521,346 521,505 152
Information Technology Systems Service 1,946,235 2,087,058 156
Total Strategic Services Budget Summary $4,406,000 $4,684,843 -
Approved 2013 123 2
City of Saint John: 2013 Service-Based Budget Summary (Continued)
�ji�,�
City Manager's Office 399,574 401,268 164
Common Clerk's Office 813,130 735,400 167
City Solicitor's Office (Legal Service) 823,759 703,834 172
Mayor& Council 629,130 585,785 -
Regional Service Commission - 42,054
Total Legislated Budget Summary $2,665,593 $2,468,341 -
• � � �
Fiscal Charges 15,757,821 15,938,984 -
LTD Benefit Payments 1,780,743 -
LTD Premiums 681,610 -
Pension 14,220,080 10,020,080 -
Total Other Charges $29,977,901 $28,421,417 -
� � �
Total Budget Summary $144,642,653 $147,914,458 -
Approved 2013 �24 3
• � � ' • •
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Growth & Development Services Overview
The Growth and Development Services team delivers services that support the community in achieving its �� ' " • '
long-term vision of having a diverse,vibrant, resilient, and environmentally sound economy. Services include � � � • � -
providing guidance, direction and support for development that enhances quality of life for our residents by ' ' '
working to create new and renewed places where people want to live, work and invest.
Community Planning&
Development Service
Organizational Goals
Heritage Conservation
To establish the City of Saint John as a service-based, results oriented, high performance public service Service
organization.
Infrastructure
Development
Service Based Results Oriented High Performance
• Considering the needs of the • Creating more complete • Collaborative,strategically minded Inspection& Enforcement
community as a whole neighbourhoods and workforce Service
• Creating opportunities for citizen communities . Culture focused on contributing
feedback and input • Increasing quality of life and the to community goals through Geographic Information
attractiveness of the City service delivery
Systems(GIS)
• Responding effectively and
efficiently to address community • Ensuring building environments • Resource conscious and By-Law Enforcement
needs are safe and healthy accountable for results Service
Development
Support
Approved 2013 �25 4
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Growth & Development Services Financial Summary
Approved 2013 Projected Expenditures
2012 Expenditures Revenue FTE 2014 2015 2016
Community Planning&Development Service 1,493,282 1,586,837 110,000 13.50 1,593,290 1,630,524 1,426,705
Infrastructure Development Engineering 372,287 361,523 3,000 3.50 411,498 418,594 425,930
Geographic Information Systems 285,314 311,563 37,500 2.50 319,449 323,731 328,099
Heritage Conservation Service 317,672 300,994 2.00 305,560 309,455 313,433
Permitting&Inspection Service 960,142 993,679 884,500 10.45 1,021,337 1,043,660 1,065,275
By-Law Enforcement Service
Dangerous and Vacant Building Program 137,341 476,692 *146,000 2.50 285,344 288,438 291,393
Minimum Property Standards Program 269,646 237,671 2.50 243,650 248,656 253,578
Other By-Laws 168,343 156,779 1.55 161,234 165,028 168,491
Animal Control 80,315 82,743 82,743 83,260 85,342
Total Service 655,645 953,885 146,000 6.55 772,971 785,382 798,804
* Recovery from demolitions
Approved 2013 �26 5
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Summary Continued...
Approved 2013 Projected Expenditures
2012 Expenditures Revenue FTE 2014 2015 2016
Economic Development
City Mprket 906,292 937,265 (1 contract)5.00 941,561 968,166 994,413
Enterprise5aintlohn 332,000 475,000 332,000 332,000 332,000
SaintJohn Trade&Convention Centre 570,283 536,576 536,576 536,576 536,576
Harbour5tation 374,662 384,390 384,390 384,390 384,390
TotalService 2,183,237 2,333,231 5.00 2,194,527 2,221,132 2,247,379
Industrial Park Development Service
SaintJohn Industrial Parks 300,000 300,000 1.00 300,000 300,000 300,000
Total Service 300,000 300,000 1.00 300,000 300,000 300,000
Tourism Service
Destination Marketing Organization(DMOJ 845,000 845,000 845,000 845,000 845,000
TotalService 845,000 845,000 845,000 845,000 845,000
Urban Redevelopment
Saint John Development Corporation 160,000 160,000 160,000 160,000 160,000
Waterfront Development Corporation 95,000 120,000 95,000 95,000 95,000
MarketSquare-CommonArea 2,088,939 2,273,352 2,273,352 2,273,352 2,273,352
Total Service 2,343,939 2,553,352 2,528,352 2,528,352 2,528,352
Regional Service Commission 42,054
Growth&Development Services Budget $9,756,518 $10,582,118 $1,181,000 44.50 $10,291,984 $10,405,830 $10,278,977
Approved 2013 �27 6
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Table of Contents — 2013 Service Plans
Community Planning and Development Approval Service................................................................................................................. 8
Infrastructure Development Engineering......................................................................................................................................... 11
GeographicInformation Systems (G.I.S.).......................................................................................................................................... 14
Heritage Conservation Service.......................................................................................................................................................... 17
Permitting& Inspection Service ....................................................................................................................................................... 19
By-Law Enforcement Service ........................................................................................................................................................... 23
Approved 2013 �28 7
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Community Planning and Development Approval Service
The Community Planning and Development Approval Service supports - �
economic, social and environmentally sustainable development in the City The need for community economic development.
of Saint John in keeping with community values. This involves using Continued need to update Saint lohn's planning policies and by-laws
various means of public involvement to prepare statutory plans, bylaws,
policies, studies and guidelines for development and land use. The Changing demographics and socio-economic trends
service is responsible for providing advice and working with developers Increased emphasis on community sustainability
and property owners to ensure that development in the community is Requirements of Provincial legislation
consistent with the City's municipal plan and related by-laws. The Focus on environmental sustainability and conservation
Service also plays a significant role in shaping all municipal service ,
Community s expectation that Plan SJ will be implemented
delivery and infrastructure development. The service aims to create land
The demand for more public engagement in the planning process
use and development that contributes to quality of life and our citizens
health while being efficient and financially viable.
2012 Community Planning and Development - Service Accomplishments and Performance
• Adoption of PIanSJ,the City's first new municipal plan in almost 40 years, which will drive all land use and municipal investment decisions in
the community for the next 25 years.
• Recognition of PIanSJ and the process to develop the Plan nationally as an innovative and leading edge planning document by winning the
2012 Canadian Association of Municipal Administrators Willis Award for Innovation and receiving the Honourable Mention from the Canadian
Institute of Planners Awards for Planning Excellence for City and Regional Planning.
• Conference presentations of the PIanSJ success story to the Canadian Association of Municipal Administrators,Atlantic Planners Institute, and
the Northern New England chapter of the American Planning Association.
• Launch of the process to completely overhaul the City's Zoning By-law including the hosting of two public events and drafting the bulk of the
regulation that will form the new bylaw.
• Anticipated completion of the Golden Mile Corridor Plan, a plan to maximize the community benefits resulting from intensified commercial
development on the West Side.
Approved 2013 �29 8
• � � ' • •
i . ' • i • • ' 1 � •
• A continuation of the process of streamlining the City's current � Number of Planning Applications per
planning process and reducing the number of development proposals Million Dollars of Construction
which require approvals from either the Planning Advisory Committee z 5
or Common Council.
o � z
• Processed more than 115 applications (YTD to October 12, 2012) for Q o 1.s P
rezoning, subdivision approval, and variances pursuant to the Q o
Community Planning Act, up from levels in 2011. � � 1 I I
v
• Investment of human resources to ensure that the City's interests are � Q os =-
Z
protected as the Province's regional service commission model is �
implemented. zoos zoo6 zoo� zoos zoo9 zoso zoii zoiz
• Continued project management support for the City's new recreation The number of planning applications the City processes is a product of the
master plan—Play SJ. level of development activity in the community as well as the relevance of the
• Dedication of human resources from this service to assist the City's By-laws.The number of applications the City has received per million
dollars of construction trended lower from 2005 to 2008 but is beginning to
Strategic Services Department in the core service review and to the increase again. This points to the need to complete the review of the Zoning
Heritage Conservation Service to address staffing issues within that gy-law.
service.
2013 Initiatives and Major Projects
• Complete the new zoning by-law including the adoption process.
• Commence the rewriting of the subdivision by-law for the City.
• Develop the neighbourhood planning framework so that work on the first neighbourhood plan pursuant to PIanSJ can begin in 2014.
Continue to support the delivery of service plans and special projects.
• Provide annual reporting of the City's progress in implementing Plan SJ.
• Initiate major reforms to the development process to improve the quality of development in the community and make the process more
predictable for the developers and the public.
Approved 2013 130 9
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Community Planning and Development -Service Levels and Resources
- • . .. . - �- - . -�
Prepare statutory plans,policies,studies • Complete review and rewriting of the The staff complement for this service is Wages&Benefits 1,276,932
and guidelines for the development and City's Zoning Bylaw and Commence impacted by having 3 positions vacant at Goods&Services 154,905
use of land in the city. review of the Subdivision Bylaw the beginning of 2013 while recruitment PIanS1 Implementation 155,000
• Periodic updating and amendment of is underway. Special project team for Total Expenditures $1,586,837
the City's planning by-laws the implementation of the"One-Stop
Shop"will be resourced in early 2013 Revenue $110,000
• Completion of the planning study for W�th a goal of project completion in
the Fairville Boulevard Area 2015. Full Time Equivalent Positions(FTE)
• Initiation of the first neighbourhood The recruitment process to fill key Management 2.00
planning process to implement PIanSJ vacancies will impact service delivery, Professional—Planners 5.00
• Project management responsibility particularly in the first half of 2013. Professional—special project team 2.00
for Pla SJ—the Cit 's Recreation Inside Workers 4.50
Y y Contract positions added into 2013 Total FTE 13.50
Master Plan budget a�locations to move PIanS1 by-law
Provide advice and work with developers • Continue providing advice and �ompletion forward(inclusive of legal part-Time Positions 0.30
and property owners through various information to property owners and requirements)
planning approval processes to ensure residents respecting land use and Administrative/Other Support Services
that development in the community is planning matters. This function . GIS—analysis and mapping
consistent with the City's municipal plan consumes about 10%of total . IT—support technical applications
and related by-laws. planning staff resources • Legal—legal review of applications
• 2013 is anticipated to be an average • Common Clerk—by-law processes
year in terms of case volume with • Communications—support
about 150 current planning communication related to planning
applications expected including processes
rezoning,subdivisions,and variances
• Provide zoning certificates in support
of property transactions in the City.
Normal volume of 175 letters is
expected in 2013.
Approved 2013 131 10
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Infrastructure Development Engineering Service
Infrastructure Development is responsible for engineering and servicing - �
made necessary by new development.The objective of the Service is to The need to facilitate good development in Saint John that is fiscally and
ensure that development is undertaken in a sustainable manner in environmentally sustainable and improves quality of life for residents.
accordance with municipal, community and neighbourhood plans, and To protect public health,welfare,and safety.
the strategic directions and policies of the City.The Service includes To ensure that good engineering practice is followed in the development
reviewing and approving plans and drawings for new infrastructure and of new infrastructure.
also ensuring thdt what is constructed in the community meets City To provide input into all development activity subject to the planning
standards. The Service also plays a key role in ensuring that infrastructure approval and building permit processes.
issues are appropriately addressed as part of the building permit and To provide effective liaison between the services within the City
planning processes. Staff also liaise with those who operate and maintain corporation that deal with infrastructure that is proposed and under
the City's infrastructure to ensure coordination. construction and the services responsible for the operation of existing
infrastructure.
2012 Infrastructure Development Engineering- Service Accomplishments and Performance
• Provided engineering information and advice to the development community and Community Planning and Building Inspection staff as part
of the development approval process.
• Reviewed and issued approvals for Excavation Permits and Water and Sewer Permits including field inspection.
• Reviewed and issued approvals for Natural Gas Permits and provided field reviews.
• Successfully closed the file on a number of outstanding developer-initiated infrastructure projects.
• Initiated the process to formalize development guidelines for the City of Saint John.
• Working with Bell Aliant, Rogers, and Saint John Energy to formalize access agreements for their use of public rights-of-way.
• Assisted in the development of new street lighting guidelines and standards.
Approved 2013 �32 11
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2013 Initiatives, Major Projects and Infrastructure Development Engineering Service Delivery Highlights
• Initiate major reforms to the development process to improve the quality of development in the community and make the process more
predictable for the developers and the public.
• In support of the effort to improve the development process, complete the work to prepare development guidelines for the City of Saint
John.
• Conclude the process to develop access agreements with Bell Aliant, Rogers, and Saint John Energy to work within public rights-of-way.
• Commence the process to develop new municipal bylaws for storm drainage and storm water management for new development.
• Prepare revisions to the Excavation By-law (minor revisions)
• Provide input into the revisions to the City's Subdivision By-law
Approved 2013 133 12
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Infrastructure Development Engineering-Service Levels and Resources
- • � .. . - �- - . -�
PERMITS W&S Connection Permits-133 As part of the corporation Wages&Benefits 303,471
Applications,Review,Approval, Excavation Permits-44 reorganization,Transportation and Goods&Services 58,052
Inspection Environment Services has proposed to Total Expenditures $361,523
Building Permits(Engineering Review)-349
Natural Gas: re-gain a 0.5 FTE Engineer that has
recently been fully assigned to Revenues $3,000
Service Permits-102 Infrastructure Development.This move
Main Line Permits-32 will improve delivery of the capital Full Time Equivalent Positions(FTE)
program but will negatively impact the Management 1.00
REQUESTS FOR SERVICE/INFORMATION Tender Packages-166 ability of Infrastructure Development to Professional 0.50
PAC Memo Review/Comments;Building Record Information Request-5,795 improve the processes in place to: Inside Workers 2.00
Permit Review/Comments;Utility
Reviews/approvals;Service Information General Inquiry from Public,Consultants, . Improve the permitting process and Total FTE 3.50
Legal, Planning,etc.-1,100 rocess inte ration with Communit
requests;Testing-approving, P g Y
Customer In uir follow-u field tech 750 Plannin and Buildin Ins ection; Administrative/Other Support Services
coordinating;Field locate/layouts of p Y p� � g g p . Information Technology-hardware and
municipal infrastructure. Street Lights-new development-8 . Document the City's requirements, other support.
New Canada Post Mail Box Sites-1 standards,and processes;and . City Solicitor-Subdivision Agreements;
PAC Memo Application Review-152 • Develop processes around site Easements;By-law Enforcement;
Infrastructure Locates(Call Before You Dig drainage and storm water Municipal Agreements
Service)-2,900 management to address flooding . Finance-Permit deposits/refunds
issues.
Chlorination Co-Ordinations(domestic&
fire lines)-12
Pressure Testing New Development-13
Fire Lines-Pressure Test-9
W&S Installation Layouts- 61
Enbridge Gas
• Pre-installation route layout-134
• Layout for construction-134
Development Active Subdivisions(various stages)-34
Plan reviews for various submissions-new
development servicing;stormwater
drainage-65
Approved 2013 134 13
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Geographic Information Systems (GIS)
The Geographic Information Systems Division is responsible for creating - �
and maintaining all mapping and associated geographic information for Hosting and keeping the City's geo-referenced data secure.
The City of Saint John. The GIS Division is also the official source for civic providing useful geographic information to the development
addressing and street names within the City of Saint John. Other community.
responsibilities include coordinating spatial information collection projects Providing useful applications for citizens to obtain geographic
for City departments, maintaining the City's Enterprise GIS for employee information.
use and the Web-Mapping application for public use, producing maps for Meeting the data requirements of all City departments and services.
City departments, and responding to public and employee enquiries Utilizing data in accordance with the requirements of the provider such
regarding mapping and geographic information. as Service NB.
2012 GIS- Service Accomplishments and Performance
• Successfully completed the bi-annual process to acquire aerial photography for the Greater Saint John area;
• Participated and contributed to the PSAB-3150 Tangible Capital Assets project;
• Deployed the new Flex Capacitor GIS Viewer for all City staff and offered training to City staff on how to use the new GIS Viewer;
• Developed a data model for Saint John Water employees to enable them to map water&sewerage infrastructure using ArcGIS;
• Updated the snow plow routes,winter street restrictions, sanitation collection routes, and Saint John Transit bus route and schedule maps;
• Performed response-time analysis for various fire station location scenarios;
• Negotiated a data exchange agreement with Service New Brunswick; and
• Drafted and revised digital geographic information distribution policy.
2013 Initiatives, Major Projects and GIS Service Delivery Highlights
• Switch-over of the current web-mapping software for the public to access through the City's web site;
• Oblique aerial photography acquisition;
• Upgrade the GIS Viewer software and SDE geodatabase; and
• Mapping for new Zoning By-law.
Final Approved 2013 135 14
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GIS -Service Levels and Resources
- � . .. . - �- . -.
Creating and maintaining all mapping • Provides and maintains the core • In 2012,one portion was removed from Wages&Benefits $199,047
and associated geographic information information that is required for many this Division resulting in a service level Goods&Services 112,516
for The City of Saint 1ohn. of the City's information systems reduction.In 2013,it is proposed to Total Expenditures $311,563
including the maintenance of split the existing Planning Technician
approximately 200 different datasets position in Community Planning Revenue $37,500
• Perform spatial analysis and produce between the Community Planning
maps for City departments Service(0.5 FTE)and the GIS Service Full Time Equivalent Positions(FTE)
(0.5 FTE)to maximize the use of this Professional 1.00
• Reconcile Provincial property human resource. Inside Workers 1.50
information with civic addressing on a Total FTE 2.50
monthly basis.This is the core of the
Municipal Information System. Administrative/Other Support Services
Coordinating spatial information • Assist and guide City departments in • Information Technology—hardware and
collection projects for City departments. data collection or mapping projects by other support.
recommending software,hardware,
designing data models and training
staff.
• Spatial information is now a required
part in many other systems,such as
MIS,311,AVL,Document
Management,Pavement
Management,and Asset Management.
GIS Staff provide guidance in the
selection and implementation of these
systems.
Final Approved 2013 136 15
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GIS -Service Levels and Resources Continued
- • . .. . - �- - . -�
Assigning all civic addresses and street • Ensure that street names and civic
names within the City of Saint John. addresses are assigned based on
N6911 standards and guidelines,and
respect the"By-law Respecting the
Numbering of Buildings in the City of
Saint lohn",the"General Regulation—
Emergency 911 Act"and the
"Emergency 911 AcY'.
Maintaining the City's Enterprise GIS for • Maintain,update and publish web
employee use and the Web-Mapping services;
application for public use. . Ensure that sensitive or third-party
use-restricted data is only available to
City staff;and
• Provide tools to enable City staff to
perform their required spatial queries
Handling data sales and dissemination to • 6eographic data is crucial in major
external organizations. development projects.The City's GIS
Division is the source for the highest
quality geographic data available for
areas within the city boundaries.
• The number of data sales and
dissemination is closely tied to and
fluctuates based on the amount of
development happening in the City.
Responding to public and employee • The GIS Division encourages self-
enquiries regarding mapping and service by providing useful tools and
geographic information. information either through the GIS
viewer or the City's website.The
"Maps&Air Photos"-is one of the
most popular sections of the website
with the public.
Final Approved 2013 137 16
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Heritage Conservation Service
The Heritage Conservation Service is a public service provided to
developers, property-owners, merchants, citizens and the general public. � �
The service offers a process to have an area designated a Heritage Requirements of new Provincial heritage legislation
Conservation Area under the Heritage Conservation Areas By-Law. If an A new Municipal Plan for Saint John
area is designated, changes or work done to the exterior of properties in Implementation of a heritage service review
Heritage Conservation areas is regulated and subject to permit. The The desire for growth in the community
service also provides architectural,technical conservation and design
advice on existing and proposed new construction and provides
New development incentive programs delivered by the city
incentives including grants and other financial assistance to encourage Adherence to heritage conservation practices and procedures
and assist in the rehabilitation and development of heritage buildings. Need to undertake a comprehensive review of the Saint John Heritage
Providing information and education to promote and raise awareness of Conservation Areas Bylaw to better reflect the community's objectives
the social and economic benefits of heritage conservation to Saint John is With respect to heritage
another key deliverable.
2012 Heritage Conservation - Service Accomplishments and Performance
• Permit volume declined moderately in 2012 from the previous year but remains at average levels historically. A lack of human resources due
to staffing issues remains a significant barrier to improving the Heritage Conservation Service.
• Seven heritage projects were recognized with awards in 2012.
• The full $90,000 in heritage grant funding is committed to property owners but given the significant reduction in funding for the grant
programs, requests for funding far exceed the amount of money available.
• Reform to the grant program was successfully achieved to match grant support to available funding.
2013 Initiatives, Major Projects and Heritage Conservation Service Delivery Highlights
• Achieve full staffing for the Service and provide the training required to deliver the service efficiently and effectively.
• When staffing permits, commence a major review of the Saint John Heritage Conservations Area Bylaw.
Final Approved 2013 138 17
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Heritage Conservation -Service Levels and Resources
- • . .. . - �- - . -�
Administer process to have an area • 11 Heritage Conservation Areas at The service encourages the retention of Wages&Benefits 176,389
designated a Heritage Conservation Area present,771 properties designated the existing building stock to contribute Goods&Services 124,605
under the Heritage Conservation Areas . The current number of Conservation to the overall sustainability of Saint John. Total Expenditures $300,994
By-Law. Areas and number of properties • Provide a unique image for Saint John
designated is a major challenge given as a place well connected to traditional Revenue $0
the limited staff resources and high values and steeped in a proud history;
level of effort required to administer building on our past while developing Full Time Equivalent Positions(FTE)
the current Bylaw. for a prosperous and dynamic future. Professional—Heritage Planner 1.00
Inside Workers—Herita�e Analyst 1.00
Process applications for Certificates of • An average year of activity is forecast • Contribute to a prosperous future by Total FTE 2.00
Appropriateness to regulate any changes in 2013 with approximately 100 working to rehabilitate heritage
or work done to the exterior of ro a lications ex ected. buildings and integrate modern � pport Services
p p- pp p Administrative Other Su
erties in Heritage Conservation areas. development in heritage conservation . GIS—database maintenance
areas to attract new residents and . �egal—Heritage By-Law enforcement
Process heritage grant applications and • $90,000 in grant funding is proposed support the tourism industry. . gylaw Enforcement-Heritage By-Law
offer financial assistance to encourage to be available in 2013. enforcement
and assist in the rehabilitation and The 2013 budget is a status quo budget
development of heritage buildings. but successful delivery of the service at
Provide architectural,technical • Staff ineets with clients in the office the desired level will be dependent on a
conservation and design advice on and on-site to provide information and full staff complement.
existing and proposed new construction. expertise with respect to projects
impacting heritage buildings. This Funding for the Heritage Grant programs
consumes significant resources and is proposed to remain at$90,000 with no
normal demand for this service is application fees for service given the
forecast for 2013 but staffing issues direction provided by Common Council in
will make this a major challenge. 2013.
Provide information and education to • Various pieces of print materials
promote and raise awareness of the • Internet information
social and economic benefits of heritage
conservation to Saint John.
Final Approved 2013 139 18
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Permitting & Inspection Service
The Inspection and Enforcement Service is a public service offered to - ,
those engaging in a construction, renovation, demolition, or Change of Regulatory and legislative requirements; new legislation
occupancy project within City limits. Permitting processes determine if
the proposed design, construction and occupancy of new buildings; the Penalties available to encourage compliance with by-laws
renovation, demolition and occupancy of existing buildings; or other Projected growth in the community
proposed activity meets minimum acceptable standards as established by
Organizational capacity
building and plumbing codes and related by-laws. Inspection processes
determine if the work related to the design approved during the Public expectations related to permitting, inspection,enforcement
permitting process is being completed in accordance with established
standards. The City works with individuals to achieve compliance with
these standards before more corrective actions are determined to be
required.
2012 Permitting & Inspection - Service Accomplishments and Performance
• Service area employees took part in technical training to prepare for the adoption of the latest version of the National Building Code of
Canada and the proclamation of the New Brunswick Building Code Act. Other training took place to educate staff on new and emerging
building technologies and methods.
• The City of Saint John is now set up to use the Service New Brunswick product,the Land Gazette. It is an information repository of land-
related notices, restrictions, and other information about land parcels. It allows users to find out essential information,such as if
requirements set out in municipal by-laws were met by a property owner/builder/developer. It will also flag when properties are subject to
particular by-laws, such as if the property is in the Flood Risk Area,the Heritage Preservation Area, or if it is a vacant building that is subject to
the Unsightly Premises and Dangerous Buildings and Structures By-law. The City of Saint John's use of the Land Gazette is being
implemented in a phased approach and will continue into 2013.
Final Approved 2013 140 19
• � � ' • •
i . ' • i • • ' 1 � •
• The Service area reviewed various permit fees and recommended changes so that the cost recovery model for service delivery can be
sustained. Staff also recommended changes for how construction projects are valued for permit application purposes;valuations now more
accurately reflect actual construction costs and values. In addition to having permit fees reflective of actual construction costs,the
construction values are utilized by Service New Brunswick in determining property assessments.
• The Service area hosted the New Brunswick Building Officials Association annual 3-day conference and trade show in Spring 2012, and
included a training session on issuing tickets pursuant to the Provincia/Offences Procedure Act that was developed and delivered by staff of
the Service area.
• The Service area continued process improvements to deliver service that meets the community's needs.
The percentage of permits that are issued in 10 business days after the receipt of a
complete permit application is shown (right). Given the various degrees of Percentage of permits issued 10 business days after
receipt of complete application.
complexity associated with permit applications, the goal is to issue permits in 10
business days 80%of the time. In 2012,this was achieved 83%of the time, iooro — -
meeting the established target. Factors that contribute to the increase from 2011 v Target 80%
include continued process improvements, such as parallel processing among � 80�
internal service areas and overall enhanced internal cooperation and �
� 6oi ...
communication. More focus and awareness of achieving the target among staff �
allowed for improved resource allocation during the busy construction season. � 4oi ,
Another significant factor is that in the past year,there were fewer large-scale � '
building projects which are generally more involved and time consuming � � zor
applications to process. Building projects have generally been less complex �
renovation and small building projects;value of construction in 2012 has �� ' —
decreased compared to recent years. zooa zoo9 zoio zoil zoiz vr�
Final Approved 2013 141 20
• � � ' • •
i . ' • i • • ' 1 � •
The graph (right) depicts the level of by-law compliance when initial enforcement
actions were utilized (violation notices). Effective by-law enforcement will result in Enforcement of Building Permit Violations
a decreasing trend in the number of enforcement actions required. If compliance �zooa tzoo9 zoio —.—ZOii ���zosz
450
has not been achieved with enforcement notices, formal Orders may be issued,
followed by a court appearance, if necessary. It is expected, and the results o
indicate,that the majority of developers, builders or owners will comply after o a soo
receiving a first or second violation notice. Very few violations persist to the third � v
and final notice stage as can be seen in the graph. This continual and significant z v iso
decrease between the progressive notices shows that enforcement efforts are �
working to achieve by-law compliance. w �
0
First Second Third Final
2013 Initiatives, Major Projects and Permitting& Inspection Service Delivery
• Staff from the Service area will finalize its review and amendment of the Building By-Law to be in line with the New Brunswick Building Code
Act and associated regulations.
• The Service area will continue to actively participate in the review and rewrite of the Zoning By-Law.
• An "Alternative Solutions" process will be implemented in early 2013 for applications that apply to the Objective Based section of the
National Building Code of Canada, enhancing service delivery to citizens, builders, and designers.
• The service area will continue its improvement efforts of providing quality service to the users of the permitting and inspection programs.
• The next phases of Land Gazette implementation will continue into 2013, increasing the number of notifications available to property
owners and the general public.
Final Approved 2013 �42 21
• � � ' • •
i . ' • i • • ' 1 � •
Permitting & Inspection - Service Levels and Resources
- � . .. . - �- . -.
Building permits are issued within ten Projected for 2013: The goal of the Permitting and Inspection Wages&Benefits 849,696
(10)business days after receipt of a • 1,200 building permits program is to ensure that the public is Goods&Services 143,983
complete application eighty(80%)of the . 225 plumbing permits protected in that buildings and properties Total Expenditures $993,679
time. • 40 demolition permits are safe,healthy,and accessible.
• 100"other°permits and licenses Estimate Revenues $884,500
Budget reductions in 2012 have resulted
in one less building inspector position,and Full Time Equivalent Positions(FTE)
one less plumbing inspector position. Management/Professional 1.45
The plumbing inspection has no service Inside Workers—Technical 6.50
coverage during a staff absence. Inside Workers—Administration 2.50
The reduction of one building inspector Total FTE 10.45
The rate of by-law compliance with Projected for 2013: position has resulted in less of a focus on
progressive enforcement actions. • 12,550 inspections quality of life issues,as life safety issues Administrative /Other Support Services
Compliance increases with enforcement . 450 enforcement cases are a higher priority. • Legal—support enforcement cases,
actions. • 520 violation letters property ownership inquiries,prepare
Orders to Comply,and represent City in
court and at hearings
• Fleet—equipmentavailabilityfor
inspectors
• IT—support software for scheduling
inspections,recording inspection
results, and reporting
Final Approved 2013 143 22
• � � ' • •
i . ' • i • • ' 1 � •
By-Law Enforcement Service
The By-Law Enforcement Service is a public service offered to citizens, property owners, occupants and neighbourhood residents involving the
enforcement of City by-laws related to the maintenance and usage of properties, animal control, and licensing requirements. Inspection of
properties and investigation of complaints are conducted to ensure standards established in related by-laws are met. In cases where there is a
violation of a by-law,the City works actively for voluntary compliance with the appropriate by-law before more corrective actions are required.
Service Delivery
The Service area supports ensuring that Saint John is a safe and healthy community with an enhanced quality of life. The following chart
identifies each of these programs and the percentage of funds allocated to them to deliver a defined level of service for 2013.
By-Law Enforcement Programs � �
Legislation that supports more effective enforcement
o Dangeorus and Vacant Buildings
— Penalties available to encourage compliance with by-laws
o Minimum Property Standards Economic climate affects owner/developer ability to comply
IJ Other By-Laws Organizational capacity
Public expectations related to permitting, inspection,enforcement
Final Approved 2013 144 23
• � � ' • •
i . ' • i • • ' 1 � •
2012 By-law Enforcement - Service Accomplishments and Performance
• The Service area issued a number of Notices to Comply and proceeded to Provincial Court for various Minimum Property Standards and
Dangerous and Vacant Buildings cases. A number of dangerous buildings were either demolished by the City or demolished or repaired by
the Owner.
..- .. . �. . .
#Notice to Comply 12 10(5 demo's by City)
Court appearance 5 ($5,000 in fines)
Demolitions by owner 8
Vacant bldgs repaired by owner 13
• The City of Saint John is now set up to use the Service New Brunswick product,the Land Gazette. It is an information repository of land-
related notices, restrictions, and other information about land parcels. It allows users to find out essential information,such as if
requirements set out in municipal by-laws were met by a property owner/builder/developer. It will also flag when properties are subject to
particular by-laws, such as if the property is in the Flood Risk Area,the Heritage Preservation Area, or if it is a vacant building that is subject to
the Unsightly Premises and Dangerous Buildings and Structures By-law. The City of Saint John's use of the Land Gazette is being
implemented in a phased approach and will continue into 2013.
• The Service area completed amendments to the Dog Control By-law,which addressed housekeeping items and reflects an increased fine
structure that is consistent with the Municipalities Act. To manage ongoing costs of the service,the City will offer a limited cat control service
as outlined in the amended by-law.
• The Service area successfully negotiated a service agreement with the SPCA Animal Rescue for the provision of dog control services for a five
year term. Highlights of the agreement include extended hours,full dog control services, a series of public awareness sessions every year,
implementation of a plan to increase dog licensing and the establishment of performance metrics.
• The Service area hosted the New Brunswick Building Officials Association annual 3-day conference and trade show in Spring 2012, and
included a training session on issuing tickets pursuant to the Provincial Offences Procedure Act that was developed and delivered by staff of
the Service area.
Final Approved 2013 145 24
• � � ' • •
i . ' • i • • ' 1 � •
• The Service area measures how quickly it responds to external complaints;
the target is an initial response to a complaint within 5 business days, SO% Percentage of time complaints are initially checked within
of the time. Initial response generally means an initial inspection or contact five business days(2012 YTD results)
with a property owner or complainant. The performance results (chart to 1ooio --
the right) indicate that the target is not being met for these by-laws, ■Minimum
although there has been significant improvement in the results from 2011 v Target 80% Property
for Dangerous and Vacant Buildings (60% in 2011) and Unsightly Premises � 80� stanaa�as
(57% in 2011) and slight improvement for Zoning issues (69% in 2011). � !>;� ■�ange�oUS ana
� 60% - Vacant Buildings
Response to minimum property standards complaints is abnormally low � �
due to staffing changes and training. This has been corrected and results �
are expected to improve significantly for the remainder of the year and into Y 40% Unsightly
2013. There is room for continuous improvement to meet these targets. � Premises
Process changes have been made recently that will have a positive impact ° zor
on meeting the target and staff will monitor on a regular basis to make ■Zoning
.�II
necessary resource adjustments if required. Further analysis of the data oo� , _
shows that if the initial response does not take place within 5 days, it is CaseType I
typically taking place within 6 or 7 business days. _ _
• The graphs (below) depict the level of by-law compliance when initial enforcement actions were utilized (violation notices). Effective by-law
enforcement will see a decreasing trend in the number of enforcement actions required. If compliance has not been achieved with
enforcement notices,formal Orders may be issued,followed by a court appearance, if necessary. It is expected, and the results indicate,that
the majority of property owners comply after receiving a first or second violation notice. Very few violations persist to the third and final
notice stage as can be seen in the graphs. This continual and significant decrease between the progressive notices shows that enforcement
efforts are working to achieve by-law compliance.
Final Approved 2013 146 25
• � � ' • •
i . ' • i • • ' 1 � •
Minimum Property Standards By-law Compliance Rates Dangerous Buildings and Structures
By-Law Compliance Rates(2012 YTD Results) By-Law Compliance Rates(2012 YTD Results)
—■—2011 f 2012
2010 —�2011 2012
125 125 .
°– 100 I o 100 -
O Q � U
s C �5 v a �5 -�
� � ` 9 c
v
Z � 50 ° � v 50 -�
� Z U
w 25 � � 25 _
w
� .� , . -- . � ! , � . .
1 2 3 4 First Notice Second Notice Final Notice Legal Actions
J
This graph indicates that compliance is usually achieved after the issuance of a first The graph to the left depicting compliance with Unsightly Premises and Dangerous
and second notice. In 2012,the number of second notices was higher than the Buildings and Structures By-law(concerning dangerous buildings and structures)
number of first notices issued mainly because of the way the data is recorded. The indicates that the greatest percentage of compliance is achieved after the issuance
number of second notices includes additional follow up letters to owners as they of a first notice. Subsequent notices achieve further compliance,with very few
work to comply with the original notices sent to them. This data will be tracked remaining cases requiring legal action(which includes the issuance of a Notice to
differently in 2013 so it can be reported on more clearly. Comply and/or Court proceedings).
�.
Unsightly Premises Zoning By-Law
By-Law Compliance Rates(2012 YTD Results) By-law Compliance Rates(2012 YTD Results)
f 2011 f 2012 2010 —�—2011 - 2012
SO =
80
� 0 40 �_
0 60 I,.
u
oQ ° a 30 i
v �
� v 40 - n v
� � � v 20
z � z � ._�_
o ZO ° � 10
w I "�
0 , 0
First Notice Second Notice Final Notice Legal Actions First Notice Second Notice Final Notice
The graph to the left depicting compliance with the Unsightly Premises and As expected,the compliance rate for Zoning By-law infractions increases with the
Dangerous Buildings and Structures By-law indicates that the greatest percentage of number of violation notices sent. Very few require enforcement action after the
compliance is achieved after the issuance of a first notice. Subsequent notices final notice stage. Volumes of complaints/cases and compliance rates have been
achieve further compliance,with very few remaining cases requiring legal action generally steady over the past five years.
(which includes the issuance of a Notice to Comply and/or Court proceedings).
Final Approved 2013 147 26
• � � ' • •
i . ' • i • • ' 1 � •
2013 Initiatives, Major Projects and By-Law Enforcement Service Delivery Highlights
• Resourcing of the Dangerous and Vacant Building Program has been increased in 2013 which will allow for more focused enforcement
efforts placed on this program. Service level targets have more than doubled for 2013 with this increase in resourcing.
• As the Service area is responsible for enforcement of the Zoning By-law, it will continue to actively participate in the review and rewrite of
the Zoning By-Law with other City staff.
• Staff from the Service area will continue to actively participate in the review of the Building By-Law.
• The next phases of Land Gazette implementation will continue into 2013, increasing the number of notifications available to property
owners and the general public.
Dangerous and Vacant Buildings Program - Service Levels and Resources
- � . .. . - �- . -.
Resolve 20 cases per year • 20 cases resolved annually The goal of the Dangerous and Vacant Wages&Benefits 183,745
Buildings program is to ensure the public Goods&Services 292,947
and property are protected against safety Total Expenditures $476,692
hazards caused by vacant,dilapidated and
structurally unsound buildings. Less RecoverV(demolitions) 146,000
Net Expenditures $330,692
Budget increases in 2013 will result in a
return to an enhanced service level target Full Time Equivalent Positions(FTE)
of 20 cases resolved per year. Momentum
Management/Professional 1.45
gained in 2011 to rid the municipality of Inside Workers—Technical 0.60
dangerous and vacant buildings was Inside Workers—Administration 0.45
Complaints are initially checked within • 50 new Vacant buildings added to the significantly impacted with budget cuts in
five(5)business days eighty(80) percent program per year
2012. With an increase in resources,staff Total FTE 2.50
of the time. will be able to make some headway and
• 20 new Dangerous conditions cases per continue positive momentum on this Administrative/Other Support Services
year issue.The recent experience is that 50 • �egal—support enforcement cases,
new cases are added each year. The City's property ownership inquiries,prepare
costs to demolish buildings in the case of Orders to Comply,and represent City in
non-compliance are typically reimbursed court and at hearings.
by the Province of New Brunswick. • Fleet—equipment for inspectors
Demolition costs for 2013 are expected to • IT—support software for scheduling
be$146,000. inspections,recording inspection
results, and reporting
Final Approved 2013 148 27
• � � ' • •
i . ' • i • • ' 1 � •
Minimum Property Standards Program - Service Levels and Resources
- • . .. . - �- - . -�
Work to achieve by-law compliance using Projected for 2013: The objectives of the Minimum Property Wages&Benefits $196,608
progressive enforcement actions. • 80 new cases Standards Program are: Goods&Services 41,063
Compliance increases with enforcement • 300 active cases 1.To adopt and establish standards Total Expenditures $237,671
actions. • 500 inspections governing the condition,occupancy and
maintenance of residential property; Full Time Equivalent Positions(FTE)
and Management/Professional 0.70
2.To provide safeguards for the safety, Inside Workers—Technical 1.20
health and welfare of the general public Inside Workers—Administration 0.60
and of the occupiers and users of Total FTE 2.50
residential property.
Administrative/Other Support Services
Complaints are initially checked within • 55 complaints from external sources Reductions in building inspection staff . Legal—support enforcement cases,
five(5)business days eighty(80) percent (varies annually) have impacted the delivery of this property ownership inquiries,prepare
of the time. program in 2012 as Minimum Property Orders to Comply,and represent City in
Standards inspectors have been required court and at hearings.
to backfill or carry out additional building . Fleet—equipment availability for
inspection duties during staffing shortages inspectors
or peak periods in the Permitting and • IT—support software for scheduling
Inspection Service area. This approach inspections, recording inspection
will continue in 2013 as required. results, and reporting
Final Approved 2013 149 28
• � � ' • •
i . ' • i • • ' 1 � •
Other By-Laws Program Service Levels and Resources
- • . .. . - �- - . -�
Work to achieve by-law compliance using Projected for 2013: The goal of enforcing the Other By-laws Wages&Benefits $137,122
progressive enforcement actions. • 55 new Zoning By-law cases Programs is to support a healthy and safe Goods&Services 19,657
Compliance increases with enforcement . 85 Zoning By-law violation letters community,protect property values, Total Expenditures $156,779
actions. • 5 Flood Risk Area By-law cases support an enhanced quality of life,and
• 5 Mobile Home Parks By-law cases promote a sense of community pride. Full Time Equivalent Positions(FTE)
Includes enforcement of the Zoning By- . 300 Dog Contro)By-law cases,200 Management/Professional 0.40
Law,Flood Risk Area By-law, Mobile Home Dogs impounded Departmental staffing reductions in 2012 Inside Workers—Technical 0.70
Park By-law for those cases which are impacted this area,as staff focus is on life Inside Workers-Administration 0.45
impacting public health and safety, Dog safety issues first. Less serious by-law Total FTE 1.55
Control By-Law and the issuance of a enforcement cases are prioritized at a
variety of licenses. lower level,resulting in fewer resources Administrative/Other Support Services
utilized in this area. This approach wil� • Legal—support enforcement cases,
The Dog Control service will focus on dog continue in 2013 as required. property ownership inquiries,prepare
control,and a very limited cat control Orders to Comply,and represent City in
service. court and at hearings.
• Fleet—equipmentavailabilityfor
Complaints are initially checked within inspectors
five(5)business days eighty(80) percent . IT—support software for scheduling
of the time. inspections, recording inspection
results, and reporting
Final Approved 2013 150 29
• . •
: . - • : • • - 1 1 .
Urban Environment Services Overview
The Urban Environment Services team delivers services that support the community in achieving its long- ' , '�
term vision of being a safe, livable community where people have a sense of belonging. Services are
delivered to help improve quality of life and social well-being of all citizens with a focus on creating safe " � '
neighbourhoods that provide opportunities for individuals to develop and grow together through recreation,
culture, leisure activities and public involvement. Neighbourhood
Improvement Service
Organizational Goals Recreation&Cultural
To establish the City of Saint John as a service-based, results oriented, high performance public service Programming Service
organization.
Fire
Services
Service Based Results Oriented High Performance
• Considering the needs of the • Creating a safe, livable • Collaborative,strategically minded Emergency Management
community as a whole community workforce Service
• Creating opportunities for citizen • Improving quality of life and • Culture focused on contributing
feedback and input social well-being of residents to community goals through
service delivery
• Responding effectively and • Building capacity in citizens
efficiently to address community through recreation,culture and • Resource conscious and
needs leisure opportunities accountable for results
Approved 2013 151 30
• . •
: . - • : • • - 1 1 .
Urban Environment Services Summary
Approved 2013 Projected Expenditures
2012 Expenditures Revenue FTE 2014 2015 2016
Neighbourhood Improvement Service
Community Development 541,163 595,276 3.05 605,551 615,253 625,128
P.R.O.Kids 98,673 110,416 19,200 (Contrect)1.00 112,180 113,985 115,830
Total Neighbourhood Improvement Service 639,836 705,692 19,200 4.05 717,731 729,238 740,958
Community Development/Improvement Grants
Pavilion Cup 2,500 2,500
Cherry Brook Zoo 60,035 60,035
Library 456,230 456,230
Seniors Citizen Centre Rent 41,000 41,000
Human Development Council 35,000 35,000
Human Development Council Rent 16,000 16,000
PRUDE Rent 52,000 52,000
Seafarer's Mission 1,000 1,000
Senior Resource Center 3,000 3,000
Total Community Development/ 666,765 666,765 680,452 694,549 709,070
Improvement Grants
Recreation and Cultural Programming Service
Recreation Programming� 1,142,986 1,404,094 15,500 4.45 1,419,624 1,442,613 1,466,123
Cultural Affairs 111,048 108,977 1.00 111,127 113,633 115,161
Total Service 1,254,034 1,513,071 15,500 5.45 1,530,751 1,556,246 1,581,284
Approved 2013 �g2 31
• . •
: . - • : • • - 1 1 .
Summary Continued...
Approved 2013 Projected Expenditures
2012 Expenditures Revenue FTE 2014 2015 2016
Arts&Culture(Grants&Other FundingJ
Imperial Theatre 320,817 337,039
SaintJohn Arts Center 74,767 74,822
Arts and Culture eoard 30,000 35,000
Public Art-Maintenance and Repair Budget 15,000 15,000
NB Arts Board(Public Art ReserveJ 10,000
Fundy Fringe Festival 5,000
Jazz and elues Festival-SaltyJam 20,000 20,000
SaintJohn TheatreArts 10,000 10,000
Festival de la Baie Francais 4,000 4,000
New Year/Canada Day Celebrations 15,000 15,000
Remembrance Day Ceremonies 2,000 2,000
NB Historical Society-Loyalist House 10,000 10,000
Unspecified Grants 23,000 28,000
National8asketball League-AllStar 5,000
Sculpture Symposium 5,000
Total Arts&Culture(Grants&Other Funding) 539,584 560,861 555,861 555,861 539,639
Fire Services
Fire and Suppression Service 19,446,868 18,906,109 193,650 150.00 19,785,275 20,038,888 20,098,239
Technical Rescue Service 55,981 62,947 0.25 65,314 65,989 66,679
Hazardous Materials Emerg. Response Service 115,413 120,767 100,000 0.25 126,184 126,859 127,549
Fire Prevention Service 918,761 927,111 4,000 8.00 996,717 1,007,621 1,011,579
Fire Investigation Service 20,600 21,055 22,505 22,505 22,505
Medical First Responder Service 71,640 86,000 96,000 96,000 96,000
Total Fire Services 20,629,263 20,123,988 297,650 158.50 21,091,995 21,357,862 21,422,551
Approved 2013 153 32
• . •
: . - • : • • - 1 1 .
Summary Continued...
Approved 2013 Projected Expenditures
2012 Expenditures Revenue FTE 2014 2015 2016
Water Supply and Hydrants 2,200,000 2,270,000 2,270,000 2,450,000 2,800,000
Emergency Management Service 334,304 325,421 8,400 1.00 328,593 331,394 334,161
Police Services 22,724,065 22,777,842 23,419,234 23,939,952 24,428,534
Public Safety Communications 2,292,610 2,491,853 2,544,375 2,590,014 2,634,045
Street Lighting 1,070,000 1,075,350 1,096,857 1,118,794 1,141,170
TOTAL-Urban Environment Services Budget $52,350,461 $52,510,844 $340,750 169.00 $53,985,314 $55,067,980 $56,070,008
Approved 2013 154 33
• . •
: . - • : • • - 1 1 .
Table of Contents — 2013 Service Plans
Neighbourhood Improvement Service ............................................................................................................................................. 35
Recreation and Cultural Programming Service................................................................................................................................. 41
FireServices ..................................................................................................................................................................................... 47
Fire Rescue and Suppression Service........................................................................................................................................... 48
MedicalFirst Responder Service.................................................................................................................................................. 50
Hazardous Materials Emergency Response Service.................................................................................................................... 52
TechnicalRescue Service............................................................................................................................................................. 54
Fire Prevention and Code Enforcement Service.......................................................................................................................... 56
FireInvestigation Service............................................................................................................................................................. 58
Emergency Management Service ..................................................................................................................................................... 60
Approved 2013 155 34
• . •
: . - • : • • - 1 1 .
Neighbourhood Improvement Service
The Neighbourhood Improvement Service provides neighbourhood residents with tools and support to build resilient, healthy communities. It
promotes and delivers community based projects and programs that contribute to sustainable neighbourhoods and healthy communities
through facilitation, partnerships and use of City facilities. The service works with neighbourhood groups and associations to obtain the
appropriate funding required ensuring that a variety of opportunities are accessible and inclusive for all citizens.
Service Delivery
In supporting resilient, healthy neighbourhoods in Saint John, the City delivers several programs. The following chart identifies each of these
programs and the percentage of funds allocated to them to deliver a defined level of service for 2013.
_ �
Neighbourhood Improvement Programs
Growth and diversity in population (age,culture, disability and accessibility)
Diversity of needs among various neighbourhoods
■Community Development Changes in family unit
� Economic uncertainty, inflation,and supply and cost of service
o P.R.O. Kids
Focus on sustainable communities
Organizational capacity;support from other services(e.g., parks, roads)
Expectations for sustainable partnerships with community groups
Approved 2013 156 35
• . •
: . - • : • • - 1 1 .
2012 Neighbourhood Improvement Service Accomplishments and Performance
Community Engagement
• Record high of 70+organizations with 800 staff engagement occurrences (target was 60+organizations/240+engagements).
Community Development—Park Projects
• Private David Greenslade Peace Park—Significant park improvements including green space,foot paths, armour rock wall,flag pole
installation and parking area were completed through a collaborative joint effort of the neighbourhood committee and City's Neighbourhood
Improvement and Parks and Landscape Services.
• Neighbourhood Park Revitalization Projects&Community Clean-up Days (2nd annual Dominion Park Clean-up, Crescent Valley Clean-up Day,
Lou Murphy Park—Emera Trail Development Day, Waterloo Village—Grace of God Gardens).
• Greater Saint John Community Foundation grant of$3,000 to support work at Jervis Bay—Ross Memorial Park.
• Shamrock Park Community Gardens at full capacity in second year of operation.
• On-going support to Greater Saint John Community Garden and South End Rainbow Park Community Garden.
• Emera Trail Development Project (Lou Murphy Park) -Saint John Fire Service Argo Training Exercise.
• Marigolds on Market Place-St. Patrick's School.
• Marigolds of Main Street—Centennial, Lorne, Princess Elizabeth and Millidgeville North Schools.
Community Development—Partnerships
• Active member of the Fundy Wellness Network(second year).
• Westside Food Bank at Carleton Community Centre—4500 visitations.
• Wellness Centres- Partnership with Horizon Health
o Market Place Wellness Centre at Carleton Community Centre—3500 visitations.
o HOPE Wellness Centre—Supported by City of Saint John—2047 visitations.
o Horizon Health continues to provide specimen collection, social & education programs, consultation with social services and fitness
programs for seniors. Active member of the program stakeholder committee at each centre.
Approved 2013 �g7 36
• . •
: . - • : • • - 1 1 .
• Joshua Group facility use agreement at Somerset Community Centre.
• Little River Reservoir Park Development Project completed.
• Daniels Drive Seniors Complex—Greenhouse Garden Project.
Community Development—Neighbourhood Development
• Priority Neighbourhoods supported through the Neighbourhood Development Stimulation Grant Program (Vibrant Communities—Around the
Block Neighbourhood Newspaper,Village Association,Teen Resource Centre, East Side Motivators, O.N.E. Change, Crescent Valley Resource
Centre, People United in the Lower South End (PULSE), Westside PACT, Quality Learning NB Crescent Valley Parent Library and Anglin Drive
Tenants Association Story Tent).
• Vibrant Communities—Urban Transportation Initiative Study: Getting Around if You're Just getting By"Poverty, Policy and Public Transit"
Community Development—Special Events/Program Support
• Organizational support of Crescent Valley Days, Market Place West Family Fun Days, Old North End Days, East Side Motivators Family Fun
Days.
• Leisure Services plays an active role with the Vibrant Communities Priority Neighbourhoods "Speak-Up" Program.
• 23rd Annual Disability Awareness Week—Partnership with 10 Disability Organizations (Partnership Sustainability).
Approved 2013 �gg 37
• . •
: . - • : • • - 1 1 .
P.R.O. Kids
• Youth placements in recreational and cultural programs.
o [2012] - 900 placements projected [2011] - 1093 placements [2010] -929 placements [2009] -762 placements
• Canadian Tire Jump Start Program—Year two
• 100+sponsors of the program including: corporate, service clubs, grants, community organizations and personal donations
• Coordination of 4 major fundraising events/activities:Annual P.R.O. Kids dinner,golf tournament, basketball tournament, equipment drives
• Facilitated funding processes to enable establishment of other local recreation programs
2013 Initiatives, Major Projects and Neighbourhood Improvement Service Delivery Highlights
• Support the newly established Red Head Community Association.
• Latimore Lake Recreation Association—Park Improvement Project.
• Anglin Drive: Phase 3 Developing Active Play Area.
• New signage program for Jervis Bay-Ross Memorial Park.
• Maintain the P.R.O. Kids program between 900- 1,000 placements.
• Increased support to community groups and non-profit partners through Neighbourhood Development Stimulation Grants
Approved 2013 �gg 38
• . •
: . - • : • • - 1 1 .
Community Development Program Service Levels and Resources
- - • . .. . - �- - . -. -
Encourage community-based • 70+community partnerships& Build community capacity to respond to Wages&Benefits $259,084
organizations to be empowered to meet relationships maintained opportunities,issues and concerns at the Goods&Services 56,969
the needs of their neighbourhoods • 700+engagements with community neighbourhood level. Community Grants� 279,223
through forming partnerships and groups,associations and agencies
providing guidance,information and other Programs and services aligned to meet Total Expenditures $595,276
available resources. neighbourhood needs.
Strong inter-neighbourhood relationships Full Time Equivalent Positions(FTE)
and community networking;promoting Management 0.75
partnerships that encourage information Inside Workers 2.30
sharing and collaboration that strengthens Total FTE 3.05
groups and inclusion.
Administer grants that community-based . �$202,250 Neighbourhood Additional neighbourhood development Administrative/Other Support Services
organizations may be able to leverage Development Stimulation Grants grant funds in 2013($50,000)to support: • Legal—agreements
su ort from businesses and other levels • Communications—marketing and
pp (Crescent Valley,Lower West side, . Sustainable neighbourhood groups, media relations
of government for neighbourhood Waterloo Village,Lower South End,Old
improvement initiatives. North End, East Saint John) facilities and services,and effective . Parks/Landscape/Recreation
�$75,450 External Community Centre leveraging of other sources of funding Facilities—support of neighbourhood
Facility Assistance Grants(KBM, . Building leadership capacity resulting in and community development projects.
Martinon, Lorneville,loch Lomond, • Planning/Real Estate —land
a higher level of neighbourhood
Latimore Lake,Milford,Randolph) engagement. ownership identification,GIS Support,
�$1,523 in support of the Ability Zoning,By-laws
Advisory Committee • Celebration and promotion of • Roadway Maintenance—special event
neighbourhood achievements. support(equipment,plowing,street
sweeping)
Provide planning assistance and advice to • Support of 10 neighbourhood/ Neighbourhood and community spirit, �
Police/Fire —address neighbourhood
neighbourhood organizations;support community special events annually collaboration,participation and safety concerns
implementation of community-based (e.g.,Crescent Valley Days,Canada Day, involvement.
initiatives. New Brunswick Day,etc.)
Strong active community.
Approved 2013 160 39
• . •
: . - • : • • - 1 1 .
P.R.O. Kids Program Service Levels and Resources
- • . .. . - �- - . -.
Placement of children(age 18 and under) . 900-1,000 placements P.R.O. Kids is a non-profit program that Wages&Benefits $88,276
into sport,recreation or cultural provides opportunities for disadvantaged Goods&Services $22,140
opportunities suited to their interest • Regional participation extending the youth participating in positive healthy Total Expenditures $110,416
including assisting with the purchase of program to include families in recreational,sport and cultural activities.
equipment and supplies when needed, quispamsis,Rothesay and Grand-Bay providing a safe place for youth to play, Revenue $19,200
and consulting with families on Westfield
transportation needs. learn and be engaged. Contract Position 1.00
Improving self-esteem of Greater Saint
John youth. Part-Time Positions 0.80
Form partnerships with community • Connecting between 900-1,000 youth Corporate and community pride in qdministrative/Other Support Services
recreation,sport and cultural with approximately 100 program offering youth positive life experiences& . Communications—marketing and
organizations that donate program partners opportunities.
media relations
spaces.
Diverse programs meeting the various
needs&interests of youth.
Raising funds to purchase additional Target Range for 2013: Increase program opportunities by
program spaces,equipment and $150,000-$200,000 reducing barriers to participation.
transportation.
Administration costs are covered by the
participating municipalities,allowing
100%of the funds received through
donations,grants and fundraisers to go
directly to the children and youth of our
community.
Approved 2013 161 40
• . •
: . - • : • • - 1 1 .
Recreation and Cultural Programming Service
The Recreation and Cultural Programming Service provides access to recreation, sport and cultural opportunities that allow our citizens to stay
active, enjoy life in their leisure time, and connect with other members of the community. Through innovative leadership, the goal is to deliver
service that promotes community well-being and enhances the quality of life of citizens to produce a healthy,vibrant, positive and strong
community. Service is focused on meeting the diverse recreation, cultural and leisure needs of our citizens.
Service Delivery
In providing access to diverse set of recreation and cultural programming opportunities, the City delivers several programs. The following chart
identifies each of these programs and the percentage of funds allocated to them to deliver a defined level of service for 2013.
Recreation and Cultural Programming Programs � ' ' ' "
Growth and diversity in population (age,culture, disability&accessibility)
Diversity of needs among various neighbourhoods
■Recreation Programming
Changes in family unit
o Cultural Affairs Economic uncertainty, inflation,and supply and cost of service
Focus on sustainable communities
Organizational capacity; support from other services(e.g., parks, roads)
I Expectations for better partnerships with community groups
Approved 2013 �g2 41
• . •
: . - • : • • - 1 1 .
2012 Recreation and Cultural Programming Service Accomplishments and Performance
Special Events Support
Percentage of citizens satisfied with the overall level
• Active partner with the organization of the Second Annual All American Soap Box and quality of recreation programming service
Derby in Rockwood Park.
looro
• Active partner in the development of the PALS Passport to Fitness Rockwood Park
Program. � sor
v
- 60% ��
• 2012 Winterfest in partnership with the Pavilion Cup Pond Hockey Tournament. �
� o I.
• Organized 2"d Annual City of Saint John Volunteer Recognition Dinner(189 � 4oi -
v
attendees). � 20i °
• Continued Partnership with Horizon Health in provision of wellness programs at oi • � �
the HOPE Centre & Market Place Wellness Centre. zoo9 zoso zoii zoiz
• 2"a Annual International Trails Day at Rockwood Park—Volunteers working to
e11h811Ce tl"8115. Percentage of citizens that think the City is doing a
• City of Saint John support to the 17`"Annual Marathon by the Sea. good job supporting arts and culture
• City of Saint John support of the Celebration of Green Space Run Through History. 1oo�io -
0
• 3�d Annual Canaport Volleyball Tournament— Fundraised $13,000 for the Carleton v ° :�,
Community Centre. � 6or �
� 1
• Tim Hortons '3-on-3' Street Hockey Championships in Support of Mind Care— v 4or .
V
Event Planning Partner and Scheduling Service. v
� Zoi ..
• Active partner with Community Special Events including Canada Day, New
Brunswick Day, National Canoe Day and Labour Day. �� �
2009 2010 2011 2012
Senior Programs
• Senior Friendship Games including activities such as golf,timed-walk, washer toss, badminton, cards, and opening& closing ceremonies (254
participants).
• Seniors' Quarterly Special Events Partnership with Lily Lake Pavilion (programs at capacity).
Approved 2013 163 42
• . •
: . - • : • • - 1 1 .
• Senior programs developed through partnerships with NB Housing at Stephenson Towers, and Horizon Health Network at the HOPE Centre.
• Support of Senior Wellness Fairs at Loch Lomond Villa and Stephenson Towers.
• Senior's Springfest and Fallfest at Exhibition Park(programs at capacity).
• Queen's Diamond Jubilee—Senior Programs.
Inclusive Recreation Programs
• Recreation Your Way (Inclusive Recreation Opportunities for Persons with a Disability)—Recognized Canada wide as a best practice resource.
• Disability Access Awareness Week (DAW Opening Ceremonies, DAW Basketball Challenge, DAW Luncheon).
Youth Programs
• Sustained the summer playground program at 15 sites through acquisition of Federal and Provincial student employment grants and
neighbourhood association partnerships. Special Events included Magic Mountain Trip, Dominion Park, Soccer Tournament and Ice Skate Day
at Hilton Belyea Arena.
• Carleton Community Centre Cheerleading Program expanded to 240 registrations, attended national competition in Halifax and international
competition in Rhode Island, USA.
• Expanded Community Centre "After School" Programs at Hazen White-St. Francis School &Centennial School to 4 days/week in fall of 2012.
• Community Centre Youth Arts Awards with 150 attendees.
Recreation Program Partnerships
• C.E. Nick Nicolle Community Centre—Focus as the Community Hub for the North End with O.N.E. Change expanding its role within the Centre
& Neighbours Working Together Community Partnership.
Cultural Affairs
• Responsible for coordinating the maintenance of public arts pieces and installed 3 new pieces of Public Art along Harbour Passage.
• Awarded $30,000 in grants for new arts and culture projects that will be awarded in the next few weeks.
• Coordinated art exhibits at the Saint John Gallery and the Millennium Art Place (NB Library)—on-going year to year.
Approved 2013 164 43
• . •
: . - • : • • - 1 1 .
• In 2012 coordinated Saint John Arts Awards-The Originals, Sculpture Saint John, and The Royal Visit.
• Support several festivals and events (e.g., Remembrance Day Ceremony)—on-going year to year.
• Reached over 1,400 followers on Twitter
Performance on 2012 Major Initiatives
• Play SJ Parks and Recreation Strategic Plan (90%complete).
• Develop a standardized framework for partnership agreements for community centre operations (complete).
2013 Major Initiatives, Major Projects and Recreation and Cultural Program Service Delivery Highlights
• Level of the summer playground program service is dependent on successfully receiving Provincial and Federal student employment grants.
The minimum direct program service level for the number of playground sites whereby no grants are received is three (3).
• Community Centre fall/winter programming offering afterschool, evening and weekend programs at 31 weeks.
• Strengthen "afterschool" programs.
• Introduce community use of school evening recreation opportunities at Hazen White-St. Francis School.
• Support a Winterfest weekend at the neighbourhood level.
• Maintain leisure opportunities for adults and seniors based on the interests of these demographic groups.
• Increase in free programs at Millidgeville C.C. and Forest Glen C.C.
• Increase supervision and quality of programming at Somerset C.C., Carleton C.C. and C.E. Nick Nicolle C.C.
• Support the community in coordinating various festivals and events.
• Continue to promote broad community awareness of access to, and education, in the arts and culture sector through liaising with arts, cultural
and heritage organizations, communicating events, administering the grant program, facilitating maintenance of public art and play a role in
administering the public art policy.
• Coordinating with Saint John Arts Committee to uncover more statistics from other sources related to Culture and Arts. Saint John only
receives 9%of the funding available from the province for Culture and Arts while other municipalities receive significantly higher amounts.
Approved 2013 165 44
• . •
: . - • : • • - 1 1 .
Recreation Program -Service Levels and Resources
- • . .. . - �- - . -.
Deliver programs(direct programming) . Operate and manage 3 Community Ensure all citizens have access to inclusive Wages&Benefits $601,537
that provide a wide range of artistic, Centres(NECC,SCC,CCC)each offering recreation and leisure opportunities that Goods&Services $481,618
cultural,social,educational and nightly and weekend program meet the diverse needs of our community. Grants� 320,939
recreational opportunities that meet the opportunities over 31 weeks for youth Benefits include: Total Expenditures $1,404,094
interests of all ages,regardless of physical . 15+senior programs • Healthier citizens(physically,mentally,
limitation or ability to pay. . 15+inclusive/disability specific emotionally and socially�;healthy Revenue $15,500
programs communities and a healthy lifestyle
• 3+direct programmed playground sites • Investment in the future of our young Full Time Equivalent Positions
• 5+playground sites supported people
• Fosterin Management 0.75
partnerships g cooperation and good Inside Workers 3.70
• 1 instructional tennis program citizenship
Manage contract agreements for • Contract agreements{with the YMCA
• Positive behaviours Total FTE 4.45
community-based organizations to deliver and Boys&Giris Club for 3 Community • Involved community;developing part Time Positions
recreation programs(indirect Centres(FGCC,MCC,SECC)-32 Week leadership skill as well as developing . Community Centres:33 part-time staff
programming)on the City's behalf. Weeknight Program) physical,creative and social skills at 3 centres for 31 weeks
• Inte rated Da Cam at FGCC • Fun and enjoyment
g y p • Reduced crime • Playground Program:13 part-time
• Summer Camps at MCC employees for 9 weeks
• Playground Program at SECC • Stronger families
Facilitate the deliver of s ecial • Su • Connected community
y p pport 20+community special events Critical Internal Support Service
recreation,social and cultural ro rams in • Community pride and engagement . Fleet—vehicles for
p g (e.g.,SJ Sports Hall of Fame,Pavilion playground program
artnershi with various or anizations. Cu Winterfest,Soa Box Derb • Celebration of community pride . purchasin ac uisition of e ui ment
p p g p, p Y, B— q q p
Running Events) Additional funds in 2013 of$60,000 in • Insurance—risk management
• 1 volunteer recognition event community centre grants to offer free • Communications—program promotion
recreation programming;$72,000 in • Legal—agreements with service
sessional staff resources to offer more providers
youth programming;and$30,000 for . Parks/Landscape/Recreation
O.N.E.Change to operate Nick Nicolle Facilities—providing safe and
Centre. functional park,trail and recreation
facilities;resources for initiatives
Reduced programming hours in . Facility Management—community
community centres and number of
playground sites(previous years)will centre maintenance;ensuring safety
result in a lower number youth and functionality
participation rates.
Approved 2013 166 45
• . •
: . - • : • • - 1 1 .
Cultural Affairs Program —Service Levels and Resources
- • � .. . - �- - . -.
Act as a point-of-contact with arts, • 55 arts organizations • Cultural Affairs program promotes Wages&Benefits $70,620
cultural and multicultural community- . 24 cultural and multi-cultural broad community awareness of access Goods&Services $38,357
based organization to promote awareness organizations to,and education,in the arts and Total Expenditures $108,977
and support activities. culture sector. The service provides
assistance and information services,as Full Time Equivalent Positions
Promote arts and culture events through • 5,500 arts and cultural events posted in Well as opportunities and support to Inside Workers 1.00
social media outlets,web-based the Cyber-Calendar artists and arts and cultural Total FTE 1.00
applications and signage. • Weekly bookings for signage in King's organizations;fosters cross-cultural
Square. understanding;and supports
Provide support and/or facilitate various • 12 events annual average economic development of tourism,
festivals and events annually. especially in the uptown core. It also
works to increase awareness of the
Administer grant applications for the • $30,000 in grant funding available role and contribution arts,culture and
Saint John Community Arts Funding . 40 applications on average annually heritage make to the City's economy
Program(small project oriented funding and quality of life.
for festival ideas and new initiatives).
Facilitate maintenance of public art and • 1 project annually(1%Public Art
administration of the public art policy. Policy)
• Number of maintenance projects
varies annually
Coordinate exhibits for showing at • 7 formal exhibits @ Art Gallery
galleries. • 7 informal exhibits @ Millennium Art
Place
Approved 2013 �g7 46
• . •
: . - • : • • - 1 1 .
Fire-Rescue Services
Fire-Rescue Services involves the delivery of six public services to the community that focus on reducing loss of life, personal injury, property
damage or impact on the environment caused by fire, accident, medical emergency, or hazardous materials release (accident or malicious), and
through code enforcement and public education activities. The goal of the fire-rescue service delivery is to support public safety with effective
and efficient emergency preparation and response across a diverse range of emergency calls (response profile); creating public awareness of
fire safety and emergency planning; providing for safer assembly of work and residential living by ensuring compliance with regulatory and
legislative requirements; and investigation of fire incidents to reduce the risk of future occurrences.
Service Delivery
In working to improve public safety, the City of Saint John provides six critical services through its Fire-Rescue Services. The following chart
identifies each of these services and the percentage of funds allocated to them to deliver a defined level of service for 2013.
Fire-Rescue Services � �
Regulatory and legislative requirements (life safety and inspections)
■Fire Rescue and Suppression Diverse industrial sectors located throughout the community
�1 Technical Rescue Large geographic footprint, bisected by a river, marsh and highway
u HAZMAT Emergency Response Diversity of needs among various neighbourhoods,focus on priority
o Fire Prevention Type of housing stock(including dilapidated or vacant buildings)
o Fire Investigation Multiple mixed-use neighbourhoods (residential, commercial, industrial)
o Medical First Responder Organizational capacity
Evolving demand for service
Approved 2013 �gg 47
• . •
: . - • : • • - 1 1 .
Fire Rescue and Suppression Service
The Fire Rescue and Suppression Service provides emergency response to residential, commercial and industrial fires (and explosions). The
service is responsible for coordination and implementation of fire suppression operations including sizing up the environment, performing a risk
assessment, setting-up incident command, developing an incident strategy, assigning and obtaining resources, communicating status,
establishing a safe perimeter, rescuing trapped victims, conducting fire suppression, evaluating preliminary cause, and ensuring the site is left in a
safe condition. The goal is to save lives, minimize damage to property and the environment and ensure that commercial and industrial facilities
get back into operation quickly. A key component of Fire Rescue and Suppression Service is preparation for safe, efficient response to incidents
through training.
2012 Fire Rescue and Suppression Services -Accomplishments and Performance
• 2,256 calls for fire rescue and suppression service
• 92 Structure Fires -91%of these fires were contained to the area of origin
• 57 Vehicle Fires—100%of these fires were contained to the area of origin
• 233 Grass Fires—100%of these fires were contained to the area of origin
• 152 Refuse Fires—100%of these fires were contained to the area of origin
• 40%of calls generate simultaneous demands on the Fire Department resources
2012 Fire Rescue and Suppression Services—Impact of Reductions
• Between February and December of 2012 there were 37 occurrences of no Fire Trucks being available for the next call. This is up from 6
occurrences in 2011.
2013 Initiatives, Major Projects and Fire Rescue & Suppression Services Delivery Highlights
• Re-establish live fire training within a controlled environment.
• Investigate/examine opportunities to champion fire rescue and suppression service (training) at a Regional level.
• Minimize the service level impact arising from the $560,000 funding reduction.
Approved 2013 �gg 48
• . •
: . - • : • • - 1 1 .
Fire Rescue and Suppression Service—Service Levels and Resources
- • . .. . - �- - . -.
The municipal objective for the initial • The number of fire calls over the last • An effective and efficient fire response Wages&Benefits $17,310,147
apparatus is arrival on scene within 5 five years ranges from 480 to 917. enhances the ability to contain fires to Goods&Services $1,595,962
minutes and 30 seconds at least 90%of their area of origin,minimizing fire loss, Total Expenditures $18,906,109
the time,from the end of dispatch. . Approximately 75%of city's which translates into lower insurance
geographical area is outside the PDA. premiums for property owners. This is Revenue $193,650
Ensure fire rescue operations are initiated However,approximately 94%of Fire most relevant in the priority neighbour- Full Time Equivalent Positions(FTE)
immediately with the objective of saving related calls are within the PDA. hoods of Saint John where multiple unit
lives,protecting property and dwellings are only feet apart. Management 7.60
environment. Professional 1.75
• SJFD is attaining desired response time . Currently have a sufficient depth of Firefighters 139.00
80%of the time of single company response to address non-simultaneous Inside Workers—Administrative 1.67
Ensure fire suppression operations are response.
initiated immediately with the objective of structure fire calls regardless of Total FTE 150.00
containing the fire to the area of origin. complexity. The response time
• SJFD is only attaining its full response(4 objective can be met 75%to 80%of the Holiday Relief Firefighters 32.0
companies)objective of 8 minutes over time within the PDA.
Ensure members of Fire Rescue and Administrative/Other Support Services
a 7.1 sq.km portion of the City(8%of
Suppression Service are adequately the PDA).However,this accounts for • Currently have an insufficient depth of • Fleet—equipment availability,
trained in accordance with all applicable Zg%of fire responses. response to address simultaneous replacement and fuel delivery
NFPA and OH&S standards(numerous structure fires and cannot reasonably • IT—supports software required for
NFPA Standards are applicable). • A minimum of 920 hours of pre- meet the response time objective operational, and communication
planning,preparation and training per outside of the PDA. • Human Resources—supports
Have sufficient resources to respond to annum. recruitment,professional development
emergency calls,with minimal stacking of • The reduction of one company in early and attendance management
calls. 2012 increased the occurrences of no . Facility Management—station
• As a percentage of total fires, available fire trucks(i.e.within a 15 maintenance,capital planning
residential account for 74%, minute interval)from 6 in 2011 to 37 , pSCC—receives,records and dispatches
commercial-Industrial 17%,and occurrences in 2012. It is estimated related emergency calls
heritage properties account for 9%. that the number of occurrences will . Saint John Water—supplies the water
Heritage properties could be residential surpass 60 in 2013 once overtime and services the hydrants
or commercial. funding expires. . police—site safety,traffic control,as
• The lack of a Live Fire Training Facility well as assists with site evacuation
has diminished firefighter safety and • Roadway Maintenance—provides site
effectiveness. clean-up and materials disposal
• Communications—notifications
Approved 2013 ��p 49
• . •
: . - • : • • - 1 1 .
Medical First Responder Service
The Medical First Responder Service provides first responder pre-ambulatory care in instances where emergency medical assistance is required.
The City of Saint John currently trains its Fire Fighters to the Medical First Responder level. This means fire crews can deliver advanced first aid,
patient assessment and treatment prior to the paramedic's arrival on scene. The Fire Department only responds to medical calls that meet
predefined criteria for tiered response (NFPA 450-Guide for Emergency Medical Services and Systems),which represents about 25%of all
medicals calls addressed by Ambulance NB.
2012 Medical First Responder Service -Accomplishments and Performance
• 4,425 calls for medical first responder service
• Actual response time to medical first responder incidents was 5 minutes and 30 seconds, 89%of the time
• Self-sustaining skill maintenance and acquisition through internal training program for all 200 first responders
• 54% of the time—the Fire Department arrived on scene prior to Ambulance NB
• 24% of the time—Fire Fighters initiated first aid to advanced life support care
• Between February and December(2012)there were 51 occurrences of initiating cardiac care
2013 Initiatives, Major Projects and Medical First Responder Service Delivery Highlights
• Enhanced Medical First Responder scenario training as part of the SJFD training programs.
• Investigate/examine opportunities to champion Medical First Responder Service (training) at a regional level.
• Investigate new models for the delivery of Medical First Responder Service
Approved 2013 17� 50
• . •
: . - • : • • - 1 1 .
Medical First Responder Service—Service Levels and Resources
- • . .. . - �- - . -.
Participate in a tiered response with • The number of calls varies annually, • Having seven locations to respond Wages&Benefits $0
Police and Ambulance to emergencies MFR currently represent approximately from,the Fire Service arrives in advance Goods&Services $86,000
based on predetermined criteria;motor 62%of total calls. of ANB about 55%of the time,thereby Total Expenditures $86,000
vehicle accidents,heart attack,severe initiating lifesaving assessment and
trauma. treatment sooner. Full Time Equivalent Positions(FTE)
Human resource requirements are
• Initial apparatus arrives on scene of the . Higher survivability rates for victims, included as part of Fire Suppression and
incident within 5 minutes and 30 supported by national statistics. Rescue Service.
seconds from dispatch at least 90%of . Fire Service's response objectives
the time.
provide significant opportunity for Administrative/Other Support Services
• Provide initial and on-going emergency successful intervention on MFR calls. • Fleet—equipment availability,
medical triage of ill and injured patients Minutes mean the difference between replacement of equipment and
that prioritizes the patient's respective life and death for heart attack or severe vehicles and fuel delivery at extended
treatment and transport. trauma victims. incidents
• PSCC—receives,records and
• During simultaneous call events, dispatches related calls
All Fire Fighters are trained to the • All Fire Fighters are recertified annually response times to medical calls will . police—scene safety and security,
national standard of Medical First increase based upon the placement of traffic control,keeping of the peace,as
Responder the remaining resources. well as assists with site evacuation
Approved 2013 �72 51
• . •
: . - • : • • - 1 1 .
Hazardous Materials (HAZMAT) Emergency Response Service
The Hazardous Materials Emergency Response Service provides a planned response to incidents where the public is exposed to risks created by
the release of, or fire involving hazardous materials. All emergency response incidents that occur within a municipal boundary are the
responsibility of the municipality. This includes emergency responses to spills or accidental releases of hazardous materials being any solid,
liquid, or gas capable of creating harm to people, the environment, and/or property. Emergency responses include site assessment, container
evaluation, threat assessment,victim removal, search and rescue, extrication/disentanglement, smoke/toxic gas ventilation, identification/
analysis of the material, evacuation, establishing a safe working area and monitoring or sampling of the material. The service also includes
decontamination of personnel and equipment, notification of other agencies, and referral to the proper authorities. Through a fee for service
agreement,the City delivers (in cooperation with the appropriate local authorities) hazardous materials emergency response service to regional
communities, in accordance with established service standards and operational plan.
2012 Hazardous Materials (HAZMAT) Emergency Response Service -Accomplishments and Performance
• 191 calls for Hazardous Materials Emergency Response Service
• Actual response time to Hazardous Materials Incidents was 5 minutes and 30 seconds, 82%of the time
• 94% of the time—arrived on scene within 10 minutes of call
• 100%of the time—had an action plan within 45 minutes
• 3 Regional Hazardous Materials Responses
2013 Initiatives, Major Projects and Hazardous Materials (HAZMAT) Emergency Service Delivery Highlights
• Scene Security/Product Identification—A better measure on scene security and product identification will be provided in 2012.
• Increase revenue through an enhanced Regional Hazardous Materials Agreement.
Approved 2013 �73 52
• . •
: . - • : • • - 1 1 .
Hazardous Materials (HAZMAT) Emergency Response Service—Service Levels and Resources
- • . .. . - �- - . -.
First apparatus arrives to the scene of • Average of 300 local incidents each • The presence of a well-trained and Wages&Benefits $35,427
an emergency within 5 minutes and 30 year reactive Hazardous Materials Goods&Services $85,340
seconds at least 90%of the time for Response team ensures minimal Total Expenditures $120,767
the completion of dispatch. . O to 3 regional incident each year disruption to the community and
impact on the environment arising Revenue $100,000
Hazardous Materials Response is from a hazardous materials
conducted in accordance with National emergency response. Full Time Equivalent Positions(FTE)
Fire Protection Standards NFPA 471& Manasement 0.25
NFPA 472;activities include identifying, • Hazardous Materials Incidents are
isolating hazardous materials releases, the low frequency high impact Total FTE 0.25
and to beginning recovery planning. incidents that can affect a great
• Scene security is established upon geographical area. Note:Firefighters are accounted for under Fire
arrival and the product is identified Rescue and Suppression Service
within 10 minutes.
• For non-simultaneous events,the
existing Hazardous Materials qdministrative/Other Su
• An Incident action plan is developed pport Services
and initiated within 45 minutes from Response team is well positioned to . Fleet—equipment availability,replacement of
deal with any incidents that occur
arrival on scene. equipment and vehicles and fuel delivery at
through processing,storage and extended incidents
transportation of hazardous . GIS—mapping and relevant occupancy data
Carry out a comprehensive fire training • All personnel trained to NFPA 472 materials within the regional critical to making decisions related to materials
program that supports the Hazardous Materials operations community incident mitigation and/or evacuation needs
effectiveness of Hazardous Materials level • PSCC—receives,records and dispatches related
• During simultaneous events,where
Response Service. calls
• Over 50 trained personnel to a Hazardous Materials Response . police—scene safety and security,traffic control,
Hazardous Materials Technician call is the second call,where the keeping of the peace,as well as assists with site
Level first is a structure fire,there will be
evacuation
a limited depth of response until � Roadway Maintenance—provides site clean-up
such time as overtime crews arrive.
and materials disposal
• Communications—notifications
Approved 2013 �74 53
• . •
: . - • : • • - 1 1 .
Technical Rescue Service
The Technical Rescue Service carries out emergency rescue to those individuals trapped by their physical environment(water, ice, motor vehicle
accident, structural collapse, confined space or high angle). (The Fire Department is currently working toward certification in confined space and
high angle rescue.) The industrial base, geography and size of Saint John increase the demand for the Fire Service (Technical Rescue Service)to
respond to rescues that are highly technical in nature. Firefighters are cross-trained to meet these technical rescue needs. Although
emergencies that require dispatch of a technical rescue team seldom occur, they are incidents that pose a highly technical response to ensure a
safe intervention for both the victims and firefighters.
2012 Technical Rescue Service -Accomplishments and Performance
• 28 calls for Technical Rescue Response Service
• 208 calls relating to motor vehicle accidents
• 17 vehicle extrications—on each occasion a victim was removed from automobile enabling advanced life support care
• Response Time Efficiency—The Saint John Fire Department operates with the expectation that the first apparatus arrives to the scene of an
emergency within 5 minutes and 30 seconds at least 90%of the time
• Actual response time to Technical Rescue Incidents was 5 minutes &30 seconds, 89%of the time
• Training—The comprehensive fire training program (920 hrs. per person) supports the effectiveness of the Technical Rescue Response
Service
• Initiated High Angle response capability
2013 Initiatives, Major Projects and Technical Rescue Service Delivery Highlights
• Development of confined space rescue response team.
• Investigate/examine opportunities to champion Technical Rescue Service at a regional level.
Approved 2013 �75 54
• . •
: . - • : • • - 1 1 .
Technical Rescue Service—Service Levels and Resources
- • . .. . - �- - . -.
First apparatus arrives to the scene of an • On average,there are 30 technical • Technical rescue capability provides Wages&Benefits $35,427
emergency within 5 minutes and 30 rescues performed annually. emergency response to persons Goods&Services $27,520
seconds at least 90%of the time from the . Introduced high angle rescue capability trapped by their environment. Total Expenditures $62,947
completion of dispatch. in 2012 and gave assistance to Saint
John Water. • Saint lohn Water needs high angle Revenue $0
Provide highly skilled rescue services not rescue service to support critical
part of structural firefighting or medical operations.
first responder service,but facilitated Full Time Equivalent Positions(FTE)
within the same response profile as Fire . Technical rescue helps address the Management 0.25
Rescue and Suppression Service. occupational health and safety Total FTE 0.25
requirement inherent to numerous
Develop an incident action plan within 10 tasks. Administrative/Other Support Services
minutes of arrival on scene. • Fleet—equipment availability,
• Revenue Generation—As the depth of replacement of equipment and vehicles
Skills training is unique to each type of • Skills as identified in NFPA Standard expertise evolves the Technical Rescue and fuel delivery at extended incidents
technical rescue(auto-extrication,water 1006—Standard for Technical Rescuer Service will generate revenue through • PC55-receives,records and dispatches
/ice,confined space and high angle). Professional Qualifications the provision of service to third parties related calls
as well as eliminate the service cost for • Police —provides site safety,traffic
other City of Saint John services. control,assists with evacuations
• During simultaneous events,where a
Technical Rescue Response call is the
second call,where the first is a
structure fire,there will be a limited
depth of response until such time as
overtime crews arrive.
Approved 2013 �76 55
• . •
: . - • : • • - 1 1 .
Fire Prevention and Code Enforcement Service
The Fire Prevention and Code Enforcement Service performs technical and field work that includes inspections of all manner of occupancies to
ensure life safety and to identify possible fire code violations. Service is delivered within the mandate of the Provincial Fire Marshal to enforce
and rectify deficiencies found during inspections. Public education is also a huge undertaking carried out by the Fire Prevention Service team.
2012 Fire Prevention Services -Accomplishments and Performance
• 881 inspections and 180 re-inspections conducted during 2012
• 1,030 violations identified
• 826 open violation with 204 violations closed at year end
• 18 Community Event supported
2013 Initiatives, Major Projects and Fire Prevention Service Delivery Highlights
• Development of better performance measurements for violation pursued through judicial system for 2013 and public fire education
programs.
• Investigate/examine opportunities to champion fire prevention service at a regional level.
• Implement a fire service by-law that will propose revenue generating options in support of Common Council's priority.
Approved 2013 �77 56
• . •
: . - • : • • - 1 1 .
Fire Prevention Service—Service Levels and Resources
- • . .. . - �- - . -.
Carry out inspections(annual,biennial,or • At full staffing,the division can Inspections and public education Wages&Benefits $789,474
for operating licenses)on properties conduct 1,500+inspections(including sessions help to reduce the number of Goods&Services $137,637
requiring inspection(e.g.,hotels,schools, 500+re-inspections)annually,to fire incidents. This supports Council's Total Expenditures $927,111
apartment buildings,daycares)as outlined complete all required inspections over priority of creating safe,livable
by the Fire Marshal. a 4 to 6 year cycle. neighbourhoods as well as reducing Revenue $4,000
operating costs and those related to
All Fire Prevention personnel trained to: • At full staffing,the division can property loss or damage. Full Time Equivalent Positions(FTE)
• National Fire Protection Standard 1031 identify and close 2,500+violations Management 1.00
The enforcement of fire codes through
-Standard for Professional annually Firefighters 6.00
Qualifications for Fire Inspector and inspection activities contributes to public Inside Workers—Administrative 1.00
Plan Examiner;and safety by ensuring that new and existing Total FTE 8.00
buildings are constructed and maintained
• National Fire Protection Standard 1035
-Standard for Professional to current fire safety standards. qdministrative Other Su
/ pport Services
Qualifications for Public Fire and Life The fire inspection service aims to • Fleet—equipment availability,
Safety Educator and NFPA Standard. inspect nearly 6,000 properties on a replacement of equipment
regular rotation. Inspections are • GIS-provide mapping and relevant
regulated for properties annually or occupancy data critical to the decision
every two years. making
• Permitting and Inspection/By-Law
Fire Prevention Service contributes to the Enforcement—support through their
Carry out a regularly scheduled public • Numerous fire prevention programs improved public safety within the
education program that addresses all annually. community by ensuring that people have day-to-day inspection work including
schools in the community in addition to the necessary information to stay safe minimum standards and the vacant
building program
Children's Fire Safety House,Learn Not to and healthy from the adverse effects of . Communications—assists with public
Burn Program K-2,Juvenile Fire-setter inappropriate uses and behaviour of fire.
Counseling, Building Trade Shows,Church education and awareness
Groups and Business Clubs.
Approved 2013 ��g 57
• . •
: . - • : • • - 1 1 .
Fire Investigation Service
The Fire Investigation Service investigates every fire or explosion that results in property damage, injury, or death to determine the origin, cause
and circumstances of the fire/explosion.The investigation is initiated immediately during the initial stages of a fire response. The results of the
investigations are forwarded to the Office of the Fire Marshal as part of the collection of provincial fire statistics which in turn could impact
changes to the provincial fire codes. If the fire is considered to be suspicious or if there is a fatality,the Saint John Police Force participates in the
investigation and follow-up.
2012 Fire Investigation Services -Accomplishments and Performance
• 85 fire investigations were conducted in 2012
2013 Initiatives, Major Projects and Fire Investigation Service Delivery Highlights
• More effective performance measures to be in place for the fire investigation service beginning 2013.
• Creating additional depth with respect to the capacity to conduct fire investigations.
• Investigate/examine opportunities to champion fire investigation service at a regional level.
Approved 2013 �79 58
• . •
: . - • : • • - 1 1 .
Fire Investigation Service—Service Levels and Resources
• . .. . �- . •.
Investigator arrives on within 30 minutes • 85 to 100 investigations on average Without knowing the cause and origin of a Wages&Benefits $0.00
of being called. carried out annually structure fire,insurance companies may Goods&Services $21,055
not payout claims,faulty products may Total Expenditures $21,055
The Saint John Fire Department expects not be identified,contributing human
to identify the area of origin 95%of the behaviour and potential acts of arson may Full Time Equivalent Positions(FTE)
time,the point of origin 90%of the time go undetected. Resources are accounted for in other
and the source of ignition 85%of the services.
time.
Administrative/Other Support Services
Accurate detection of the cause of fire . Fleet—equipment availability—Fire
All Fire Investigators are certified to: helps determine fire education and code Investigation Van
enforcement needs. . Police—participate in the investigation
• NFPA 912-Guide for Fire and of suspicious fires
Explosion Investigations • Permitting and Inspection/By-Law
Enforcement—support through their
• NFPA 1033-Standard for Professional day-to-day inspection work including
Qualifications for Fire Investigator minimum standards and the vacant
building program
• Saint John Salvage Corp and Fire Police
—volunteer organization providing site
security and traffic management
Approved 2013 �gp 59
• . •
: . - • : • • - 1 1 .
Emergency Management Service
The Emergency Management Service is the municipal catalyst for public _ �
and private inter-agency coordination of community-based emergency
management and business continuity programs. It is managed by an all- Provincial, Municipal and Federal legislation/Standards
hazards approach to preventing or mitigating risks, ensuring Community readiness and resilience
preparedness through effective response and recovery mechanisms, Municipal government operational readiness
and achieving continuous improvement through program evaluation Industry standards
and revision.
2012 Emergency Management Service -Accomplishments and Performance
• Initiated SJ EMO Advisory Committee meetings.
• Developed a high quality video to promote evacuation signage awareness
• Implemented two extensive awareness campaigns to promote emergency preparedness
2013 Initiatives, Major Projects and Emergency Manager Service Delivery Highlights
• Development of performance measures for the Emergency Management Service.
• Enhanced utilization of the Sentinel software system as it relates to EMO activation and resource determination.
• Identification and development personnel (network)to support the critical roles within the Emergency Operations Centre (EOC).
• Conduct field exercises in conjunction with New Brunswick Emergency Measures Organization (NBEMO).
• Develop SJEMO strategy in conjunction with the objectives of the Province of New Brunswick Regionalization initiatives.
Approved 2013 �g� 60
• . •
: . - • : • • - 1 1 .
Emergency Management Service—Service Levels and Resources
- • . .. . - �- - . -.
Strive to maintain an up-to-date • The regular engagement of numerous • The service strives to:minimize the Wages&Benefits $134,807
Emergency Plans(including Evacuation& EMO participants/stakeholders impact of emergencies on the residents, Goods&Services $190,614
Emergency Management Units)with through planning and exercises property and environment of Saint Total Expenditures $325,421
regular operational testing(CSA Z1600). John;support effective and efficient
emergency operations and helps to Revenue $8,400
Strive to ensure that an appropriate • Effective response to events which develop a knowledgeable and prepared
number of people have been identified to require EMO participation community.However without Full Time Equivalent Positions(FTE)
support a prolonged EMO event. dedicated human resources and Professionals 0.67
• EOC fully functional within an hour of sufficient funding,service outputs are Inside Worked-Administrative 033
the Emergency Measures Organization diminishing. Total FTE 1.00
Strive to ensure documentation is activation.
regularly updated • Without dedicated human resources Part-Time Staff 1.00
and sufficient funding for the Service,
Strive to ensure the identified EMO there will be no regular emergency Administrative/Other Support Services
participants are adequately trained. event exercises or regular employee . Fleet—equipment availability—EMO
training. Emergency event exercises Command Trailer
and employees training will be • IT—Facilitates the technological,
addressed on an ad hoc basis. software and communication needs of
the Emergency Operations Centre
• Without dedicated human resources • PSCC—receives,records and
and sufficient funding, public dispatches emergency calls as well as
awareness campaigns will not be acts as acts as a resource to the
regular or ongoing. It will take longer Emergency Operations Centre during
to create an informed public about activation
what to do during an emergency event. • Communications—notifications,
Similarly sporadic awareness campaigns assistance with public education and
lack effectiveness. awareness,crisis communications
preparedness
• The opportunity to lead EMO at the • Other Service Areas —provide staff
regional level diminishes without support to the Emergency Operations
dedicated human resources. Centre as well as on scene
management when the EOC has been
activated
Approved 2013 �82 61
• � • i •
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Transportation & Environment Services Overview
.. .
The Transportation and Environment Services team delivers services that support the community in '
achieving its long-term vision and goal of creating a green, attractive city where people can get around safely • •• • •
and easily. Services are delivered to provide an evolving array of convenient, comfortable, affordable and ' " ' ""'
efficient modes of transportation. Service also focuses on protecting the natural environment with the
maintenance of outstanding parks,green and other public space, while promoting a shared commitment to Roadway
environmental stewardship and keeping Saint John clean. Services delivered include Roadway Maintenance, Maintenance Service
Sidewalk Maintenance, Pedestrian and Traffic Management, Stormwater Management, Solid Waste
Management, Parks and City Landscape, and Recreation and Sports Facilities. Engineering is an internal Sidewalk
support to the delivery of these services and other services delivered by the City. Maintenance Service
Pedestrian and Traffic
Organizational Goals ManagementService
To establish the City of Saint John as a service-based, results oriented, high performance public service
organization. Stormwater
Management Service
Service Based Results Oriented High Performance Solid Waste
• Considering the needs of the • Safe, efficient transportation • Collaborative, strategically Management Service
community as a whole system with minimal service minded workforce
• Creating opportunities for interruption . Culture focused on Parks and City
citizen feedback and input • Quality, fiscally responsible contributing to community Landscape Service
• Res ondin effectivel and maintained infrastructure goals through service delivery
p g Y Sports and Recreation
efficiently to address • Clean and aesthetically • Resource conscious and Facilities service
community needs pleasing community accountable for results
Engineering
Approved 2013 �83 62
• � • i •
i . ' • i � • ' � � •
Transportation & Environment Services Summary
Approved 2013 Projected Expenditures
2012 Expenditures Revenue FTE 2014 2015 2016
Roadway Maintenance Service
Roadway Surface Maintenance 6,941,130 8,111,112 51,000 27.16 8,174,394 8,232,755 8,293,194
Roadway Snow and Ice Control 4,433,349 5,000,889 215,000 31.72 5,100,767 5,195,330 5,293,709
Street Cleaning 1,783,921 1,749,414 0 21.14 1,788,588 1,822,474 1,857,438
Total Service 13,158,400 14,861,415 266,000 80.02 15,063,749 15,250,559 15,444,341
Sidewalk Maintenance Service
Sidewalk Surface Maintenance 557,747 667,233 0 5.45 677,042 684,972 693,121
I Sidewalk Winter Maintenance 762,202 893,257 0 6.42 919,852 945,055 971,315
I Total Service 1,319,949 1,560,490 0 11.87 1,596,894 1,630,027 1,664,436
Pedestrian and Traffic Management Service
Traffic Enhancements 386,691 404,352 0 3.50 412,743 418,497 424,000
Traffic Maintenance 1,233,447 1,280,448 20,000 10.83 1,307,019 1,325,240 1,342,665
Total Service 1,620,138 1,684,800 20,000 14.33 1,719,762 1,743,737 1,766,665
Storm Water Management Service
Stormwater Maintenance 3,324,138 3,366,348 0 16.51 3,426,362 3,496,817 3,569,283
TotalService 3,324,138 3,366,348 0 16.51 3,426,362 3,496,817 3,569,283
Solid Waste Collection Service
Solid Waste and Compost Collection 3,965,640 3,568,529 81,976 15.79 3,625,784 3,689,572 3,756,098
Total Service 3,965,640 3,568,529 81,976 15.79 3,625,784 3,689,572 3,756,098
Engineering 459,351 541,451 2,000 5.74 553,677 562,027 570,612
Approved 2013 �84 63
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i . ' • i � • ' � � •
Summary continued...
Approved 2013 Projected Expenditures
2012 Fxpnnditur�s I�evenue FTF 2014 Z015 2016
Parks&City Landscape Service
Parks Maintenance 2,084,961 2,237,921 11.63 2,230,028 2,263,835 2,298,691
Urban Forestry 331,856 258,627 3.00 261,990 265,141 268,404
Lifeguards 147,720 147,720 147,720 147,720
� Mispec Park 45,000 45,000 45,000 45,000
SaintJohn HorticulturalAssociation 40,000 40,000 40,000 40,000 40,000
Total Service 2,456,817 2,729,268 14.63 2,724,738 2,761,696 2,799,815
Sports and Recreation Facilities Service
Arena Operation and Maintenance 1,254,898 1,442,420 755,383 12.26 1,409,939 1,444,307 1,479,643
Sportsfield Operation and Maintenance 1,208,259 1,325,655 36,500 10.06 1,336,025 1,367,258 1,392,147
Other Facility Operation and Maintenance 297,655 362,130 230 357,220 365,340 373,723
Sport Administration(Facility Booking) 68,879 - - - -
Subsidies-Hockey 150,000 165,000 165,000 165,000 169,950
Subsidies-Aquatic Clubs 15,361 15,822 16,296 16,785 17,289
Lord Beaverbrook Rink 154,000 154,000 154,000 154,000 154,000
Aquatic Centre 231,490 194,617 194,617 194,617 194,617
Track Club Grants 15,000 - - - -
Total Service 3,395,542 3,659,644 791,883 24.62 3,633,097 3,707,308 3,781,369
Parking Service(Administration Support) 530,845 560,379 1,900,000 �1.50 561,062 563,530 565,371
Transit Service 5,570,256 6,867,991 4,992,000 6,835,672 6,893,816 6,950,668
Environment Committee 1,520
Total Transportation&Environment Services $35,802,596 $39,400,315 $8,053,859 185.00 $39,740,797 $40,299,089 $40,868,658
»
Additional 1.5 FTE in Parking Service is funded through the Saint John Parking Commission and is part of the City's establishment.
Approved 2013 �85 64
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Table of Contents — 2013 Service Plans
Roadway Maintenance Service ........................................................................................................................................................ 66
SidewalkMaintenance Service ......................................................................................................................................................... 72
Pedestrian and Traffic Management Service ................................................................................................................................... 76
Stormwater Management Service ................................................................................................................................................... 80
SolidWaste Management Service .................................................................................................................................................... 82
Parksand City Landscape Service ..................................................................................................................................................... 84
Sport and Recreation Facilities Service ............................................................................................................................................ 86
Engineering ....................................................................................................................................................................................... 92
TransitService................................................................................................................................................................................... 98
ParkingService................................................................................................................................................................................ 101
Approved 2013 �gg 65
• � • i •
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Roadway Maintenance Service
The Roadway Maintenance Service provides motorists and cyclists with
safe,functional roads and maintains accessibility of these roads through all Roadways are maintained using a priority system based on
seasons. The service utilizes various techniques and processes to maintain street classification (use/ need) and traffic volumes. The goal is
the integrity of the road surface and extend roadway service life, including to ensure that service is delivered to minimize the risk of injury
preventive maintenance activities (asphalt patching, crack-sealing) and or property damage and service interruptions.
maintenance resurfacing of deteriorated roadway sections; mitigation of Priority 1: main streets, highway connections, emergency routes
the effects of snow and ice during the winter months; maintenance of Priority 2: major bus routes, schools, business areas
roadway structures (retaining walls, guiderails) and medians; surface Priority 3: collector streets, minor bus routes, industrial parks
reinstatement of roadway excavations; and cleaning streets of sand and Priority 4: local or subdivision streets
debris.
Service Delivery
In ensuring roadway maintenance is effective in providing the public with a safe and efficient transportation network,the City delivers several
programs. The following chart identifies each of these programs and the percentage of funds allocated to them to deliver a defined level of
service for 2012.
�
Roadway Maintenance Programs .
Focus on asset management and integrated planning
Accessibility to various sustainable modes of transportation
o Surface Maintenance Economic uncertainty, inflation, and supply and cost of materials
■Snow and Ice Control Global weather conditions and impact on safety and infrastructure
Inventory and condition assessment of transportation infrastructure
o Street Cleaning Innovation in maintenance techniques and methodologies
Organizational capacity
Expectations for safe,functional roads with timely service response
Approved 2013 �87 66
• � • i •
i . ' • i � • ' � � •
2012 Roadway Maintenance Service Accomplishments and Performance
• Council priority to implement recommendations for improvements
to the City's roads using pavement condition index(PCI) measures TotalAveragePavementCondition(PCI)
for all City of Saint lohn Streets(asphalt surface only)
and increase funding to enable a more aggressive maintenance
�PCI 70 PCI Target
program resulted in an increase in committed funding of$250,000.
Zoo �The proposed service level and funding reflects Council's increased
funding commitment. The increase in funding allowed for the purchase 85
Satisfactory
of an additional 3,300 tonnes of hot mix asphalt which resulted in an � �o „
additional 9.6 lane kilometres of asphalt resurfaced. � Fair �
,� ss m
• Developed and implemented manhole inspection, retaining wall, � ; �
and guide rail preventative maintenance programs to identify a °o
�
a
infrastructure deficits and plan maintenance and replacement costs. zs -
As part of the inspection, 433 structures exhibited some type of
io � �
failure. Permanent repairs were completed for 37 structures as part zo�o zo�� 2o�z
of the asphalt resurfacing program (27 General Operating and 10 —
Capital) and approximately 120 temporary repairs (asphalt collaring) In 2012,the PCI indicates an increase in asphalt pavement condition
were completed until permanent repairs can be completed. from the previous year. In order to maintain and improve on the
• Developed and implemented a Street Sweeping Management Plan. 2011 PCI, it was recommended that 61 lane kilometres of asphalt
rehabilitation and/or reconstruction work be completed. Given the
• The extra funding received in 2012 was committed to the Localized funds allocated to the service, 98%or 59.6 lane kilometres of milling
Preventative Distress Maintenance Program. The prices in 2012 also and overlay, microsurfacing and total reconstruction were actually
decreased dramatically. This funding and price reduction was a completed in 2012. As a result, the percentage of streets below the
determining factor in the decision to increase this program which critical PCI has remained steady. Citizen survey results saw an
results in a higher quality repair. The program in 2011 resulted in increase in citizen satisfaction (22% in 2011 to 32% in 2012) with
1,407 square metres at a cost of$41.50/sq.m. for a total of road maintenance.
$65,981.; and in 2012 12,707 square meters at of cost of Note:A correction in PCI results was applied to account for anomalies in the software. PCI is
$25.90/sq.m. for a total of$371,899. calculated using a ten(10)year trend to determine the relative PCI from one year to the next
indicating improvement or decline in pavement condition. PCI includes assessment of
• �2Ve�Op2d a be5t IT1dllage171el1t pYaCtlCe fOC gUldel'al� IllSta��atlOfl. provincialroads(citizensdonotconsiderresponsibilityformaintenancewhendetermining
their satisfaction with service deliveryJ.
Approved 2013 �gg 67
• � • i •
i . ' • i • • ' 1 � •
• Implemented new winter storm response guidelines that �
ShOU�d I711f111711Ze OV2ftIt712 COStS. Percentkilometresofstreetsplowed
to service level standards by storm event.
• Decrease in citizen service calls related to snow control with 2011-2012Winter5torm5eason
■Primary Standard Secondary Standard ♦Storm Severity Index
improved communication of the Winter Management Plan
(public meetings,vehicle flyers, City's website, InSight magazine � 1oor so
� �� x
articles, media interviews and advertising, notifications using ; $�� 60 �
social media, citizen response to inquiries, and information to � 6or so >
businesses where by-law violations were observed as a courtesy �v 40 v
warning). � 40� 3o N
Y 20% Z� `p
• Winter parking ban supported more efficient operations and a � lo �
v
decrease in insurance daims and associated claim costs � or o
a �otiti �otiti �otiti �olti �oyti �otiti �otiti �otiti
resulting from incidents with parked cars and snow clearing ti,� ti�; o�; o,� o,. o�; o�; o�;
equipment(in relation to the severity of the winter storm ti�'" ti''" ti''" ti°' ti�' oy ��' ti�
season).
• Street sweeping completed for 96.7%of asphalt street Service objectives for winter maintenance were achieved during most storm
events(chart above). Issues occurred during storms of higher severity due to
inventory with curb and sidewalk only. reduced equipment availability(winter operations are hard on equipment). In
some situations,objectives could not be measured accurately as new storms
started within the timeframes set out in the service objectives.
2013 Initiatives, Major Projects and Roadway Maintenance Service Delivery Highlights
• Complete an Operational and Financial Analysis of the asphalt maintenance activities.
• Implementation of a brine system for the purpose of minimizing salt usage and mitigate impact on the environment.
• Council priority to implement improvements to the City's roads using pavement condition index (PCI) measures and increase funding to
enable a more aggressive resurfacing program resulted in an increase in committed funding of$1,300,000. The proposed service level and
funding reflects Council's increased funding commitment. The increase in funding will result in an additional 22 lane kilometres of asphalt
resurfacing. The goal is to increase the PCI level to 80.
Approved 2013 �gg 68
• � • i •
i . ' • i • • ' 1 � •
Roadway Surface Maintenance Program -Service Levels and Resources
- - • . .. . - �- . -.
Asphalt maintenance of roadway surface • 59 lane km resurfacing(mill and seal) • Service strives to maintain streets to Wages&Benefits $1,931,508
to maintain a network PCI of 80. • 14 lane km microsurfacing an acceptable standard to ensure Goods&Services 6,179,604
• 7 Lane km chip sealing safety,extend service life,and achieve Total Expenditures $8,111,112
• 20,000 lineal meters of crack sealing the best value for the investments
• 1500 lineal metres of curb(minimum made in these public assets. Revenue(PDH/RDH) $51,000
estimate—actual determined with . proposed asphalt rehabilitation work
asphalt resurfacing requirements). will support maintaining and minor Full Time Equivalent Positions(FTE)
Additional$150,000 included in the improvements to the PCI standards Management 0.97
Sidewalk Maintenance service and addresses a very small portion of Inside Workers 1.90
Repair potholes,asphalt damage and • 1,400 potholes(average) the infrastructure deficit. Investment Outside Workers 24.29
in as halt rehabilitation reduces lon Total FTE 27.16
shoulder drop-offs within the timelines . 300 other various types of asphalt p g
set out below after becoming aware of repairs that are generated through term costs associated with
the fact 80%of the time. the work order system on average
maintenance and reconstruction of Part Time Positions(PTE) 0.50
(water roll,asphalt sidewalks, streets.
Administrative/Other Support Services
Emergency or Urgent(hazard to persons curbing). • Cost-effective resurfacing of municipal . Fleet—equipment availability
or property,interrupts service or . 1,400 metres of road shouldering streets should be coordinated with . purchasin su I of materials
potential to turn into a hazard and (average) curb and sidewalk renewal in order to g pp y
>200 cm2 in area and 10 cm in de th • Human Resources—staffing/training
p � realize the expected service life of the . Communications—notifications,assist
• Priority 1 Streets—4 days street. Limited funding allocations for �,�rith public awareness of service
• Priority 2 Streets—7 days curb in the operating budget(some expectations
• Priority 3 Streets—14 days curb and sidewalk in capital)means
• Priority 4 Streets—30 days that the focus of the resurfacing • Police—Work Zone Safety monitoring
program will be on roads without curb
• GIS—inventorying and displaying
Seasonal repair of potholes,asphalt and sidewalk. assets for management of
damage and shoulder drop-offs as infrastructure
• Asphalt repair(potholes and damage)
resources are available or when area addresses immediate safety and
deteriorates to Urgent priority. liability concerns.
Repair or replacement of guiderail or • Requirements vary annually • Guidelines support customer service
retaining walls that may be a hazard to depending on citizen requests and improvement initiatives by providing
persons or property or interrupt service inspection results. better information to citizens on
within 1 month for guiderail and up to 2 service expectations and reducing
years for major retaining walls of the work order deficit.
becoming aware of the fact. . Additional funding in 2013($1.3 M)to
increase PCI target to 80(from 70).
Approved 2013 �gp 69
• � • i •
i . ' • i � • ' � � •
Roadway Snow and Ice Control Program - Service Levels and Resources
- � � .. . - �- - . -�
Plow all streets of snow(plowing)within Average 10-12 storm events annually . The service strives to enhance public Wages&Benefits $2,228,308
the City's road network to meet service • 330.4 lane km Priority 1(main streets, safety by providing functional streets Goods&Services 2,772,581
objectives after a storm event 100%of emergency routes,highway connect) that allow safe movement of people, Total Expenditures $5,000,889
the time. • 185.4 lane km Priority 2(bus routes, vehicles and goods safely through the
Priority 1: 8 hours—bare travel lanes schools,businesses areas) extremes of winter snow and ice Revenue(PDH/RDH) $215,000
2 days—bare curb to curb • 255.4 lane km priority 3(collector events.
streets,industrial parks,minor bus Full Time Equivalent Positions
Priority 2: 8 hours—bare centre line . Ability to meet defined service
routes) Management 1.00
2 days—bare travel lanes objectives is dependent on storm Inside Workers 0.70
Priority 3: 12 hours— bare centre line ' S72.4 lane km local streets/ severity and frequency as well as
subdivisions Outside Workers 30.02
3 days—bare travel lanes equipment availability(winter Total FTE 31.72
Priority 4: 12 hours—accessible/packed maintenance operations is hard on
4 Days— bare center line equipment).
Administrative/Other Support Services
Remove snow as follows: • Tonnes of snow removed from streets . The service strives to meet plowing • Fleet—equipment availability
Priority 1: Before 20 cm accumulation or depends on accumulation and objectives for priority 3 and 4 streets. • Purchasing—supply of materials
a.s.a.p.after a major storm severity of winter storm conditions The public should expect that initial • Human Resources—staffing/training
Priority 2: Before 30 cm accumulation or response or pass to these streets will • Communications—notifications,
a.s.a.p.after a major storm occur later than in past winter weather assists with public awareness of
Priority 3: Before 60 cm accumulation or seasons. service expectations
a.s.a.p.after a major storm • Legal—parking/by-law enforcement
Priority 4: As determined by conditions
• Parking—enforcing the Traffic By-law
• Police—enforcing the Traffic By-law
Response to service requests for winter • Number of requests varies annually for the Overnight Parking Ban in the
drainage issues,plowing and snow South Central Peninsula
removal within 72 hours after end of . GIS—inventorying and displaying
storm 80%of the time-action taken as assets for management of
resources are available(immediate if infrastructure
urgent). Drainage issues may not be
resolved until construction season.
Approved 2013 �g� 70
• � • i •
i . ' • i � • ' � � •
Street Cleaning Program -Service Levels and Resources
- � � .. . - �- - . -�
Weekly sweeping of streets in the • 36.5 lane km streets • The service strives to clean streets of Wages&Benefits $1,361,339
Central Business District sand and debris to make it safer and Goods&Services 388.075
cleaner for the community. Total Expenditures $1,749,414
Weekly sweeping of city wide priority 1 . 41 lane km streets • Limiting sweeping operations to only q ( �
streets Full Time E uivalent Positions FTE
those streets with curbs minimizes the Management 0.56
Annual sweeping of streets with curb • 323 km streets annually impact on stormwater management Inside Workers 0.22
only and designated biking areas city operations. However,in areas of the Outside Workers 20.36
wide between April and mid-October City where materials and debris builds Total FTE 21.14
(i.e.,streets swept once a year) up,line painting may deteriorate
faster,dust may be more difficult to part Time Positions(PTE) 0.10
control and may pose a small safety
Maintain and collect garbage from City • 39 City barrels hazard to pedestrians,cyclists and qdministrative/Other Support Services
barrels and pole baskets(inspected and . 101 pole baskets motorists. . Fleet—equipment availability
emptied 4 times/week) • To maintain a healthy and attractive • Purchasing—supply of materials
urban environment,the Central • Human Resources—staffing/training
Illegal dumping complaints cleaned up • 307 illegal dumping clean-ups Business District(CBD)receives a • GIS—inventorying and displaying
within 5 days (January to October 2012) strong focus due to high density of assets for management of
activity from citizens and tourists infrastructure
including Cruise Ship visitors.
• The barrel/pole basket program
provides a valuable service in keeping
City streets clean on an ongoing basis.
• I�legal dumping clean-ups mitigate
construction debris on streets and
furniture that can be a fire hazard.
Approved 2013 �92 71
• � • i •
i . ' • i � • ' � � •
Sidewalk Maintenance Service
The Sidewalk Maintenance Service provides pedestrians with safe and functional sidewalks,walkways and access ramps. The service consists
of maintenance of concrete, asphalt and brick infrastructure; installation and maintenance of access ramps; maintenance of grass medians and
other green spaces; mitigation of the effects of snow and ice during winter months; and effective lifecycle management of sidewalk assets.
Well maintained, connected and accessible sidewalk infrastructure allows all pedestrians to safely exercise or gain access to schools, businesses,
public transit or other destination.
Service Delivery
In ensuring sidewalk maintenance is effective in providing the public with a safe and efficient pedestrian network, the City delivers several
programs as part of its service delivery. The following chart identifies each of these programs and the percentage of funds allocated to them to
deliver a defined level of service for 2013.
Sidewalk Maintenance Programs � � �
Focus on asset management and integrated planning
Accessible municipal sidewalk, walkway and trail network
o Sidewalk Maintenance Economic uncertainty, inflation, and supply and cost of materials
Global weather conditions and impact on safety and infrastructure
o Sidewalk Snow and Ice Control Maintained infrastructure that connects neighbourhoods
Innovation in maintenance techniques and methodologies
Organizational capacity
Expectation for safe, functional sidewalks with timely service response
Approved 2013 193 72
• � • i •
i . ' • i � • ' � � •
2012 Sidewalk Maintenance Service Accomplishments and Performance
• Completed 50 Sidewalk Maintenance Job Orders as of August
31, 2012 Percent kilometres of sidewalks plowed
to service level standards by storm event.
• Concentrated on repaired of trip hazards in asphalt sidewalks 2011-2012 Winter Storm Season
more in 2012 than previous years �oor ao
• Installed 9 Access Ramps as of August 31 � 80� ♦ 60 �
Y c 60% -
so >
• The primary service objective for winter sidewalk maintenance � ,� ao �;
was met 97%the time � � 4or - 30 ,�
� v zor 20 0 �
• Completed a comprehensive inspection of 50%of the City's � ° 10 �,
sidewalk assets °� � °
ti ti ti ti ti ti ti ti
tioti ,yoti ,yoti ,yoti ,yoti ,yoti ,yoti tioti i
titi titi oti oti oti oti o�' oti
ti�� ti3 ti�� ti°� ti�� 01 ti�' ti$
2013 Initiatives, Major Projects, and Sidewalk Maintenance Service Delivery Highlights
• Continue to repair trip hazards with more efficient grinding equipment.
• Continue to improve accessibility of sidewalks by installing Access Ramps.
• Complete a full re-inspection of 50%of the City's sidewalk system to proactively identify Trip Hazards.
• Work toward transferring data on inventory of sidewalk assets to City's GIS system.
Approved 2013 �94 73
• � • i •
i . ' • i � • ' � � •
Sidewalk Maintenance Program - Service Levels and Resources
- � � �. . - �- - . -.
Repair Priority 1 Trip Hazards(sidewalks • Approximately 125 trip hazards • The service strives to provide Wages&Benefits $373,759
that provide direct access to pedestrian repaired annually maintenance that ensures there is a Goods&Services 293.474
generators with lips or gaps of 25 mm or clean,clear,accessible and safe place Total Expenditures $677,233
greater)within 1 month of receiving a for pedestrian traffic,focusing on(1)
request between May and October and repair or replacement of sidewalk Full Time Equivalent Positions(FTE)
within 10 months between November sections to eliminate trip hazards and Management 035
and April. (2)installation of access ramps ensuring Inside Workers 0.08
sidewalks are accessible to everyone. Outside Workers 5.02
Repair Priority 2 Trip Hazards(sidewalks Total FTE 5.45
that do not provide direct access to
• Pedestrian safety improves with repair
pedestrian generators with lips or gaps of to trip hazards. Administrative/Other Support Services
25 mm or greater)within 9 months of • Mitigate liability to City with respect to • Fleet—equipment availability
receiving a request between May and trips and fall resulting in injury to the • Purchasing—supply of materials
October and within 18 months between public. • Human Resources—staffing/training
November and April. • GIS—inventorying and displaying
• Lower priority trip hazards remain assets for management of
Installation of barrier free accesses to • 10 new access ramps installed unrepaired,with a small chance of infrastructure
sidewalks at crosswalks. annually causing injury.
• Improve accessibility to the sidewalk
Mowing of inedians and other • As required and walkway network for everyone.
greenspaces around sidewalks will not be
completed as part of service delivery • Mowing of greenspaces around
other than are required in areas where sidewalks will focus on public safety
sight-lines are obstructed. issues resulting in areas of the City that
may not be as aesthetically pleasing.
• Additional funding in 2013($150,000)
for curbing to allow for road re-
instatement.
Approved 2013 �95 74
• � • i •
i . ' • i � • ' � � •
Sidewalk Snow and Ice Control Program -Service Levels and Resources
- � � .. . - �- - . -�
Plow 61%of the sidewalks in the City to 240 km of sidewalks plowed based on . The service strives to remove snow Wages&Benefits $451,189
the standards set out below 95%of the the following criteria: from a portion of the City's sidewalk Goods&Services 442.068
time. • Higher pedestrian volumes(close infrastructure during and after winter Total Expenditures $893,257
proximity to retail areas,SJ Transit bus storm events that include salting and
a)plow a pedestrian passage: stops,schools) sanding operations,supporting the Full Time Equivalent Positions(FTE)
• Priority 1 within 12 hours • Continuity of a pedestrian system safe,efficient flow of pedestrian traffic Management 0.17
• Priority 2 and 3 within 24 hours • Sun exposure in melting snow and ice in a portion of the City. Inside Workers 0.22
• Priority 4 within 72 hours • Efficiency of servicing by sidewalk Outside Workers 6.03
• With the right-sizing of equipment to Total FTE 6.42
plowing equipment support snow control operations,the
b)plow to a walking surface with traction . Higher vehicle volumes or speeds public should expect that initial
standard Critical Internal Service Support
response(or first pass)to sidewalks . Fleet—e ui ment availabilit
• Priority 1 within 2 days may occur later than in past winter a p y
• Priority 2 and 3 within 3 days • Purchasing—supply of materials
weatherseasons. • HumanResources—staffin trainin
• Priority 4 within 4 days g/ g
• Communications—notifications,
assists in public awareness of service
expectations
• Insurance—claims for damage to
private property from city vehicles and
trip and fall claims
• Legal—defense of trip and fall claims
• GIS—Inventorying and displaying
assets for management of
infrastructure
Approved 2013 �gg 75
• � • i •
i . ' • i � • ' � � •
Pedestrian & Traffic Management Service
The Pedestrian &Traffic Management Service provides motorists, cyclists and pedestrians with safe, efficient, organized and synchronized use of
the transportation network and maximizes the benefit of the system for all users. This service promotes use of best practices and standards of
the Transportation Association of Canada and consists of year round maintenance of traffic signals, pedestrian signals, marked/signed crossings,
stop signs, and other warning, directional, regulatory(e.g., parking), and informational (e.g., street name) signage. The service is also responsible
for painting lane lines, crosswalk lines and directional arrows on municipal streets for vehicular traffic control.
Service Delivery
In ensuring the public is provided with a safe and efficient multi-modal transportation network,the City delivers several programs as part of its
service delivery. The following chart identifies each of these programs and the percentage of funds allocated to them to deliver a defined level
of service for 2013.
Pedestrian and Traffic Management Programs
�� - �
Focus on Asset Management and integrated planning
--_-__ Accessibility to various sustainable modes of transportation
o Traffic Maintenance Economic uncertainty, inflation, and supply and cost of materials
Environmental considerations in traffic management
o Traffic Enhancements Regulations, legislation, industry best practices related to roadway safety
Innovation in maintenance techniques and methodologies
Organizational capacity; Cooperation with enforcement officers
Land development that changes traffic flow and demand
a Road users' knowledge in and participation in following traffic rules
Approved 2013 �97 76
• � • i •
i . ' • i � • ' � � •
2012 Pedestrian &Traffic Management Service Accomplishments and Performance
• All crosswalks around schools were painted prior to the start of the 2012-2013 school year.
• An Accessible Pedestrian System (APS)was finished at Crown/Dunlop and Hilyard/Simonds.
• Accessibility improvements were completed at Consumers/Westmorland and Union/Waterloo with plans to finish full APS systems at these
intersections in late 2012 or 2013.
• A comprehensive traffic signal infrastructure inspection program continued.
• A comprehensive traffic sign infrastructure inspection and inventory program continued.
• A Traffic Calming Policy was completed and adopted by Common Council.
• 100%of traffic markings (hatches/arrows/crosswalks/lane stop lines) and traffic lane lines inventory has been completed.
• Continued to introduce innovations and efficiencies into the traffic line and marking program.
• On track to complete targeted maintenance of 2000 traffic signs in 2012
• Completed a detailed design and cost estimate for the Campus-Harbour Connection, which would be Saint John's first continuous bike route
connecting major destinations
• Completed 56 various Traffic Enhancement Investigations or Installations as of October 10 including truck route elimination on
Manawagonish Road, speed limit changes on Westfield Road, safety improvements at two intersections on Park Street, and traffic signal
improvements at the Thorne/Rothesay Avenue intersection.
2013 Initiative, Major Projects and Pedestrian &Traffic Management Service Delivery Highlights
• Implement Traffic Calming Policy with completion of three Traffic Calming Plans for different neighbourhoods.
• Complete a Transportation Master Plan (that supports Plan SJ).
• Continue to install Accessible Pedestrian Systems at signalized intersections.
• Improve access across Westmorland Road for pedestrians of all abilities.
• Improve traffic flow along Loch Lomond Road.
• Finish Traffic Signal Infrastructure specifications.
• Place Traffic Sign, Line and Road Marking assets on GIS layer.
Approved 2013 �gg 77
• � • i •
i . ' • i � • ' � � •
Traffic Maintenance Program - Service Levels and Resources
- • � .. . - �- - . -�
Annual painting of all traffic lines and • 350 kilometres of traffic lines • The service strives to improve safety Wages&Benefits $753,397
required street markings(based on • 3,300 traffic markings including and flow of movement for pedestrian, Goods&Services 527.051
previous markings) crosswalks bicycle,and vehicular traffic. Total Expenditures $1,280,448
• Current inventory of traffic control
Maintenance of signalized intersections • 67 signalized intersections Revenue $20,000
markings signs and signalization can be
with a focus on proactively replacing worn . 23 red/amber flashing lights maintained.
out equipment: . 9 signalized pedestrian crossings Full Time Equivalent Positions(FTE)
• Temporary solution to Priority 1 signal . Inspection and inventory of signalized • Delayed replacement of line painting Management 0.46
maintenance activities such as intersections infrastructure to continue vehicle will continue the risk of not Inside Workers 2.24
malfunctioning red/amber lights, refreshing all traffic lines by year's end. Outside Workers 8.13
removed or loose poles and lights to be • Lower priority requests(important to a Total FTE 10.83
completed within 24 of a request with a small number of citizens)as well as
permanent solution to follow. resource-intensive higher priority
• Priority 2 signal maintenance activities requests will be delayed. Administrative/Other Support Services
such as malfunctioning low volume • Fleet—equipment availability
intersection or some preventative • PIanSJ recommendations for additional � purchasing—supply of materials
maintenance tasks to be completed infrastructure for alternative modes of � Human Resources—staffing/training
within 1 month of a request. transportation,including the Campus- � GIS—inventorying and displaying
Harbour Connection can be
implemented with dedicated assets for management of
Maintenance of the City's inventory of • 2,000(approximately)maintained/ infrastructure
resources.
traffic and information signage: installed annually
• Priority 1 sign maintenance activities • Inspection and inventory of sign • High priority signage can be maintained
(missing Stop and Yield signs)to be infrastructure to continue in a timely manner,lower priority(e.g.,
completed within 8 hours of a request parking and guide signs)will take longer
• Priority 2 sign maintenance activities to replace.
(missing Warning,Pedestrian crossing,
School Zone,or Street Name signs)to
be completed within 1 month of a
request
Approved 2013 �gg 78
• � • i •
i . ' • i � • ' � � •
Traffic Enhancements Program - Service Levels and Resources
- � � .. . - �- - . -�
Priority 1 traffic enhancements that meet • Investigation and/or implementation • The service strives to improve safety Wages&Benefits $237,915
the following criteria to be completed of 100 traffic enhancements annually and enhance the flow of movement Goods&Services 166.437
within 1 year of request: including: for pedestrian,bicycle,and vehicular Total Expenditures $404,352
• Potential immediate hazard to road • Traffic calming measures traffic.
users . Parking restrictions Full Time Equivalent Positions
• Intersections that experience a Failing • Traffic lights • Service delivery is focused on the Management 0.50
highest priority requests required to Inside Workers 1.00
Level of Service . Bike lanes improve traffic safety and movement
• Potential edestrian crossin s rovidin . Outside Workers 2.00
p g p g Pedestrian Crossings with current resource levels. Total FTE 3.50
direct access to high pedestrian . Street lights
generators . Planned completion of signal
• Traffic calming projects—at least 3 infrastructure standards in 2012 will Administrative/Other Support Services
projects of highest priority promote consistent and proactive • Human Resources—staffing/training
installations. • Communications—notifications,assists
Complete traffic signal infrastructure • Current set of standards with public awareness of service
standards. expectations
Approved 2013 200 79
• � • i •
i . ' • i � • ' � � •
Stormwater Maintenance Service
The Stormwater Management Service provides _ _ �
neighbourhoods, roadway users and adjacent property owners Focus on asset management and preventive maintenance
with functional public drainage systems:the minor (piped)
component designed to convey runoff from a 1 in 5-year level Expanding infrastructure
storm and the major(overland) system a 1 in 100-year return Combined sewers
period storm. The service utilizes various techniques and Economic uncertainty, inflation, and supply and cost of materials
processes to maintain the integrity of drainage courses, ditches, Changing weather conditions
culverts, storm sewers, combined sewers (through SJ Water), Regulations around stormwater retention and management
manholes and catch-basins. The service involves a
Organizational capacity
comprehensive system of inspection, preventive maintenance
and repair of drainage systems, and reporting on infrastructure Public expectations related to stormwater management and response
condition.
2012 Stormwater Management Service Accomplishments and Performance
• Developed and implemented a catch basin preventative maintenance program to identify infrastructure deficit required to plan maintenance
and determine replacement costs.
• Developed a database collection system for storm sewer video inspection.
• Completed 10 local drainage projects including icing problem at the intersection of Loch Lomond Road and Hickey Road
2013 Initiatives, Major Projects and Stormwater Maintenance Service Delivery Highlights
• Develop and implement a Stormwater Retention Pond Preventative Maintenance Program.
• Continue with ditching and culvert inventory and condition assessment.
• Ongoing stormwater infrastructure inventory condition assessments and local drainage projects.
Approved 2013 201 80
• � • i •
i . ' • i � • ' � � •
Stormwater Maintenance Program - Service Levels and Resources
- � � .. . - �- - . -�
Preventative maintenance of stormwater • 4,787 m stormwater lines videoed and • The service strives to effectively control Wages&Benefits $1,126,478
piping infrastructure: inspected erosion and mitigate potential damage Goods&Services 2,239,870
• Stormwater lines videoed and inspected . 499 catch basins caused by flooding Total Expenditures $3,366,348
• Catch basins cleaned on a 7-year cycle • Above Data as of October 16,2012 . Removal of material from the piped
Full Time Equivalent Positions(FTE)
system to prevent blockages and failure Management 0.76
Inside Workers 2.25
Outside Workers 13.50
TotaIFTE 16.51
Complete 70%of all Priority 1 Critical or . Completed 78 of 107 priority 1 service • Permit overland drainage of water off Part Time Equivalents 0.25
Emergency Service Requests-hazard to requests(73%) of roads and away from properties to
persons or property,catastrophic causing . 11 stormwater lines repaired mitigate flooding Administrative/Other Support Services
interruptions to service delivery. • 30 culverts replaced • Fleet—equipment availability
Response is within the construction . 147 structures repaired/adjusted . Purchasing—supply of materials
season (April to October) . 5 local drainage projects . Human Resources—staffing/training
• 3 km ditching • Communications—flood warnings,
• Above Data as of October 16,2012 preparedness notifications
• Insurance—claims for damage to
private property from flooded
basements
• Legal—defense of liability for flooded
basements as necessary
Approved 2013 202 81
• � • i •
i . ' • i � • ' � � •
Solid Waste Management Service
The Solid Waste Management Service provides effective and _ �
efficient collection and disposal of refuse and compost waste to Focus on sustainability (waste diversion)
residential households. Working with the public,the goal is to Regional partnership relationships, landfill operations
achieve optimal waste diversion and to reduce environmental Illegal dumping considerations
degradation. Collection is carried out in accordance to the Solid Geographic characteristics of the community
Waste By-law and the guidelines set out by the Fundy Region
Solid Waste Commission Changing customer base (residential mix in relation to commercial)
Organizational capacity, nature of labour intensive work
Public expectations related to collection and diversion
2012 Solid Waste Management Service Accomplishments and Performance
• Completing collection routes within an eight(8) hour shift at least
95% of the time remains a challenge. The chart to the right Pecentage of collection routes completed
illustrates the percentage of collection routes completed within an within an 8 hour shift in 2012.
8 hour shift (inclusive of contractors and City forces). However, Ref�,e �omPO=� Ta,ge�95y . To��age �5�.�4
the results show a steady improvement in the efficiency of service 120% 1,200
delivery over previous years. Two factors likely contribute to the o . . ,
service's ability to meet this objective: 1) large geographical area of � 100% : � 1,000
Saint John and the distance and time required to travel to the a 80% - — - 800 v
landfill and 2)volume of residential refuse resulting in more trips � 60% -I 600 �
to the landfill to dispose of refuse required more time to complete ;, �
collection routes. � 40% - 400
0
� 20% j � 200
• 3,674 bulky items were collected from 1,574 households in 2011. • o
2,526 bulk items were collected from 1,085 households to the ���° -- -. T = -^—.
y , �a � -` `\ a� �� .\� y� e` e` �` et ��
e n d of Au gu st, 2�12 ,ac�a�e���a �at Q,Q �S �� �J PJ�eQ�e�`o O`,�o�O,e�Oe`e�`p P,�ca
• Implemented city wide residential garbage/compost collection by
City Forces
Approved 2013 203 82
• � • i •
i . ' • i � • ' � � •
2013 Initiatives, Major Projects and Solid Waste Management Service Delivery Highlights
• Move to collection of all residential household units with City forces for September 4, 2012.
• Report to Council regarding Strategic Service activities such as recycling programs.
• Report to Council for approval of updated Solid Waste Bylaw M-2 for the storage, collection and disposal of solid waste
• Partner with Fundy Region Solid Waste Commission and five central area schools to increase composting&environmental education
Solid Waste Collection Program - Service Levels and Resources
- - • . .. . - �- . -. -
Ensure all residential refuse and compost . 22,190 residential household units • The service strives to provide efficient Wages&Benefits $1,050,241
collection routes are completed within covering 53 City administered routes collection of refuse and compost for Goods&Services 2,518,288
an eight(8)hour shift not less than 95% • Approximately 11,835 tonnes of residential households. Total Expenditures $3,568,529
of the time. refuse and 3,254 tonnes of compost . Solid waste collection improves
(2011) Revenue $81,976
quality of life by creating a healthy,
Annual delivery of Bulky Item Pick-Up • Year round bulky item pick-up clean place to live work and play. Full Time Equivalent Positions(FTE)
(scheduled)and White Goods Drop-Off (Wednesday scheduled pick-up)with • Supporting waste diversion programs Management 0.79
programs. approximately 3,674 items collected contributes to a sustainable Inside Workers 0.35
• 4 White Good Drop-Off days(May& environment. Outside Workers 14.65
October)with approximately 284 Total FTE 15.79
items collected
Part Time Positions 0.25
Partner with community organizations to • 1,000 gloves/1,500 bags and garbage
assist improving the local environment. pickup to 15 neighbourhood cleanups Administrative/Othe�Support Services
in ACAP partnership • Fleet—equipment availability
• Waste Reduction Week /Yard Waste • Purchasing—supply of materials
Program (Partnership with Fundy . Human Resources—staffing/training
Region Solid Waste to promote . Communications—assists with public
awareness,funding component) education
• Legal—support by-law enforcement
Approved 2013 204 83
• � • i •
i . ' • i � • ' � � •
Engineering
The goal of the Engineering program is to provide professional engineering and technical staff resources for engineering support, design and
construction management for projects related to capital programs for the improvement of municipal infrastructure and to ensure the integrity
of that system through the implementation of sound engineering standards.
2012 Engineering Accomplishments and Performance
• In 2012 the following Stormwater system projects were undertaken and completed to reduce flooding occurrences:
o Allison Street
o Milford Drainage Basin
o Beach Crescent/Meadowbank Avenue
o Rodney Terminal Storm Outfall
2013 Initiatives, Major Projects and engineering Service Delivery Highlights
• The major initiatives for 2013 will be to continue with improvements to the storm systems and to undertake major Street Reconstruction
projects that will greatly improve the City's transportation network. Stormwater projects to reduce flooding occurrences will be designed and
constructed in the following areas:
o Brentwood Stormwater Detention Ponds
o Milford Drainage Basin
o Honeysuckle/Sherbrook Street Drainage Basin
• Major Street Reconstruction projects will be completed in the following areas:
o Somerset Street (Wellesley Avenue to Samuel Davis Drive)
o Loch Lomond Road (Saint Catherine Street to Westmorland Road)
Approved 2013 205 84
• � • i •
i . ' • i � • ' � � •
Engineering- Service Levels and Resources
- � � .. . - �- - . -�
Provide design and construction • Infrastructure projects designed and • Sound engineering design and Wages&Benefits $498,778
management for the annual General Fund constructed and outlined in the Capital construction management is essential Goods&Services 42.673
Capital Program—Storm and program submission to provide an efficient transportation Total Expenditures $541,451
Transportation Categories as well as the network and to protect the
annual Water&Sewerage Utility Fund environment and provide safe,clean Revenue $2,000
Capital Program drinking water by providing
infrastructure that is built properly Full 7ime Equivalent Positions
Support annual review and revisions to • Updated general specifications using sound engineering standards. Management 0.40
general specifications Professional 1.64
• The development and application of Inside Workers 3.70
sound engineering standards ensures Total FTE 5.74
Coordinate with the City's Finance and • Funding agreements established to the long-term integrity of the City's
Intergovernmental Affairs Divisions and finance infrastructure upgrades transportation network,storm systems
Part-Time Positions 0
the Province and/or Federal Government and water and sanitary systems.
on infrastructure funding agreements
Administrative/Other Support Services
• Fleet—equipmentavailability
• Purchasing—engagementof
consultants and contractors
• Human Resources—staffing/training
• Legal—land issues,agreements
• Real Estate—land issues,acquisition
• IT—support of software for design
and assetinventory
• Intergovernmental Affairs—
coordination of funding applications
Approved 2013 206 85
• � • i •
i . ' • i � • ' � � •
Parks & City Landscape Service
The Parks&City Landscape Service provides citizens and visitors to the community access to parks and open green spaces for their recreational
and leisure needs. Service delivery is achieved through the development, operation and maintenance of all community parks, squares,trails,
tourist sites, and City right of ways,the preservation and protection of our natural areas, and urban forestry operations and initiatives.
Service Delivery
In ensuring parks and city landscape maintenance is effective in improving the environment,the City delivers several programs as part of its
service delivery. The following chart identifies each of these programs and the percentage of funds allocated to them to deliver a defined level
of service for 2012.
Parks&City Landscape Programs " �
Focus of sustainability,asset management,expanding infrastructure
� ' - Regulatory and legislative requirements related to maintenance
o Parks Maintenance �
�• Economic uncertainty, inflation, and supply and cost of materials
o Urban Forestry
LI Rockwood Park �' Global weather conditions and impact on trees and plants
Geographic area of Saint John
� Vandalism
Changes to tracking and reporting on Tangible Capital Assets
Public expectations for the provision of parks and trails
Approved 2013 207 86
• � • i •
i . ' • i � • ' � � •
2012 Parks & City Landscape Accomplishments and Performance
• Continued Improvements to Dominion Park including new trail head establishment.
Percentage of Citizens Satisfied with
• New walking trail system completed in Milford. Parks and Trails
• Park improvements at Public Gardens (fencing removal and landscape installation) soor
• Coordinated local green space and park improvements in conjunction with � v 80� ' ''�'
� �
community groups: Pvt. Greenslade Park, Hope Gardens,Jervis Bay Park, SJ v;� 6or
Waterfront Development Committee, Saint John Cycling, Pavillion Cup, Dominion � 3
Park and Milford Park. � v aor .
v �
a �
�
• quinton Heights Park redevelopment complete by Dec ember2012. Zoi `
• Completed on trail signage of all existing multi-purpose trails (over 40 kilometres) °�
zoio zoii zoiz
throughout Rockwood Park and significant trail upgrades.
• Reinstatement of Visit Canada Stones in Rockwood Park, and Sculpture SJ art Citizen satisfaction is an indicator of how well service
installation. delivery is addressing the community's needs. Satisfaction
with service is determined through an independent survey
• Helped develop new community gardens at Montgomery Crescent. of Saint John citizens. Over the last three years, it is clear
that citizens are very satisfied with park and trail systems
• Supported beautification efforts at local area schools for Arbor Day. in the community. Satisfaction results in Saint lohn are
• Provided leadership and technical support for the 12`h year of Marigolds on Main. consistent with municipal norms calculated by the
consultant(Ipsos Reid)of 90%.
• Supported the refurbishment of LaTour Memorial Statues at Harbour Passage.
• Supported neighbourhood cleanup efforts at Rainbow Park and Old North End.
Approved 2013 208 87
• � • i •
i . ' • i � • ' � � •
• Provided resources and assistance for special events (south End �ays, Earth Day,Canada Day, New Brunswick Day, Labour Day, Marathon by the Sea,
Marsh Creek Eco-Challenge, Pavilion Cup,Soap Box Derby, New Year's Eve, Mayor's Christmas Tree, Downtown Christmas Lights Program and many other
smaller events).
• Supported the Queens Square Farmers Markets and Harvesting the Arts Festival.
• Completed Urban Trees Inventory.
• No hunting signage program completed at all City owned Nature Class Parks in support of future Parks bylaw.
2013 Initiatives, Major Projects and Parks & City Landscape Service Delivery Highlights
• Establishment of Saint John Waterways Park plan- kayaking and canoe route with maintained launch areas for non motorized watercraft.
Coordination with outlying communities on the SJ River system on this project.
• Completion of Urban Forestry Maintenance Program.
• New Maintenance responsibilities at Little River Reservoir Park and Peel Plaza.
• Rockwood Park Website re-design completion.
• Rockwood Park Mountain Bike Park launch area establishment, as well as the design and location for youth track completed.
• Interactive e-map complete for Parks trails systems—for citizens and also to support tourism.
• Redesign of Interpretation Center at Rockwood Park to facilitate interpretive youth programming and visitor information.
• Full year calendar of Interpretive and Nature Activity Programming at Parks for all ages. (Coordination with youth educational programs and
Seniors Active Living).
• New spring planting program pilot to provide early season plant life color in high traffic areas (i.e Tulips)
• New Parks Bylaw to be brought for Council's consideration
Approved 2013 209 88
• � • i •
i . ' • i � • ' � � •
Parks Maintenance Program —Service Levels and Resources
- � � .. . - �- - . -�
Year round daily maintenance of • 2,200 acres of nature park space • Service strives to improve the urban Wages&Benefits $1,273,444
Rockwood Park including: available for public use year-round environment by offering highly Goods&Services 964.477
• Mowing,snow removal,planting,leaf • 56 kms of general use and wilderness maintained parks,greenspaces,trails Total Expenditures $2,237,921
removal,turf maintenance,tree trails maintained and tourist sites.These greenspaces
planting,tree pruning,lighting provide people with safe and beautiful Lifeguard Grant $147,720
maintenance,fertilizing,watering, spaces for both leisure and active Mispec Park 45,000
pruning,garbage clean up and removal. pursuits. Horticultural5ociety Grant 40,000
• Cross country and snowshoeing trails . A wide range of trails are available to Total Grants $232,720
maintained
• Mountain biking and general use trail make active living easily accessible to Full Time Equivalent Positions(FTE)
system maintained citizens of all fitness levels and age Management 138
groups. Inside Workers 2.00
Year round daily maintenance of 14 • 30 acres of community parks,such as: . A first class nature park is available and Outside Workers 8.25
community parks including: • King's Square easily accessible in the city core,which Total FTE 11.63
• Mowing,snow removal,planting,leaf • Queen Square promotes healthy living through
removal,turf maintenance,tree • Loyalist Burial Grounds connection with nature. Part Time Positions 33
planting,tree pruning,lighting . Harbour Passage
• Environmental benefits include better
maintenance,fertilizing,watering, . Victoria Square Administrative/Other Support Services
pruning,garbage clean up and removal . p Y air quality,increased water retention . Fleet—e ui ment availabilit
90,000 annuals lanted annuall and reduction of noise and pollution. q p Y
• Christmas decoration,set up and • Purchasing—supply of materials
removal • Beautiful public spaces increase • Facilities Management—building
• Water features maintenance. property values and promote maintenance and capital
community building through citizen improvements
interaction. • HumanResources—staffing/training
• Communications—signage and
promotion of facilities,communication
material development
Approved 2013 210 89
• � • i •
i . ' • i � • ' � � •
Parks - Resources and Service Levels Continued...
- � . .. . - �- - . -.
City right-of-way turf maintenance and • 134 acres of turf maintained(right-of- • All visitors can easily access Saint John
Tourist Information Center maintenance: way) parks and see the pride taken in our
• Seasonal mowing and trimming • 6 Tourist Information Sites maintained community.
• Soil and pest management as . Right of ways maintained to safe
determined necessary by trained staff driving standards.
• General clean up and garbage removal
• Washroom cleaning and maintenance • Orderly City appearance maintained to
foster respect for all public spaces.
Seasonal operation and maintenance of • Public access(unsupervised)to 5
public beaches: beaches open 7 days a week from June • Active living options for entire families
• Greenspace maintenance,beach to September which encourages healthy lifestyles
cleaning,and garbage removal • Dominion Park and community building through
• Lifeguard program supervision • Lily Lake recreation and leisure activities.
• Little River Reservoir . Respect shown to other regions of the
• Tucker Park province and country,and also to
• Fisher Lake veterans through proper flag display
etiquette.
Support various community projects • Marigolds on Main-Support planting of � Environmental awareness raised
300,000 marigolds with school children, through local food production and
and all subsequent maintenance community pride instilled in citizens at
• Flag Maintenance-Raise and lower all a very young age.
city flags. Replace as necessary
• Community Gardens-3 Community • Establishing strong working
gardens established and maintained— relationships between local
soil,fencing,water government and community groups
• Christmas Decorations—Uptown 5J working for positive change.
Christmas Tree program and lighting . Additional funds in 2013 for lifeguard
program($30,000)to extend season
to September 2"d and Mispec Park
($45,000)to contract operations and
maintenance.
Approved 2013 2�� 90
• � • i •
i . ' • i � • ' � � •
Urban Forestry Program —Service Levels and Resources
- � � .. . - �- - . -�
Maintain existing streetscape tree canopy • 200 trees maintained(pruning,no • Service strives to eliminate hazards and Wages&Benefits $200,324
through the timely removal,maintenance fertilizing)annually improve the health and aesthetics of Goods&Services 58.303
(pruning,fertilize) • 25 unhealthy/dead trees removed the urban environment. Total Expenditures $258,627
• Resources support efforts to achieve Full Time Equivalent Positions(FTE)
Increase urban forestry canopy by • 138 trees planted(new and international municipal urban forestry g
planting new and replacing unhealthy replacements) Mana ement 0.25
standards,so the community can Outside Workers 2.75
existing trees realize the full benefit the urban forest
TotaIFTE 3.00
(e.g.,stormwater mitigation,increase in
Respond to citizen requests for tree • Average annual of 198 service asphalt life expectance,improving air
hazards within 3 days(assessed for safety requests for tree removal or quality,aesthetics).
immediately) maintenance Administrative/Other Su ort Services
• Service delivery is reactive to hazards pp
and not currently meeting municipal • Fleet—equipment availability
Response to special community-based • Approximately 50+special requests urban forestry standards. • Purchasing—supply of materials
groups requests(Christmas decorations, requiring various amount of effort • Facilities Management—building
banners and flags,parks improvement) maintenance and capital improvements
• Human Resources—staffing/training
Approved 2013 2�2 91
• � • i •
i . ' • i � • ' � � •
Sports and Recreation Facilities Service
The Sports and Recreation Facilities Service is a public service that provides all citizens with access to a wide range of indoor/outdoor sport and
recreation opportunities. This service is delivered through the scheduling, booking and maintenance of facilities that include sport fields,
arenas, parks, and playgrounds. The service also provides event management support and coordination of special community events.
Service Delivery
In ensuring sports and recreation facilities maintenance is effective in providing spaces for citizens to recreate and enjoy leisure activities, the
City delivers several programs as part of its service delivery. The following chart identifies each of these programs and the percentage of funds
allocated to them to deliver a defined level of service for 2013.
Sports and Recreation Facilities Maintenance Programs � �
Focus of sustainability and asset management for aging facilities
Expanding facilities require adequate maintenance funds
o Arena Maintenance ` Number of facilities for population
Economic uncertainty, inflation,and supply and cost of materials
o Sportfield Maintenance Growth and diversity in population (age,culture,accessibility)
Recreation recognized as a community priority
■Other Facility Maintenance
Regulatory requirements for turf maintenance
Changes to tracking and reporting on Tangible Capital Assets
I Formal agreements for maintenance of provincial (school)facilities
Approved 2013 213 92
• � • i •
i . ' • i � • ' � � •
2012 Sports & Recreation Facilities Accomplishments and Performance
• Continue the process of developing a new strategic master plan for sport and i
recreation facilities and programming. The goal is to ensure that the inventory of Percentage of Citizens Satisfied with
Recreation Facilities
recreation facilities and programs address the needs of residents.
soor -
• 'Eco-Patinoire' cold water conditioning system at Belyea Arena that realized savings
on energy costs without sacrificing ice quality. � v 80, I�
� w
�
• New energy efficient lighting system and low emissivity ceiling installed at Charles �;� 6or
�
Gorman Arena. v v 40, ,,
� �
• Developed turf maintenance schedule that supports industry standards and best � �° Zo, ;
practices of Integrated Pest Management.
or , _
• Consolidate play on fewer fields reducing maintenance costs on class C fields. zo�o zos� zo�z
• Moved to hourly rate for sports field bookings in order to give a more accurate Citizen satisfaction is an indicator of how well service
representation of user demand and effective deployment of resources. delivery is addressing community needs. Satisfaction with
• Increased arena rental fee by 10%to be in line with the market value of ice time in service is determined through an independent survey of
the region. Saint John citizens. Over the last three years, results have
remained consistent with citizens being generally satisfied
• Spring/Summer ice allocated and managed by City of Saint John to allow for more with recreation facilities. These results are below the
equitable access for all program operators while resulting in approximately$38,600 in municipal norm calculated by the consultant(Ipsos Reid)
additional revenue. of 87%.
• Developed service level standards and benchmarks for fields, playgrounds, splash
pads, and courts.
• Developed performance tracking and reporting system for fields, playgrounds, splash pads, and courts.
• Hosted 15 tournaments, provincial and Atlantic championships on city fields.
Approved 2013 2�4 93
• � • i •
i . ' • i � • ' � � •
2013 Initiatives, Major Projects and Sport and Recreation Facilities Service Delivery Highlights
• Complete Play SJ process for new Strategic Plan for Parks and Recreation.
• Install new water conditioning system at another arena to save on energy costs (as budget permits).
• Continue to consolidate play on class C fields and re-direct maintenance to higher class fields.
• Review user fee charges for field and arena facilities.
• Increase subsidy for arena youth sports in an attempt to off-set 10% increase of ice time rentals.
• Review and update all service level standards with key staff.
Approved 2013 2�5 94
• � • i •
i . ' • i � • ' � � •
Arena Maintenance Program —Service Levels and Resources
- � � .. . - �- - . -�
Maintain ice daily at 4 civic arenas for • 4 ice surfaces • Service strives to provide quality,safe Wages&Benefits $824,027
public use and organized sporting groups • Gorman Arena arenas and ice time for recreational Goods&Services 618,393
• Stu Hurley Arena opportunities for all residents to enjoy. Total Expenditures $1,442,420
• Peter Murray Arena . City arenas available for public use 17 youth Arena Rental Grant $165,000
• Belyea Arena hours per day,7 days per week from
Lord eeaverbrook Rink 154,000
• *13,280 hours(approximate)of mid October to the end of March. Other Expenditures $319,000
available Ice time . All prime time(4 pm to 11 pm Monday
• *11,052 hours ice time booked to Friday and all day Saturday and Revenue $755,383
• Booked at 83%capacity Sunday)ice booked with availability
• Approximately 12 ice floods daily during other times of the day Full Time Equivalent Positions(FTE)
(hourly after each booking or public Management 0.76
skate) Outside Workers** 11.00
• Youth Sport Subsidy$165,000 Inside workers 0.50
TotaIFTE 12.26
Lobby,bathrooms,locker rooms, • Regular cleaning throughout the day **FTE based on 26 weeks(seasonal operations)
bleachers,multi-purpose room cleaned
daily.
Administrative/Other Support Services
• Fleet—equipmentavailability
• Purchasing—supplyofmaterials
• Facilities Management—electrical,
plumbing,carpentry work
• Human Resources—staffing/training
• Communications—promotion of
facilities
*Includes spring/summer ice
Approved 2013 2�g 95
• � • i •
i . ' • i � • ' � � •
Sportsfield Maintenance Program - Service Levels and Resources
- � � .. . - �- - . -�
Class A Fields—Complexes with multiple • 4 Complexes(Shamrock,Memorial, • Service strives to provide quality,safe Wages&Benefits $794,578
field surfaces,lights and amenities: Forest Hills,Allison Grounds) sports fields for recreational Goods&Services 531.077
• Aerate,topdress,fertilize,overseed consisting of 15 Class A Fields opportunities for all residents to Total Expenditures $1,325,655
completed mid-season and fall • 124,424 square meters of sports turf enjoy.
• Mowed weekly maintained . The goal is to maintain facilities to Revenue $36,500
• Lined per game schedule • 16,947 hours of booking time
• Clean-up weekly available(includes weekends-8,038) accepted standards(aesthetics and Full 7ime Equivalent Positions(FTE)
• Washroom cleaned daily al�fields) safety)to encourage involvement in Management 0.76
structured recreational activities and Inside Workers 0.50
• 5,752 hours booked(representing attract tournaments or special events. *
34%of total available capacity—48% Outside Workers 8.80
weekdays,18%weekends) Total FTE10 10.06
Class B Fields—Lower use,Single • 15 Class B Fields(e.g.,HaVeloCk, *FTE based on 26 weeks(seasonal operations)
sportfields with no lights or amenities: Beaconsfield, Barnhill)
• Mowed every 1.5 weeks Part Time Positions 7.00
• Response to requests(timing,clean-
up)as time permits Administrative/Other Support Services
• Fleet—equipmentavailability
• Purchasing—supplyofmaterials
• Facilities Management—electrical,
Class C Fields—Neighbourhood • 8 Class C Fields(e.g., Thornborough, plumbing,carpentry work
greenspaces that see very limited use: Barrack Green) • Human Resources—staffing/training
• Mowed every 2 weeks • Limited maintenance on • Communications—promotion of
• Response to requests(timing,clean- o East Saint John facilities
up)as time permits o Lornville
o KBM
o Dennis Morris
o Chown
o Barrack Green
Approved 2013 2�7 96
• � • i •
i . ' • i � • ' � � •
Other Facility Maintenance Program —Service Levels and Resources
- � � .. . - �- - . -�
Splash Pads: • 2 splash pads(Rainbow Park and • Service strives to provide quality,safe Wages&Benefits $200,842
• Filter cleaning twice per week Fleming Court) playgrounds,tennis courts,basketball Goods&Services 161,288
• Garbage and washroom cleaning daily courts,and splash pads for recreational Total Expenditures $362,130
• Maintenance of system contracted to opportunities for all residents to enjoy
Canada Games Aquatic Centre Aquatic Clubs Grant $15,822
Aquatic Centre 194,617
Playgrounds: • 69 playgrounds Other Expenditures $210,439
• Inspected once per season(lune-
September) Full Time Equivalent Positions(FTE)
• Mowing and litter pickup every two Management 0.10
weeks Outside Workers* 2.20
• Remove or replace broken equipment Total FTE 2.30
as required
*FTE based on 26 weeks(seasonal operations)
Tennis Courts: • Maintenance only at Shamrock Park Part Time Positions 3.00
• Putting nets up and down(seasonally) (although 31 tennis courts City wide)
• Maintain windscreens Administrative/Other Support Services
• Litter pick-up daily • Fleet—equipment availability
Basketball Courts: • 40 courts(e.g.,Rainbow Park, • Purchasing—supply of materials
• Nets maintained on request Dominion Park, Rockwood Park) • Facilities Management—building
maintenance and capital
improvements
• Human Resources—staffing/training
• Communications—promotion of
facilities
Approved 2013 2�g 97
• � • i •
i . ' • i � • ' � � •
Parking Service
The Parking Service is a public service that provides all citizens access to both on-street (meters, permits, special events) and off-street(hourly
and monthly parking locations) places to park within the uptown area of the City. The service is managed through the Saint John Parking
Commission and is responsible for conducting research to maintain current data that supports the efficient operation of both on-street and off-
street parking facilities in meeting public needs; establishing a permanent coordinating system of parking facilities; planning, designing, locating,
acquiring, holding, constructing, improving, maintaining and operating, owing, leasing, either in the capacity of lessor or lessee, land, buildings
and facilities to be devoted to the parking of vehicles of any kind.
2012 Parking Service Accomplishments and Performance
• Internal business processes have been implemented to streamline the parking ticket
dispute and summons processes. Improvements in these areas will decrease the Percentage of citizens satisfied with the
amount of administrative work required to process the summonses for parking overall level and quality of parking availability
violations, as well as a potential cost savings in summons delivery. ioor
• The City of Saint John, in 2012, invested in several new parking meters to replace the
aging parking infrastructure (70 meters) currently employed on-street. The new � � soro
v
parking equipment is anticipated to increase meter revenue and improve the �
experience of visitors to the uptown area. N 6oro
�
• In 2012,the City of Saint John purchased and installed new alternate-side parking �
signs for streets within the South-Central Peninsula. The new signs were developed in � aoio
response to concerns expressed by citizens about the current signs. It is anticipated
that the new signage will better communicate the alternate side parking regulations zo°i -
and/or time restrictions to members of the public.
• Construction of the Carleton-Sewell Parking Garage was ongoing in 2012 and will be o%
2009 2010 2011 2012
open in January 2013. The parking garage will have a total of 447 parking spaces and
will be used for both short-term and long-term parking. ' Citizens have remained consistent in their satisfaction with parking
availability in Saint John from 2009-2012.
• Completed review of the feasibility of implementing pay-by-phone technology (as per
Council resolution). Technology will result in easier payment methods for citizens and
reduce effort required to process tickets.
Approved 2013 2�g 98
• � • i •
i . ' • i � • ' � � •
• Revenue for 2012 will be lower than budget projection as the rate increase was implemented in implemented in August (due to by-law
amendment requirements and equipment reprogramming).
2013 Initiatives, Major Projects and engineering Service Delivery Highlights
• Repeal of the traffic and parking meter bylaws to revise to support better enforcement and parking capacity.
• Replace remainder of on-street parking meters.
• As per Council's direction, implement pay-by-phone service.
• Commission new parking garage as part of the Peel Plaza capital project. Of note, the parking garage will be managed by the Saint John
Parking Commission.
Approved 2013 220 99
• � • i •
i . ' • i � • ' � � •
Parking—Service Levels and Resources
- � � .. . - �- - . -�
Manage all on-street parking including: • 620 metered and pay-and-display on- • As a result of staff cuts in the Finance Wages&Benefits $76,030
• maintenance of ineters and pay-and- street parking spaces Department in 2012,supervisory and Goods&Services 484,349
administrative responsibilities related Total Expenditures $560,379
display machines; • 37,000 average number of tickets to parking tickets,summonses and
issued (annual)
• parking by-law enforcement; court processes have been transferred Revenue $1,900,000
• 900 average number of residential to the Saint John Parking Commission.
• issuance of residential and temporary An reduction to staffin levels would Full Time E uivalent Positions FTE
parking permits issued(annual) Y g q ( )
parking permits; significantly reduce customer service Inside Workers 1.50
• 400 average number of temporary levels and hinder summons and court Total FTE 1.50
• support for snow bans; arkin ermits issued annual
p g p � � processes.
• and parking administration(processing
• Cost of on-street parking is$2.00 per . It is anticipated that the current level of
-induding tickets,complaints, Administrative Other Su
customer service) hour enforcement costs(Corps of / pport Services
Commissionaires)will increase by 2%. If
• Road and Sidewalk Services—parking
no increase in budget amount is signage,alternate side parking and
a roved,the SJPC would have to Winter parking restrictions,
Not included in the allocated resources is • 37 Commission surface lots pp • Finance and Administrative Services
the service provided by the Saint John reduce the number of enforcement
Parking Commission. Expenditures are ' 2�200 Commission surface lot spaces officers on-street which would reduce —administration and purchasing
not budgeted for under the City's general • 4 Commission centrally located
the number of tickets issued and • �egal—by-law amendments,parking
fund operating budget,rather under the parking garages
associated fine revenue. tickets(court)
Commission's budget. • Ability to meet revenue projects are
• 2,100 Commission centrally located
The Commission manages off-street parking garage spaces impacted by slow economic growth and
(surface lot)parking including. favourable weather(i.e.,less ticketing
as a result of snow bans).
Approved 2013 221 100
• � • i •
i . ' • i � • ' � � •
Transit Service
The Transit Service is a public service that provides the community with safe, accessible and environmentally-friendly public transportation by
way of bus. Delivery of service is provided by Saint John Transit, a commission of the City of Saint John. Service consists of scheduled routes,
some of which are guaranteed to be accessible, parallel service for the physically disabled, bus charters and site seeing tours. Focused on the
environment, the Transit Service offers a number of environmentally friendly park and ride transportation programs within the community and
the region.
2012 Transit Service Accomplishments and Performance
• Although Saint John Transit's fixed costs are spread over fewer service hours this
year,the revenue cost ratio has been maintained at 50%,which continues to be Percentage of citizens satisfied with the
overall level and quality of the Transit Service
the highest recovery rate for cities in Canada with a population under 150,000.
ioor
• Installed 10 new bus shelters to both replace older dilapidated shelters and at new
locations.
sor
• Actively participated in the Vibrant Communities study of transit as requested by � '''�
Common Council.The report from this study was presented to Common Council. �� 6oro
�
• In order to meet reduced hours of service, Saint John Transit delayed morning start �
up times by an hour, reduced service from 10 pm to 6 pm on most feeder lines, and � aoro -
reduced frequency on most of the other lines. Two routes were also eliminated. �
The goal was to reduce service on routes that had the lowest ridership, but Zo�
recognized that these low ridership services are often critical to passengers who I
depend on public transit for employment since such passengers are more likely to
travel at off peak times. oro
I zoo9 Zoio zoii zoiz
• With service reductions in 2012, ridership was expected to drop by around 150,000 - —
rides per year but in fact currently trending towards a ridership reduction of In 2009-2011,citizens were very satisfied with the Transit Service
' with an average of 80%very or somewhat satisfied well above the
around 10%or 250,000 passengers per year. municipal norm of 5s�o. in zo1z,there was significant drop in
• In addition, currently overspending driver wages as a result of needing about satisfaction down to 56%,likely as a result of service reductions.
eleven extras each day during peak hours to meet volume demands that used to be
mostly met by the scheduled service at 117,000 service hours.
Approved 2013 222 101
• � • i •
i . ' • i � • ' � � •
2013 Initiatives, Major Projects and engineering Service Delivery Highlights
• Continue to deliver 96,000 service hours.
Transit—Service Levels and Resources
- - - • . .. . - �- . -.
Routes • 96,000 service hours of service • In 2012,Saint John Transit reduced Total Expenditures $6,867,991
• Service within 500 m of 85%of city • Projected 2.5 million ridership(2012) annual service hours by 18%from
residents • Fare range of$2.50-$3.50/ 117,000 hours to 96,000 service hours. Revenue $4,992,000
• Main Routes:Monday to Friday— Representing approximately 50%tax To meet best practice service standards
(6/7am to midnight),frequency is 20 subsidy that the Commission believes is the Administrative/Other Support Services
minutes peak;40 minutes off peak correct goal for Saint John Transit, • Finance-administration
• Feeder Routes:Monday to Friday— would require about 120,000 service
6/7am—6pm,frequency of 30-60 min hours per year.To target a sustainable
• Suburban Service:Monday to Friday cities goal of 18 to 20%of the trips
(two trips morning and evening) taken in the Saint John area would likely
• Saturday service is less frequent on require in excess of 160,000 service
mains and feeder routes;Sunday hours.
service is limited for four main routes . With regards to suburban service,best
and Harbour Bridge; No service on
Statutory Holidays practices wou�d suggest three return
trips in both the morning and
Other Service Provision afternoon,provided they could be
• Comex Service(as requested)at net operated with in a four hour period in
financial benefit to City the morning and a four hour period in
• Low entry buses for wheelchair the afternoon.A noon hour trip would
accessibility and riders with mobility also be preferred as part of the
impairment—on scheduled routes standard.Service standards should
• Bike racks available on new buses represent the goal based on best
• Handi-bus service—available by practices.
reservation Monday-Saturday 7am— • Funds added in 2013($350,000)to
7pm with later hours(10pm)Tuesday enhance service in the mornings and
and Thursday;within City limits the evenings and well as to UNBSJ/SJRH.
cost is$5,00 one way
• Charter bus service and City tours
available for service fee
Approved 2013 22g 102
• � •
: . - • : • • - 1 1 .
Finance and Administrative Services Overview
. �.
The Finance and Administrative Services team enables the delivery of municipal services that are effective and
efficient in meeting the needs of our community. Service delivery focuses on responsible financial management
and sustainable life-cycle management of the City's physical assets (including fleet, facilities, real estate, and , , . „ .�
materials management).
Financial
Organizational Goals Management Service
Finance
To establish the City of Saint John as a service-based, results oriented, high performance public service
OYgdnlZdtlOn. Pension Administration
Property Assessment
Service Based Results Oriented High Performance Asset
• Considering the needs of the • Fund the services provided to • Collaborative, strategically Management Service
community as a whole the community using minded workforce Purchasing&Materials
• Creating opportunities for sustainable financial resources � Culture focused on contributing Management
citizen feedback and input • Ensure corporate assets are of to community goals through Risk Management(Insurance)
• Responding effectively and high quality, fully utilized and service delivery Fleet Management
efficientl to address meet established standards . Resource conscious and Facilities Management
y (Indudes Carpentry Shop/City Hallf
community needs accountable for results Real Estate
Approved 2013 224 103
• � •
: . - • : • • - 1 1 .
Administrative Services Summary
Approved 2013 Projected Expenditures
2012 Expenditures Revenue FTE 2014 2015 2016
Financial Management Service
Finance 1,861,641 1,962,447 258,000 24.00 1,911,885 1,939,978 1,879,252
Assessment 1,244,474 1,285,071 1,301,098 1,327,120 1,353,662
TotalService 3,106,115 3,247,518 258,000 24.00 3,212,983 3,267,098 3,232,914
Asset Management
Purchasing and Materials Management 1,082,953 971,819 5,000 12.00 990,903 1,009,206 1,027,926
Risk Management(Insurance) 157,977 2.00 162,573 166,020 169,554
Liability Insurance 633,605 608,700 596,700 596,700 596,700
Fleet Management 1,231,969 1,081,302 33.00 1,006,745 936,725 855,209
Facilities Management(inccarpenrershop/ciryHau) 3,230,956 3,450,008 142,780 16.00 3,528,225 3,613,050 3,732,601
Real Estate 397,986 371,310 113,000 2.00 380,198 389,130 398,306
TotalService 6,577,469 6,641,116 260,780 65.00 6,665,344 6,710,831 6,780,296
Total Finance and Administrative Services $9,683,584 $9,888,634 $518,780 89.00 $9,878,327 $9,977,929 $10,013,210
Approved 2013 225 104
• � •
: . - • : • • - 1 1 .
Table of Contents — 2013 Service Plans
Financial Management Service..................................................................................................................................................... 106
AssetManagement Service.......................................................................................................................................................... 110
MaterialsManagement........................................................................................................................................................... 111
Insurance and Risk Management............................................................................................................................................ 114
FleetManagement.................................................................................................................................................................. 116
FacilitiesManagement............................................................................................................................................................ 123
RealEstate............................................................................................................................................................................... 130
Approved 2013 226 105
• � •
: . - • : • • - 1 1 .
Financial Management Service
The Financial Management Service team provides guidance to Common
- - r -
Council,the Corporation and a number of the City's agencies, boards and
commissions to ensure that resources are used in a fiscally responsible and Compliance with regulatory and legislative reporting requirements
sustainable manner. The service is responsible for financial planning, Focus on financial planning and policy development
control, and decision-making required for the organization to achieve its Growth in the community
financial objectives with respect to service delivery, providing advice and Global economy
information that helps to ensure that decisions are informed and made in a Organizational capacity
timely manner. The Financial Management team manages the accounting
Expectations related to accountability/performance reporting
systems that support financial reporting requirements that allow service
areas to be both accountable and successful in meeting their service Emerging technology
objectives. The service also plays an important role in customer service relations with our citizen's, rate payers and vendors.
2012 Financial Management Service Accomplishments and Performance
• Completion of the Inventory listing of Tangible Capital Assets for Public Sector Accounting (PSA)
• Initiation and progress on Project to have the City of Saint John PSA Compliant for December 31, 2012 Financial Statements
• Support the implementation of findings from the payroll process review conducted in 2011.
• Continued payroll audits
• Automated Municipal Financial Statements—CaseWare Project
• Worked collaboratively with the Transportation & Environment Service Team to provide financial analysis for the a more cost-effective solid
waste collection model for the City of Saint John that recommended in-house collection to residential customers at an estimated savings of
approximately$500,000
• Coordinated Annual Audits
Approved 2013 227 106
• � •
: . - • : • • - 1 1 .
• Supported the 2012 service-based budget process, working collaboratively with the Corporate Planning Team to continue the transition to a
service-based approach to budgeting.
• Completed compliance audits
• Processed payments for goods and services acquired (9,000 cheques/24,000 invoices)
• Collected money owed to the City for services rendered ($97,000 cash receipt transactions)
• Cash flow analysis done on a regular basis to ensure the City maintains sufficient funds for its day-to-day operations and to minimize
borrowing cost
• Administered funding agreements signed between the City and the Federal and Provincial governments
• Budget reports and analysis
• Maintained low debt service ratio (10.54
• Supported responsible capital spending through long term forecast and project prioritization
• Sent out 17,400 (6 x 2,900) metered bills, 27,600 (2 x 13,800) flat rate bills, 1,500 miscellaneous bills for a total of 46,500 invoices per year
• Processed approximately 5,200 water and sewerage delinquent notices (annual average)
• Conversion from Radix to Sensus Meter Software
• Underwent process alignment with Pension Plan Custodian
• Produced and provide annual report to Pension Members
• Produced annual employee Pension Statements
• Continued to provide employees/retirees with accurate and timely benefit calculations and information regarding the Pension Plan
Approved 2013 228 107
• � •
: . - • : • • - 1 1 .
2013 Initiatives, Major Projects and Financial Management Service Delivery Highlights
• Completion of the Tangible Capital Assets for Public Sector Accounting for years 2011 and 2012
• Completion of Policy for managing and sustaining the City's Capital Assets
• Investigate an asset management solution for the accounting of capital assets of the City
• Complete Value for Money P3 Financial Analysis on Safe Clean Drinking Water
• Support the Water&Sewerage By-Law review
• Support resolution of expired negotiated water contracts
• Automate PSAB Financial Statements—CaseWare Project
• Implement PSAB's section 3150-Tangible Capital Assets and consolidate City of Saint John financial statements and Agencies, Boards and
Commissions
• Coordinate Annual Audits and special project audits
• Support a coordinated approach to the 2013 service-based budget process
• Compliance Audits
• Develop a Debt Management policy
• Implement new banking software solution
• Co-ordination of disability applications with 3�d party claims provider
• Members Report
• File all required regulatory filings for the Pension Plan
Approved 2013 229 108
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: . - • : • • - 1 1 .
Financial Management - Service Levels and Resources
•. . - �- • -•
• Accounting — oversees the production of financial statements and reports for the • Effective planning and stewardship of Wages&Benefits $1,959,077
City and agencies such as Saint lohn Non-Profit Housing, Transit, Parking and financial resources provides the Goods&Services 545,370
Industrial Parks. This service includes Chart of Accounts design and maintenance, leadership required to ensure the long- Recoveries -542,000
account reconciliation and year-end auditing functions. term viability of the Corporation. Total Expenditures $1,962,447
• Cash Management—projects cash flow requirements,ensures all funds received are • Sound financial management practices Full Time Equivalent Positions(FTE)
deposited in the City's bank account,sufficient funds are available for the City's day- support the effective and efficient Management 4.00
to-day operations and borrowing cost is minimized. delivery of City services—ensuring the Inside Workers 20.00
City can do what it planned to do in Total FTE 24.00
• Debt Management — manages long-term debt instruments to ensure reasonable contributing to the achievement of a
debt levels are maintained and financial obligations are promptly paid. vision for the community.
• Long-term Financial Plan-develops long-term financial strategies to maintain � Strong financial management processes
sustainability and financial stability. also make it easier for the City to report
• Revenue Billing and Collection—responsible for tne collection of monies owed to the back to its stakeholders on how well it
City for services rendered. This service includes the billing and collection of funds has achieved its objectives;enhancing
for a number of services,most notably Water&Sewerage services. accountability in local government.
• Accounts Payable — pays the Corporation's financial obligations for goods and
services acquired.
• Payroll-Process annual payroll of fifty two million dollars.Weekly payroll processing
for 980+employees.
Process annual pension payroll of twenty five million dollars,monthly payroll
processing for 850+pensioners.
Complete numerous benefit and payroll requests from internal customers
• Pension Administration—Administrative services to the City of Saint John Pension
Plan
Provide administrative support to the Pension Board,regulatory compliance
employee/retiree benefit calculations,fund administration,monitoring and service
providers,member communications and retention of actuarial services
Approved 2013 230 109
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: . - • : • • - 1 1 .
Asset Management Service
Asset Management incorporates the processes of selection, maintenance, _ �
inspection and renewal of the City's physical assets. The goal is to minimize
Compliance with regulatory and legislative service requirements
the whole life cost of assets that are needed to deliver public services that
the community requires.The responsibilities for management of the City's Focus on asset management
assets are shared by the following areas Fleet, Facilities Management, Global economy
Purchasing and Materials Management, and Real Estate. Emerging technology
Organizational capacity
Service requirements and expectations
Service Delivery
In ensuring the effective life-cycle management of the City's corporate assets several service programs are delivered to support efficient public
services address the needs and interests of the community.
• Materials Management
• Risk Management (Insurance)
• Fleet Management
• Facility Management
• Real Estate
Approved 2013 231 110
• � •
: . - • : • • - 1 1 .
Materials Management
Materials Management is an enabling service that is responsible for providing professional procurement advice and services including:
• the promotion of competitive bidding for the City's needs through the preparation, issuance and receiving of various types of bid
solicitations such as public tender calls, requests for proposals and invited bids;
• monitoring compliance with the City's Procurement Policy,the Public Purchasing Act of the Province of New Brunswick and applicable
legislation and Trade Agreements;
• maintaining an internal inventory of commonly used parts and materials including automotive parts,water stock, and general
merchandise;
• administration of the Corporate Procurement Card Program; and
• disposal of surplus equipment.
2012 Materials Management Accomplishments and Performance
Police Headquarters(PHQJ Facility
Awarded tenders/Request for Proposals for various goods and services required including:
• Public Plaza Tender • Moving Services
• Public Safety Communication Centre Consoles • Athletic Equipment
• Furniture • Shelving
Sewell/Carleton Street Parking Garage
• Provided procurement advice to the Saint John Parking Commission for the procurement of signage, video surveillance equipment, and
revenue control equipment.
Approved 2013 232 111
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: . - • : • • - 1 1 .
Other Major Procurement Projects
• Successfully completed the competitive bid process for the following projects:
o Nick Nicolle Community Center Revitalization— Phase I
o Core Service Review Professional Services
o Professional Audit Services (4 year engagement)
o Advisory Services—Safe Clean Drinking Water
o Market Place West—Phase I Revitalization
o Purchase of(3) sanitary packers
Inventory Stores
• Achieved the best results to-date on the annual physical inventory count. Discrepancies have shown a steady decrease from year to year.
This year's physical inventory continued that trend with a 1%improvement over the previous year.
2013 Initiatives, Major Projects and Materials Management Service Delivery Highlights
• Work with all departments to achieve a standard tender template for construction bids.
• Incorporate required changes to procurement documents to enhance PSAB reporting.
• Enhance the 5*22 Safety Program within the Inventory Stores Area.
• Eliminate the Police Clothing Inventory from Central Stores and relocate to the Police Headquarters.
Approved 2013 233 112
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: . - • : • • - 1 1 .
Materials Management-Service Levels and Resources
•. . - �- • -•
• Ensure all City departments continue to comply with all are required Procurement • The competitive bid process and Wages&Benefits $833,758
Legislation and required City Policies including: increased competition results in lower Goods&Services 138,061
o City's Procurement Policy costs and therefore,ensures taxpayers Total Expenditures $971,819
receive the best products and services
o New Brunswick Public Purchasing Act at the lowest cost. Revenue
Sale of Surplus $5,000
o Atlantic Procurement Agreement • Reduce operational expenses through Total Revenue $5,000
o Agreement on Internal Trade the inventory of routinely used goods
and hard to source items. Full Time Equivalent Positions(FTE)
o NB/Quebec Agreement . Resource levels of procurement staff Management 1.00
• Procure required goods and services for all City departments through established directly impacts project timelines and Inside Workers 4.00
tendering and request for proposal procedures. service delivery for the requesting Outside Workers 7.00
departments. Total FTE 12.00
• Provide a link to the vendor community on all matters relative to the procurement
of goods and services.
• Maintain internal inventory of approximately 2,000 commonly used parts and
materials to provide City departments with required goods in a timely fashion.
• Administration the City Corporate Procurement Card Program.
Approved 2013 234 113
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: . - • : • • - 1 1 .
Insurance and Risk Management
Insurance and Risk Management is an enabling service provided to the Corporation that is responsible for the protection of the City's assets and
its ability to provide the services required to achieve community outcomes by reducing its exposure to loss through prevention, mitigation, and
the acquisition of insurance. In order to protect the public's interest against damage or liability claims that may occur as a result of the City's
delivery of public services, it is necessary to put in place and administer Risk Management practices and insurance policies of the appropriate
type and size.
2012 Insurance and Risk Management Accomplishments and Performance
• Managed 400 claims
• Helped developed Risk Management practices on Sidewalk management and winter snow removal/parking ban.
• Obtained approval to implement Facility User Insurance Program, researched and approved by council.
• Reduced overall claim count by 13%
• Reduced claim payments by 30%approx( approximate number due to long-tail claims)
• Revamp procedures for Insurance specifications for projects, instead of one size fits all,tailor the requirements to the specific project to give
best value and protection for money.
2013 Initiatives, Major Projects and Risk Management Service Delivery Highlights
• Recommendations to departments on Risk Management practices in relation to Parks, Sidewalks, Water repairs and Fleet Management
practices.
• Develop new Risk Management policy to be implemented with council approval
• Implement Facility Users Insurance program
• Develop Business Continuity Plan
• Source and implement claims management and certificate tracking software.
• Implement recovery program from insurance companies for insured related losses from third parties involving/damaging city property.
Approved 2013 235 114
• � •
: . - • : • • - 1 1 .
• Review revenue generation possibilities for City services that may involve an insurance company relating to fire protection or police services.
• Develop more comprehensive incident/accident reporting for insurance related losses, develop on-line reporting to ease information sharing
• Implement driver's license review to ensure all fleet operators have valid licenses.
• Form Risk Management committee to review vehicle accidents/incidents.
Rislc IVlanagement - Service Levels and Resources
.. . - i° a -•
• Advising on insurance coverage for City contracts • Sound risk management practices Wages&Benefits $138,045
support the effective and efficient Goods&Services 19,932
• Acquires and recommends coverage for City along with various agencies,boards delivery of City services-ensuring the Total Expenditures $157,977
and commissions. City limits its own liability,protects
• Develop Risk Management practices for claim avoidance. City assets and to protect the public Full Time Equivalent Positions(FTE)
from damage. Inside Workers 2.00
• Handling claims and direct outside claim handlers such as adjusters or legal counsel Total FTE 2.00
on city claims. • Potential to generate revenue to
ensure all city damage relating to
• Analyzing past losses to develop Risk Management practices to limit future losses. insurance claims is recovered.
• Ensuring the right amount of coverage
is demanded on City contracts to limit
cost and limit exposure to the City's
assets.
Approved 2013 236 115
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: . - • : • • - 1 1 .
Fleet Management
The City of Saint John owns, operates and, manages a fleet of of 350 vehicles and equipment, including an additional 800 small engine
equipment assets provided for use to various City of Saint John departments who deliver services to the community. Fleet Services,who are
responsible for vehicle maintenance, vehicle acquisitions and vehicle asset disposals, includes a team of 33 management,technical and
administrative professionals who provides front line departments with their vehicle and equipment needs on a year round basis.
2012 Fleet Management Accomplishments and Performance
Organizational Initiatives
• Utilized Optimum Replacement Point (ORP) analysis to complete cost-benefit analysis (i.e. repair vs. replace) of various City-owned vehicle
and equipment which are nearing the end of their expected useful life
• Fleet disposals of 73 fleet assets generating residuals values of$270,846
Operatianal Efficiency
• 2012 Vehicle Replacement Program recommendation (and adopted by Council in October) including City Manager- New 36 month vehicle
lease; SJ Water-(4)one ton to 3/ton trucks; Municipal Operations- Front line sanders, one-ton trucks,garbage packers, and line painting
equipment; Arenas: (2) ice machines; SJFD -(1) pumper; SJPF- (6) patrol sedans and (3) unmarked sedans; Misc: Bldg. Insp. and Fleet
• Worksafe NB Compliance Orders
• Vehicle and equipment inventory per PSAB 2010
• 2011 Fleet Staff Performance Reviews
Approved 2013 237 116
• � •
: . - • : • • - 1 1 .
• SJPF 2012 replacement vehicle program
• 2012 Fleet staffing (per Local #18 C.A staffing requirements) including Foreman (1 new position -Welding Shop); Sub-Foremen (6 new
positions); Mechanics (2 replacement positions); Skilled Worker- Hoist
• Revised Fleet Duty Manager role
• Implementation of NBCC and District#8 Co-Op Student program
• Renew rental vehicle contract (completed April, 2012)
• Reduced previous year rental vehicle damage claims
• Fleet Main Hoist (Rothesay Avenue) replacement recommendation (adopted by Council September)—December install
Accountabilifiy and Transparency
• Reviewed SJFD fleet service and Fleet response including service accountability level reviewed; established monthly meetings with SJFD
managers and Fleet; provided additional mechanical support for SJFD mechanical technician; and improved financial and administrative
accountability (i.e. provided monthly vehicle maintenance reports)
• Monitored EMO Command Trailer maintenance schedule that included conducting monthly Fleet Inspections and developing a mechanical
repair assessment SOP.
Risk Management
• Developed a pre-operational vehicle inspection program for implementation requiring vehicle operators to conduct daily vehicle inspections
• Developed standard fleet specifications
• Implemented the 5*22 fleet facility inspection program
• Implemented a comprehensive Fire Safety Plan for the Rothesay Avenue fleet facility
Approved 2013 238 117
• � •
: . - • : • • - 1 1 .
2013 Initiatives, Major Projects and Fleet Management Service Delivery Highlights
Major Fleet Projects
• Fleet Policy recommendation approval and implementation, including departmental "Service Level Agreements" and "Fleet Core Service
Review°
• Continuation of the Right Size Fleet program—remaining city vehicle disposals per Mercury Associates review recommendations and
departmental surplus (i.e. budget reductions)
• Distribute new employee identified vehicle fuel supply cards and supply contract(Irving Oil Ltd.)
• Completion of Automatic Vehicle Locators (AVL) program installation including the complete installation in remaining 200 vehicles,
assessment of vehicle data and, renegotiate supply agreement or develop and implement in-house operating solution
Organizational lnitiaiives - High-Level Review of Fleet Operations
• Develop an annual business plan and fleet report
• Develop and implement the administration of optimizing "Fleet Utilization" (i.e. alternative transportation,vehicle needs analysis, etc.)
• Implement a new Fleet Management System (i.e. Fleet Focus M5)to catalogue fleet inventory, create and monitor vehicle maintenance and,
identify process improvements
• Issue monthly summary reports of key fleet statistics to Management
• Create a Fleet Advisory Board
• Develop a business case for a New centralized Fleet Facility
• Investigate new revenue opportunities
• Report on established KPIs for Fleet Services at the departmental and staff levels
• Continue development of Standard Operating Procedures (SOPs)for functions within the Fleet Services
• Complete the mechanical Tractor and Trailer apprenticeship program
Approved 2013 239 118
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: . - • : • • - 1 1 .
Operational Efficiency-Governance of Fleet Management Functions
• Develop Fleet policies, procedures, &Service Level Agreements (SLAs)
• Implement a formal fleet training program for Management and Staff based on industry recognized certiciation programs (i.e. NAFA
CAFM/CAFS or APWA certification)
• Implement outside mechanical welding, autobody repair,vehicle towing and automotive parts and tire supply service contracts
• Vehicle and equipment inventory control to meet Public Sector Accounting Board (PSAB) requirements and to support asset management
• Review, assess and develop a proactive Fuel Management(FM) program (absent in Mercury Assoc. report)
• Review, assess and develop a Vehicle Rental Management (VRM) (absent in Mercury Assoc. report)
• Create individual "Business Units" service based budgets (i.e. Mechanical Shop,Welding and Autobody Repair, and Tires)
• Commenced the development of the City of Saint John Vehicle Policy
• Developed and implemented a SharePoint site for Departmental Maintenance status report
• Expand SharePoint site for Departmental requests to include Rothesay Avenue Shop Work Requests
• Additional Fleet Technical and Administration Support (in deference to a Superintendent and additional Clerk III positions)
• Complete Fleet PSAB 2011
• Reassign responsibility and enhance City of Saint John property housing vehicle and equipment assets (i.e. security cameras and automated
vehicle authorization access)
• Re-implement/establish Fleet Preventative Maintenance Program: program for entire Fleet
• Implement organizational wide "Pre-Operational Vehicle Inspections—Operator Requirements"
• Replace HTE Fleet deficiencies with new Fleet Management software
• Identify and assess Heavy Truck Weights (i.e Operating within legal limits- N.B. DOT)
• Review and Refurbishment Fleet "Dump Body": Potentially a fraction of the cost to replace
• Improve and establish Fleet 5*22 accountability status
• Organize monthly service level Fleet meetings with Managers,
Approved 2013 24,p 119
• � •
: . - • : • • - 1 1 .
• Continue monthly facility Inspections
• Weekly Tool Box Talks (Sub-Foremen role?)
• Staff Training Matrix
• Rothesay Avenue Site- Fleet Facility Clean Up and Re-Organization
• Fleet Job and Work Order Process review: Foremen monitoring and supervision, invoice processing and stock inventory control
• Supply Contract status;
• Complete vehicle Automatic Vehicle Locator system (AVL) installs
• Renew auction services contract (April 2013)
• Towing(Loyalist Towing)
• Subject to Common Council Approval of the 2013 Capital Budget:
• Replace and purchase new 2013 Fleet Replacement program
• Accelerate the 2006 SJFD pumper apparatus program and replace one pumper
Accountability and Transparency -Review of the Fleet Business Model including the Chargeback System
• Develop and implement a new internal Vehicle Rate Fee system (i.e. Capital charge back rates based on depreciation &future residual
values)
• Initiate a Fleet "right size" exercise
• Develop a 20 year Strategic Vehicle Replacement Program so as to capture the optimum vehicle life cycle which in turn identifies annual
capital funding requirements and maximizes residual values,
• Continue to use the vehicle optimum replacement point (ORP)tactical replacement analysis methodology
• Manage the Vehicle Reserve Fund balance in harmony with ORP analysis to support annual funding requirements,
• Develop a comprehensive, proactive customer relationship management program,
• Complete the development of a detailed inventory and established replacement costs and remaining useful asset life for over 1,100 vehicle
Approved 2013 241 120
• � •
: . - • : • • - 1 1 .
• Implemented the use of weekly timesheets and time entry to record and report on staff utilization
• Developed custom reporting tools through our financial management system to report on completed and outstanding work orders;
departmental building maintenance expenses; staff utilization; as well as other performance management measures
• Developed the framework for a voluntary internal customer satisfaction survey on SharePoint
• Establish new Key Performance Indicators (KPIs) for maintenance response time, overall project completion time, estimates vs. actual costs,
accounts receivable, customer satisfaction
• Complete a customer satisfaction survey
• As time and resources permit:
o Implement a voluntary internal customer satisfaction survey on SharePoint
o Develop and implement service level agreements or guidelines for the provision of Fleet services to internal departments
o Report to Common Council on the current state of City-owned vehicles and equipment to assist with future capital planning
Risk Management
• Continue to develop Standard Operating Procedures (SOPs)for equipment operated by in-house personnel,as time permits
• Implementing a comprehensive Fire Safety Plan for the Rothesay Avenue fleet facility
Approved 2013 242 121
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: . - • : • • - 1 1 .
Fleet Management - Service Levels and Resources
•. . - �- . -.
• Provision of Fleet maintenance,vehicle rentals,fleet fuel managment,and AVL • Sound Fleet management practices Wages&Benefits $2,270,986
management services for 350 City-owned vehicle and equipment with a value of support the effective and efficient -Fleet Services $2,042,457
over$35 million: delivery of City services. -Fleet Administration $228,529
Goods&Services $4,005,600
• Identification and prioritization of maintenance and capital renewal requirements • Manage risks associated with -Fleet Services $3,978,604
through routine inspections,vehicle condition assessments,and consultation with compliance with Federal and Provincial _FleetAdministration $26,996
user departments. legislation
Total Expenditures $6,276,586
• Management of routine and preventative maintenance programs which has • Vital to the support of over$35 million
historically represented up to$3 million in fleet maintenance costs annually. in Fleet assets and management Internal Recoveries ($5,195,285)
-Fleet Fuel Recovery ($1,653,750J
• Identification and management of energy reduction strategies through audits, • Support operations to focus on front -Fleet Maintenance ($3,127,010J
project implementation, and monitoring line service providers while managing -Equipment Maintenance ($159,000J
internal Fleet issues -Vehicle Use ($255,525)
• Management of standing offer agreements for maintenance services with external
Contractors and/or other service providers • Reduce operational expenses through Net Expenditures 1,801,302
the imptementation of preventative
• Comply with Federal and Provincial legislation including,but not limited to: maintenance and sustainable energy Full Time Equivalent Positions(FTE)
o Province of N.B. Motor Vehicle Act Management 1.00
o Occu ational Health and Safet Act management strategies
p Y Inside Workers 2.00
o Clean Environment Act • Enhance proactive maintenance by Outside Workers 30.00
way of an agressive vehicle -Fleet Services 20.00
"Preventative Maintenance"program -Welding and Autobody Shops 6.00
-Small Engine Shop 2.00
-Fuel Truck 1.00
-Tire Shop 1.00
TotaIFTE 33.00
Administrative/Other Support Services
• Legal
• Materials Management
• Property Management
• Finance
• Information Technology
• Human Resources
Approved 2013 243 122
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: . - • : • • - 1 1 .
Facility Management
The City of Saint John owns and manages a portfolio of over 80 buildings, including tourist information centers and destinations, historic
properties, community and recreational facilities, maintenance and storage depots, police and fire stations, and administrative buildings. A
portion of these buildings are occupied by support staff who deliver services to the City. Other buildings are utilized by the public for
community events/activities, to support recreational needs, and in some cases to provide a shopping experience, as provided by the Saint John
City Market.
Facility Management is comprised of a team of administrative and technical professionals that provide building maintenance, capital renewal,
and energy management services for City-owned buildings on a 24-7 basis. Facility Management also includes an in-house Carpentry Shop that
completes requests for user departments, as well as in-house Building Maintenance personnel who support the operation of the Saint John City
Market.
2012 Facility Management Accomplishments and Performance
Building Project Highlights
• Broke ground on Phase 1 of the Nick Nicolle Community Centre Revitalization
• Installed new Fire Alarm Systems at four City-owned Arenas, Fleet Garage, and City Market
• Completed third and final phase of the new Vehicle Exhaust System at Fleet Garage
• Responded to approximately 1,600 work requests at City-owned buildings to address urgent, routine, and preventative maintenance
requirements, representing approximately$1.1 million in maintenance costs
• Police Headquarters (PHQ) Facility at One Peel Plaza
o Shop drawing and submittal review for critical building systems
o Review materials and construction from a long term maintenance and serviceability perspective
o Engaged contractors in standing offer agreements for approximately 15 different preventative maintenance services
o Building system operator training
o Start-up and commissioning of building systems
o Development and implementation of comprehensive Fire Safety Plan
o Planning and implementation of building takeover at substantial completion of construction
o Implemented post-construction warranty management
Approved 2013 244 123
• � •
: . - • : • • - 1 1 .
Organizational Initiatives
• Completed the development of a detailed inventory and established replacement costs and remaining useful lives for over 2,000 building
system components (Tangible Capital Assets—TCAs) for all City-owned buildings to meet Public Sector Accounting Board (PSAB) requirements
and to support asset management
• Developed an Occupancy Agreement between the City and the Board of Police for the occupancy and management of the new Police
Headquarters (PHQ)facility
Operatronal Efficiency
• Commenced the development of Standard Operating Procedures (SOPs)for functions within the Facility Management Division, as time
permitted
• Developed and implemented a SharePoint site for Departmental Maintenance Requests as well as the tracking thereof
Accountability and Transparency
• Implemented the use of weekly timesheets and time entry to record and report on staff utilization (i.e.time allocated to projects,
inspections, general administration, etc.)
• Developed custom reporting tools through our financial management system to report on completed and outstanding work orders;
departmental building maintenance expenses; staff utilization; as well as other performance management measures
• Established various Key Performance Indicators (KPIs)for the Facility Management Division at the departmental and staff levels, and
established KPI baseline data for future performance goal setting and management
• Developed the framework for a voluntary internal customer satisfaction survey on SharePoint
• Re-established City Market Merchants' Association as well as various other new merchant/management committees
Risk Management
• Calculated Facility Condition Indices (FCIs)for all City-owned buildings based on estimations of deferred maintenance and building
replacement costs to assist with comparative analysis of facilities and prioritization of projects
• Used Equivalent Annual Cost (EAC)Analysis and priority matrices to complete cost-benefit analysis(i.e. repair vs. replace) of various City-
owned facilities that are nearing the end of their expected useful life
Approved 2013 245 124
• � •
: . - • : • • - 1 1 .
• Commenced development of Standard Operating Procedures (SOPs)for equipment operated by in-house building maintenance personnel, as
time permitted
• Implemented mandatory requirements for Contractors to sign in and out of City-owned facilities and to carry City-provided identification
badges
• Developed and held the first bi-annual mandatory Contractor Orientation session for service providers working on facility related projects
• Commenced the development of a standard form of construction Contract as well as a shift to the use of National Master Specification (NMS)
as a basis for all future facility related tenders
• Developed standard "front end" specifications (e.g. instructions to bidders, health and safety, etc.) for use on future facility related tenders
• Developed and implemented a formal facility inspection program and construction site review program
• Developed and implemented an organization wide Asbestos Management Program
• Developed and implemented a comprehensive Fire Safety Plan for the Fleet Garage
• Negotiated and executed 14 over-holding leases for the City Market
• Collected lease payment arrears in excess of$120,000 in the City Market
• Increased City Market bench revenue by almost 25%over previous two years
2013 Initiatives, Major Projects and Facility Management Service Delivery Highlights
Major Building Projects
• Subject to Common Council Approval of the 2013 Capital Budget:
o Continue the Revitalization of the Nick Nicolle Community Centre with Phase 2 of the project
o Begin Phase 1 of the Renewal of the City Market Head Tower
• Construct Shoreline Protection System and pathway down to beach at Mispec Park Beach
Approved 2013 246 125
• � •
: . - • : • • - 1 1 .
• Police Headquarters (PHQ) Facility at One Peel Plaza
o Provide 24-7 maintenance and operation services for PHQfacility
o Develop and implement Standard Operating Procedures (SOPs) related to the operation and management of the PHQ facility
o Continuous testing and commissioning of building systems
o Post-construction warranty review and management
Organizational lnitiatives
• Physical relocation of departments and staff in relation to the Organizational Re-alignment and "Restack" of City Hall
• Implement and administer Occupancy Agreement between the City and the Board of Police for the occupancy and management of the new
Police Headquarters facility
Operational Efficiency
• Establish new Key Performance Indicators (KPIs) for maintenance response time, overall project completion time, estimates vs. actual costs,
accounts receivable, customer satisfaction
• Report on established KPIs for the Facility Management Division at the departmental and staff levels
• Continue development of Standard Operating Procedures (SOPs)for functions within the Facility Management Division, as time allows
• Expand SharePoint site for Departmental Maintenance Requests to include Carpenter Shop Work Requests
Accountability and Transparency
• Complete a customer satisfaction survey for the City Market
• Rebrand the City Market
• Develop and publish a Tenant/Merchant Handbook for the City Market
• Develop and present a year-end report for the City Market summarizing sales, revenue, promotions, merchant mix, and other notable
information
Approved 2013 24,7 126
• � •
: . - • : • • - 1 1 .
• As time and resources permit:
o Implement a voluntary internal customer satisfaction survey on SharePoint
o Develop and implement service level agreements or guidelines for the provision of Facility Management services to internal
departments
o Report to Common Council on the current state of City-owned buildings and the potential use of Facility Condition Indices (FCIs) and
priority matrices to assist with future capital planning
Risk Management
• Continue to develop Standard Operating Procedures (SOPs) for equipment operated by in-house personnel, as time permits
• Develop a Standard Operating Procedures (SOPs)for facility inspections
• Develop Strategic Marketing Plan for City Market
• As time and resources permit:
o Implement a standard form of construction Contract as well as a shift to the use of National Master Specification (NMS) as a basis for
all future facility related tenders
o Complete Asbestos Surveys and develop facility specific Asbestos Management Plans for high priority facilities identified in the
Asbestos Management Program
o Develop Fire Safety Plans for all City-owned public facilities
Approved 2013 24,g 127
• � •
: . - • : • • - 1 1 .
Facility Management - Service Levels and Resources
.. . - �- . -•
• Provision of building maintenance,capital renewal,and energy management • Sound facility management practices Wages&Benefits $1,533,181
services for over 80 City-owned building assets with a value of over$130 million and support the effective and efficient -Facility Management 566,538
an average age of 30 years,including: delivery of City services,ensure public -Carpenter5hop 619,358
o Tourist information centers and destinations safety,and improve accessibility and - � -
o Historic properties functionality of City-owned buildings Goods&Services $5,245,721
o Community and recreational facilities -Facility Management 1,361,078
o Maintenance and storage depots • Manage risks associated with -Carpenter5hop 239,518
o Police and fire stations compliance with Federal and Provincial _
o Administrative buildings legislation -City Hall 1,979,795
o Excludes water and wastewater treatment facility buildings . Vital to the protection of over$130 -Street Lighting 1,075,350
o Excludes Agencies,Board,and Commission(ABC)buildings million in building assets and Internal Recoveries ($1,316,280)
management of$45 million in -Facility Management (896,280)
• Identification and prioritization of maintenance and capital renewal requirements -Car enter5ho 420,000
through routine inspections,building condition assessments,and consultation with cumulated deferred maintenance p p � �
Total Expenditures $5,462,622
user departments,currently representing approximately$45 million in cumulated . Allow operations to focus on external
deferred maintenance facing services rather than dealing with Revenue $763,880
• Management of routine and preventative maintenance programs which has facility issues -Facility Rentals 75,250
historically represented the completion of approximately 1,400-1,600 work orders • Reduce operational expenses through _City Ha115ublease 67,530
or up to$1.1 million in maintenance costs annually,including in-house maintenance the implementation of sustainable
(e.g.Carpenter Shop) energy management strategies Total Revenue $763,880
• Development,implementation,and management of capital renewal projects which Full Time Equivalent Positions(FTE)
has historically represented an average of$4 to$6 million in capital costs annually Management 1.00
Professional 2.00
• Identification and management of energy reduction strategies through audits, Inside Workers 5.00
project implementation,commissioning,and monitoring Outside Workers 13.00
-Carpenter Shop 9.00
TotaIFTE 20.00
Note:City Market expenditures,revenue and
FTEs recorded in Growth and Development to
support Economic Development/Street
lighting in Urban Environment—both managed
through Facilities Management
Approved 2013 249 128
• � •
: . - • : • • - 1 1 .
Facility Management - Service Levels and Resources Continued
•. . - �- . -.
• Completion of comprehensive analysis for space optimization,changing functional/ • Resource levels directly contribute to: Administrative/Other Support Services
operational needs,feasibility studies,and life cycle renewal of existing and proposed o Reactive versus proactive • Legal
facilities maintenance . Materials Management
o New Brunswick Building Code Act o Magnitude of the backlog of service . Fleet
o National Fire Code of Canada requests and deferred maintenance . Finance
o Fire Prevention Act o Degree of ability to comply with . Real Estate
o Occupational Health and Safety Act legislative requirements,including . Information Technology
o Boiler and Pressure Vessel Act asbestos management,fire safety, . Human Resources
o Electrical Installation and Inspection Act and environment
o Plumbing Installation and Inspection Act o Inability to manage facilities Note:
o Elevators and Lifts Act currently operated by ABCs and SJ . City Market managed through facility
o Heritage Conservation Act Water management,but contributes to the
o Clean Environment Act Growth and Development Services
• Day to day operational management of the Saint John City Market,including: Program
o Negotiation and administration of over 20 long term leases • Street Lighting managed though facility
o Administration of 60-80 temporary occupancy agreements annually management,but contributes to Urban
o Merchant/tenant relations Environment Service Program
o Marketing and promotions
o Managing accounts receivable and accounts payable
o Process and policy development
Approved 2013 2gp 129
• � •
: . - • : • • - 1 1 .
Real Estate
Real Estate Services professionally manages the City's real estate holdings from an acquisition, disposition and asset management perspective.
Real Estate supports the Municipality's' interests in land matters for capital and operating initiatives and also responds to the public's inquiries
regarding the City's real estate assets. Revenue generation from real property leases and licenses complement the cost saving work involved
with the annual organization, analysis and referral (as necessary) of approximately 800 municipally owned property tax notices.
2012 Real Estate Accomplishments and Performance
• Acquired 31 various interests in real property; supporting Harbour Clean up primarily (Lift Stations and pipe work).
• Referred 13 property tax notices resulting in approximately$19,2000 in savings, bringing the 4 year running total to more than 70 successful
referrals and more than $200,000 in annual savings
• 11 land sales, licenses or leases (e.g. pipe crossing agreements, leased lots, communication towers, signage etc) completed generating more
than $32,000 gross revenue and annual revenue which is captured in the bullet following.
• Managed the revenue streams of more than 40 real property agreements/uses resulting in $130,000 of revenue annually.
• Initiated 7 and completed 5 Stop up and Closures of unused public right of way to support municipal capital projects or private initiatives
• Facilitating 13 PAC applications for municipal projects e.g.variance and rezoning applications for the location of municipal infrastructure such
as pumping stations.
• Managing an additional 80 real estate files which have a variety of current status.
2013 Initiatives, Major Projects and Real Estate Service Delivery Highlights
• Acquiring real property interests for infrastructure renewal both sanitary and water as well as watershed protection. Historically 40 to 60 real
property interests are negotiated per year.
• Finalizing the last of the necessary acquisitions for Harbour Clean Up; supporting the installation and build out of 23 lift stations and
thousands of ineters of pipe.
• Acquiring real property interests for storm water and transportation capital projects.
Approved 2013 2g� 130
• � •
: . - • : • • - 1 1 .
• Analyze and refer (appeal) as necessary the 800+/-tax bills.
• Managing the PSAB requirements in municipal land related requirements.
Real Estate - Service Levels and Resources
.. . �- . -.
• Acquiring land interests for municipal projects • Sound property management practices Wages&Benefits $181,535
support the effective and efficient Goods&Services 49,775
• Actively manages the City's Real Estate Assets(e.g.,tax management,surplus land delivery of City services-ensuring the Propertv Tax(Land) 140,000
sales)
City has access and/or ownership to Total Expenditures $371,310
• Provides professional analysis of land values,negotiating strategies and advice land required for the delivery of
around real property matters throughout the organization municipal services or capital projects. Total Revenues $113,000
• Re orts to Council in such land matters • Aggressive management of the tax roll
P Full Time Equivalent Positions(FTE)
has resulted in a cumulative savings of Management* 0.00
$725,000 since 2009 supporting the professional 2.00
organizations cost control initiatives. Total FTE 2.00
• Revenue streams in the form of land
agreements,land sales and any *Management position paid for out of the
ensuing development generate highly Saint John Industrial Parks budget and
desired revenue and tax base for the allocates time in the amount of 0.35 FTEs
City.More than$100,000 of annual
revenue is under management in this
category.
Approved 2013 2g2 131
.
: . - • : • • 1 1 .
Strategic Services Overview
The Strategic Services team supports the organization in leading innovation and responding to the constant �-
changes in our environment, economy and society. Organization and service goals are achieved by employing a .,, , , , , , ,
strategic approach to effective communication; facilitating collaborative service delivery planning and policy � �•� � �
development that engages the public in the decision-making process; managing relationships with other levels of
government, communities and organizations; maximizing the use of information technology to support Human
continuous improvement of service delivery; and building a high performance public service. Strategic Services Resources service
plays a key role in championing organizational collaboration through the Senior Leadership Team and ensuring
service delivery supports Council and Corporate Priorities and Strategic Plans. This area is also responsible for Corporate
measuring and reporting to Council and citizens on organizational performance to improve accountability for Planning Service
service delivery.
Intergovernmental
Organizational Goals Affairs Service
To establish the City of Saint John as a service-based, results oriented, high performance public service Corporate
organization.
Communications Service
Service Based Results Oriented High Performance Information Technology
Systems Service
• Considering the needs of the • Respond to constant changes • Collaborative, strategically
community as a whole in the community through minded workforce
• Creating opportunities for communication, collaboration � Culture focused on
citizen feedback and input and technology contributing to community
• Demonstrate value for goals through service delivery
• Responding effectively and investment in the community
efficiently to address • Resource conscious and
community needs • Build capacity the accountable for results
organization to effectively and
efficiently deliver service
Approved 2013 132
253
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: . - • : • • 1 1 .
Strategic Services Summary
Approved 2013 Projected Expenditures
2012 Expenditures Revenue FTE 2014 2015 2016
Human Resources 1,289,937 1,428,037 10.20 1,424,028 1,446,708 1,429,933
Corporate Planning 505,331 499,585 3.20 508,243 515,704 523,323
Intergovernmental Affairs 143,151 148,658 1.20 153,556 158,403 163,023
Corporate Communications 521,346 521,505 3.20 531,892 541,500 550,836
Information Technology Systems 1,946,235 2,087,058 60,600 17.20 2,132,591 2,178,727 2,220,102
Strategic Services Budget $4,406,000 $4,684,848 $60,600 35.00 $4,750,310 $4,841,042 $4,887,217
Approved 2013 133
254
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: . - • : • • 1 1 .
Table of Contents — 2012 Service Plans
HumanResources......................................................................................................................................................................... 135
CorporatePlanning....................................................................................................................................................................... 141
IntergovernmentalAffairs............................................................................................................................................................ 147
CorporateCommunications ......................................................................................................................................................... 152
InformationTechnology Systems................................................................................................................................................. 156
Approved 2013 134
255
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: . - • : • • 1 1 .
Human Resources
We provide support services aimed at ensuring"a skilled and - � -
knowledgeable workforce demonstrating commitment, integrity and Compliance with regulatory and legislative requirements
responsibility in service to the Citizens of Saint John." Our sub-services Focus on strategic plan, human resources planning, priority setting and
include human resources, salary and benefits administration,job staffing, policy development
employee training and development, industrial relations, performance Organizational effectiveness
management, organizational development and employee health and safety External labour market and economy
programs. Provides Human Resources services that support the strategic Emerging technology
direction of the organization in the achievement of corporate goals and
achievements—a service based, results oriented, high performance public
service organization.
2012 Human Resources Service Accomplishments and Performance
Human Resources, Salary, and Benefits and Administration
• Administered employment and provided related services for 650 employees plus casual employees (benefits, personnel records, training,
salary,total compensation)
• Administered employment and provided related services for 860+ pensioners
• Managed 43 Return to Work Cases
• Managed 19 Workers Compensation Cases as of Oct 24, 2012
• Administered Outside Workforce Career Development System, 293 permanent employees
• Implemented new Performance Review software and updated and supplied training materials
• Co-ordinated Scheduling of Outside Workforce training
• Completed Benefits Audits
• Conducted Long Service Recognition and Retirement Banquet; Honored 33 Long Service employees and 72 retirees
• Prepared for Transition to New Records Management System—On-going
Approved 2013 135
256
.
: . - • : • • 1 1 .
• Improved the Return to Work Program, including new OMA for Outside Workforce
• Implement Attendance Management Program for all employees—Policy has been drafted
Organizational Development
• Supported the on-going implementation of the new Organizational Alignment and culture change
• Prepared Three-Year Staffing Forecast for the Outside Workforce
• Initiated Development of succession management strategy
• Developed &delivered corporate coaching program
• Carried out Tal Op function mapping analysis for HR services
• Provided Internal Consulting Services to managers
• Implement a Respectful Workplace Program that will facilitate cultural change. Policy has been drafted
Occupational Health and Safety
• Established uniform standards of operational safety effectiveness across the organization
• Facilitated 15 accident investigations and required follow up in all service areas
• Achieved a Lost Time Accident Frequency Rate 33% lower than our Industry group in 2012
• Implemented new Manual Material Handling Program in Saint John Water(SJW) and Transportation Services to reduce back injuries and
other types of and musculoskeletal Injuries
• Provided value-added Safety Program Development and Internal Consulting Services to all Departments
• Protected the City's Corporate Compliance Record and Due Diligence Posture
Job Staffing
• Staffed 254 positions- Internal and External Candidates
• Successfully Delivered Year Three of the LEAD Program
• Conducted numerous orientation sessions &on boarding activities
• Administered workplace reduction arising from 2012 budget process
Approved 2013 136
257
.
: . - • : • • 1 1 .
Performance Management
• Completed performance reviews for employees in our outside workers, non union all management/professional groups
• Conducted Performance Management Training for all new managers and supervisors
• Monitored completion of Performance Reviews for each Employee Group
Industrial Relations
• Maintained positive relations with Employee Groups and resolved issues through Mutual Interest Committees
• Finalized new Collective Agreement with Outside Workers, C.U.P.E Local#18
• Finalized new Collective agreement with Inside Workers, C.U.P.E Local #486
• Concluded Fire Negotiations and the Arbitration Process (IAFF Local#771)
• Managed Rights Arbitrations,various workforces
• Managed Grievance Process, various workforces
• Carried out special investigations related to matters of employment
• Managed the disciplinary process, all workforces
Training and Development
• Managed Outside Workforce Career Development Training System
• Designed, developed and delivered in consultation with departments on the Job Training (OJT) and related Outside Workforce Operational
Training
• Delivered 21 In-house safety training programs
• Liaised with Government Departments,Agencies and Professional Associations to integrate current standards of certification and licencing
into the Outside Workforce Career Development System
Approved 2013 137
258
.
: . - • : • • 1 1 .
2013 Initiatives, Major Projects and Human Resources Service Delivery Highlights
Human Resources, Salary and Benefits Administration
• Continued improvement to the Return to Work Program
• Transition reporting to align with new Career Development System, Outside Workforce
• Implement Attendance Management Program for all employees
• Align HR Records with Corporate Records Management System
• Update Job Descriptions and Job Profiles for management/professional staff and outside workforce
Organizational Development
• Review and update Human Resource Policies and Administrative Procedures, and manage the Implementation of Human Resource Policies
and Administrative Procedures
• Implement a Respectful Workplace Program that will facilitate cultural change
• Design a Corporate Wellness Program—draft scope and begin implementation
• Support the on-going implementation of the Organizational Alignment and Culture Change, and support Implementation of the Core Service
Review
• Design an employee communication/engagement strategy in partnership with Corporate Communications
• Develop a Succession and Recruitment Plan that will allow the City to attract and Retain Individuals that will support the Organization in
achieving its Goals and Delivering Quality Service to the Public
• Further develop& implement corporate coaching initiative
• Provide internal consulting services to all City Departments
Occupational Health and Safety
• Increase operational effectiveness of the 5*22 through communication, training, and audits
• Enhance 5*22 Performance Reporting and Accountability
• Provide Manual Material Handling Program to all Operational Departments
• Facilitate Development of standard Operating Procedures, all Operational Service Areas
Approved 2013 138
259
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: . - • : • • 1 1 .
• Provide internal consulting services to all City Departments
Job Staffing
• Staff vacant positions, all workforces, in accordance with approved 2013 establishment
Performance Management
• Implement Performance Reviews for all employees in the Fire Service
• Review, Update and Communicate Probationary Performance Evaluations and Processes
• Develop and implement new administrative model and communication strategy to increase compliance with respect to performance review.
Industrial Relations
• Prepare for Negotiations with C.U.P.E Local#18, Outside Workers
• Prepare for Negotiations with C.U.P.E Local#486, Inside Workers
• Strengthen Mutual Interest Processes with all City Workforces
Training and Development
• Develop an orientation package for managers on Human Resource processes
• Develop and deliver Foreman/Operator Training in progress
• Review and Revise Training Structures to ensure Alignment with Operational Requirements and New Employment Structure
• Develop and Manage Outside Workforce 2013 Training Plan
• Develop and Manage Career Training System for Inside Workers
Approved 2013 139
260
.
: . - • : • • 1 1 .
Human Resources -Service Levels and Resources
•. . - �- . -•
• Develop and review existing plans that support succession planning,recruitment, • Supports the organization is building Wages&Benefits $905,029
performance management,employee wellness and recognition and employee capacity to effectively and efficiently Goods&Services 523,008
orientation. delivery service to the public and Total Expenditures $1,428,037
respond to change.
• Benefit administration Full Time Equivalent Positions(FTE)
• Ensure compliance to legislation Mana ement 2.20
• Manage staffing process for all employee groups g
governing employees in the workplace. professional 2.00
• Collective agreement administration • Increase organizational capacity. Non-Union 6.00
o Mutual Interest Committee facilitation Total FTE 10.20
o Grievance administration • Improve organizational performance.
o Update interpretive guidelines
o Interpretation and administration of Collective Agreements • Fulfilling employer obligations.
• Employee development including performance reviews,training and development, ' Human Resources is currently staffed at
and coaching 70*strength in total,and at 50%of its
management complement.Effective
• Manage Return to Work program for all Employee Groups,including Workers execution of the 2013 Service Plan for
Compensation claims this area is contingent upon full staffing
of human resources services.
• Facilitate Job Evaluation
• Unplanned service demands requiring a
• Deliver bi-monthly orientation sessions program response are inevitable and
• Negotiations consume significant resources and
reduce ability to carry out service plans.
• Provide internal customer service The Tal Op function mapping and ISN
o Provide guidance and support to managers and employees on a variety of interventions were two such examples
employment issues in 2012.
o Complete numerous benefit and payroll requests from internal customers
o Create awareness of employer obligations Consult with manager in all service
areas in regards to safety improvements
• Participation in various corporate projects and initiatives
• Deliver internal consulting services for all HR services
Approved 2013 140
261
.
: . - • : • • 1 1 .
Corporate Planning
Corporate Planning provides strategic guidance and support to the _ �
Corporation in being a service-based, results oriented, high performance
public service organization.The area is responsible for coordinating Emergence of consultation and collaboration as a decision-making tool
strategic planning processes that ensures service delivery aligns with the Expectations for transparency and accountability in local government
vision and goals for Saint John; facilitating a corporate-wide performance Organizational capacity
methodology that support the Corporation in meeting its accountability Requirement to respond to evolving needs of the community
objectives; providing project management for corporate initiatives that are
transformative in nature; managing a service process improvement Focus on strategic planning and demonstration of results
program that looks at end-to-end processes with a goal of improving
effectiveness and efficiency; and conducting research and analysis in support
of policy development.
2012 Corporate Planning Service Accomplishments and Performance
Strategic Planning
• Developed a high-level plan to complete the strategic planning process (based on the City's planning framework adopted by Common
Council) inclusive of Council orientation and priority setting, corporate strategic plan and the 2013 service-based budget process.
• Designed and managed the delivery of a Council Orientation Program that incorporated input and feedback on expectations from the
previous Council. The program was conducted over four sessions and was intended to provide information related to process, service
delivery and the financial position of the City to support Council's decision-making. A bus tour was included as part of the program to provide
an opportunity for Council to see the impact of their decisions through the implementation of policy, plans, and strategies.
• Designed and carried out a public engagement program that included community workshops (with over 200 participants at four ward located
workshops), on-line consultation (over 400 surveys started), and statistically valid survey tools to inform Council's priority setting, core
service review and the 2013 service-based budget process.The program was supported by a number of consultants; however, Corporate
Planning staff was responsible for the overall management of the program and reporting of engagement results.
• Managed Council's priority setting process including development of a Terms of Reference for external facilitation services, administrative
support to deliver Council's priority setting sessions, guidance in drafting Council's priorities and development of a communications strategy.
Approved 2013 141
262
.
: . - • : • • 1 1 .
• Designed and facilitated a strategic planning process for the P.R.O. Kids Board. This involved working with Community Development staff and
board members to redefine a vision and mission for P.R.O. Kids and identify key outcomes and actions to focus resources.
• Review and update of the Corporate Strategic Planning was planned for 2012. In terms of 2012 accomplishments, outcomes and planning
objectives where outlined in a more strategic and integrated planning approach to support Council's priority setting and the budget-process.
Given staffing levels in Corporate Planning (with vacancies throughout the year) and corporate capacity,the planning processes will be
completed in 2013. As a result of the Council's priority setting,the planning process will better align and support the achievement of council's
goals and objectives.
Project Management
• Continued project management support for the implementation of a customer service improvement strategy that focuses on the
development of corporate customer service standards, development of a training program, and implementation of a customer relationship
management (CRM) solution and software. Work in 2012 consisted of working collaboratively with the City's Information Technology team to
secure an early adopter agreement that will support a CRM solution that will result in significant savings to the City, drafting of corporate
standards and mapping service processes to support the implementation of CRM software.
• Completed a corporate resource leveling process to understand commitments to corporate initiatives and projects to better understand
organizational capacity to support the achievement of Council, service and legislative priorities and requirements (Wigs & Pigs). Work
involved supporting service areas in defining over thirty-five (35) corporate initiatives/projects including high-level scoping of goals and
objectives and identifying resource requirements. Additional work included developing a definition of a corporate initiative/project, criteria
for prioritizing, integrated schedule (Gantt chart) of projects, resource allocation and analysis of internal service support requirements.
• Provided detailed project planning facilitation and project management support for the Public Sector Accounting (PSA) corporate projects
being led by Finance and Administration Services. This is a multi-project initiative (total of three projects)that will ensure the City is
compliant with provincially legislated Public Sector Accounting standards.
Approved 2013 142
263
.
: . - • : • • 1 1 .
Performance Management, Service Improvement and Organizational Effectiveness
• Engaged services of Ipsos Reid to conduct an independent, statistically valid citizen surveys,focused on understanding the needs and
concerns of our citizens, assess citizen satisfaction and service performance, and support continuous improvement of service delivery.
• Continued focus on performance reporting, researching SharePoint as a potential performance dashboard and how to better utilize the City's
web-site to report service results. Given staffing levels in Corporate Planning (with vacancies throughout the year) and corporate capacity,
the more detailed planning and implementation of accountability and reporting tools will be completed in 2013.
• Managed the first year of a multi-year core service review. This involved the development of a Terms of Reference and engagement of an
external service provider. Year one results include an inventory of public-facing services, core service assessment (continuum), identification
of service opportunities for change and analysis of year one service opportunities for cost savings or service improvements.
• Continued support for the design and implementation of an organization realignment that will establish the City as a service-based, results
oriented, high performance public service organization. More specifically in 2012, provided consulting advice and support for the
development of competency based position profiles for the senior leadership team and the next management level down, documentation of
organizational structure for service areas,transition of the City's establishment into the new organization alignment, and completion of
service-based budget documents.
• Research of organizational structures and service responsibilities across many Canadian municipalities to determine best practices for
reporting relations related to legislated services, specifically legal and service typically delivered through the Common Clerk.
• Worked in collaboration with the Information Technology team to create a corporate policy governing organizational use of mobile devices.
Budget Planning
• Finalized the initial phase of implementation of a service-based format for budgeting in early 2012. Significant work was required to
determine and documents new service levels and the impact of changes in service to implement the cuts identified as part of the 2012
budget process.
• Developed an integrated, strategic approach to the 2013 service-based budget process that incorporates Council's priority setting and a core
service review, all to be informed through a public consultation program to ensure decisions reflect the community's priorities. The approach
was approved by Council July 18, 2012.
Approved 2013 143
264
.
: . - • : • • 1 1 .
• Managed a coordinated approach to the 2013 service-based budget process. Working with the Financial Management service area, work
included a collaborative approach to setting budget guidelines, providing guidance to service areas in meeting service-based budget
expectations, analyzing budget submissions in terms of service level options (some of which will incorporate core service review results), and
finalizing the service-based budget package.
• Refinement of the service-based approach to budgeting, brining on-line a number of the City's enabling services and better estimating service
related expenditures to support the move to full-costing of service.
2013 Initiatives, Major Projects and Corporate Planning Service Delivery Highlights
Strategic Planning
• Design and facilitate a process to review and update the Corporate Strategic Planning, ensuring that it supports Council in achieving their
priorities and establishes the City of Saint John as a service-based, results oriented, high performance public service organization.
• Support Council in the detailed planning and identification of performance indicators required to successfully achieve the priority outcomes
and actions identified in Council's Priorities 2012-16.
• Develop a coordinated strategic planning framework that supports the implementation PIanSJ principles across all services.
Project Management
• Continued support for the implementation of the improvements outlined in the Customer Service Strategy. This will largely involve continued
implementation of corporate customer service and communication standards,training program, customer relationship management (CRM)
solution (including process documentation and software implementation).
• Coordinate corporate initiatives (i.e., WIGs and PIGs) project management among service areas. This will involve the continued development
and maintenance of an on-line system to support a coordinated approach to the management of corporate initiatives to support the process
(i.e., WIGs and PIGs).
• Provide project management consultation for corporate initiatives like the implementation of the Public Sector Accounting(PSAB) projects.
• Provide project management for assigned corporate projects or initiatives as they arise.
Approved 2013 144
265
.
: . - • : • • 1 1 .
Performance Management, Service Improvement and Organizational Effectiveness
• Manage year two of core service review, focused on identification of cost savings or service improvements and supporting the service-based
budget process.
• Review of technology device deployment to ensure employees have the appropriate device for work requirements and that the charge back
program supports sound financial management of technological resources.
• Support the development of a Council reporting system that links Administrative recommendations to Council's priorities. This would include
reorganization of Council meeting agendas to support better decision-making.
• Design and publish an annual report that outlines progress on Council's priorities, results of key service performance indicators, and financial
position of the City.
• Support implementation of strategic communications by ensuring that information is available to create better awareness of community and
corporate strategic direction, demonstrate accountability for results, and facilitate public education that communicates what citizens can
expect as a result of service delivery.
• Develop and implement a framework to coordinate reporting of service performance metrics and PIanSJ service measures.
• Implement a web-based performance reporting tool, with continued focus on measuring and reporting on citizen satisfaction.
Budget Planning
• Continued coordination of service planning and improvements to the service-based approach to budget presentation.
Approved 2013 145
266
.
: . - • : • • 1 1 .
Corporate Planning-Service Levels and Resources
.. . - �- - . -�
Strategic Planning • Strategic planning and performance Wages&Benefits $332,720
• Administer the City's planning frameworks reporting guidance supports the City Goods&Services 166,865
• Design and manage public engagement opportunities(as required) of Saint John in establishing itself as a Total Expenditures $499,585
• Lead or facilitate service-based strategic planning initiatives service-based,results oriented,high
• Research and analysis to support the Senior Leadership Team performance public service Full Time Equivalent Positions(FTE)
• Build cross-functional teams to create citizen-focused outcomes organization. Management 0.20
Professional 2.00
Project Management • Corporate Planning supports the Inside Workers 1.00
• Manage corporate projects using sound project management principles organization in better Total FTE 3.20
• Provide project management consultation for corporate initiatives communicating strategic direction
• Promote the use of corporate project management standards and reporting results to the public,
• Establish and manage a corporate projects repository providing a means to demonstrate
• Provide project management training for the career progression program value for public investment in the
community.
Policy Analysis and Development(Corporate)
• Conduct research and analysis to develop policy recommendations • As a fairly new service area,
• Create opportunities to working collaboratively with key stakeholders employees are developing in-house
expertise to conduct service reviews
Performance Management(Service-based) for recommending and implementing
• Produce public performance reports by collaborating with service areas improvements.
• Provide guidance or advice as part of service area planning
• Facilitate development of performance indicators /service level standards • Reduced funding for translation and
• Liaise with other municipal governments to develop`best practices' design work will require strategic
• Create a corporate performance dashboard to report on service metrics thinking around the type and amount
of ineasures to report to the public.
Service Improvement
• Analyze service metrics to determine areas for service improvement • Assignment of unplanned initiatives
• Lead or facilitate corporate service improvement initiatives to the Corporate Planning work plan
may result in a change in direction or
• Provide subject matter expertise on the service alignment in the execution of planned priorities
• Participate as a subject matter expert for service area improvements for 2013.
Service—Based Budget
• Design and administer a service-based approach to budgeting
• Support service areas in meeting budget objectives
• Provide subject matter expertise on vertical service alignment
Approved 2013 146
267
.
: . - • : • • 1 1 .
Intergovernmental Affairs
The Intergovernmental Affairs Office advances the City's financial and . �
policy interests in pursuing opportunities and addressing priorities of the
community. Intergovernmental projects within the City will be Focus on intergovernmental collaboration to achieve planned outcomes
coordinated, strategic and consistent with the objectives of the City of Focus on strategic planning, priority setting and policy development
Saint John. As a new function within the City's administrative structure, Organizational capacity
the goal will be to work collaboratively with key stakeholders from other Competition for funding and support for policy and regulatory change
levels of government, other organizations, and service areas, building Emerging internal coordination tools
relationships and improving the outcomes of Common Council's priorities Develop action plans to deliver strategic positions to external partners
for the community. The Office works to coordinate the City of Saint John's
grant applications, as well as serve as an information resource for the
Common Council on pending provincial and federal policies. In fulfilling its
responsibilities,the Intergovernmental Affairs Office will support the City in
establishing itself as a service-based, results oriented and high performance
public service organization.
2012 Intergovernmental Affairs Service Accomplishments and Performance
• Distributed findings from environmental scan on intergovernmental affairs and presented action plan on intergovernmental affairs.
• Investigated and interpreted developments in the federal and provincial government that will affect municipal interests and communicated
with Common Council and City Staff. Included briefing notes on Community Infrastructure Improvement Fund, Reception with local elected
officials, proposed Regional Service Commissions, Provincial Budget 2012, Cities of New Brunswick Association AGM, and Government
Renewal Program (GNB).
• Developed reports and/or presentations for Council, including: Orientation on Intergovernmental Affairs, Municipal Reform Action Plan (x3),
and Affordable Housing.
• Supported City of Saint John's participation and outcomes at Federation of Canadian Municipalities (FCM) and Cities of New Brunswick
Association (CNBA). In addition, maintained regular contact with other municipal associations, including Union of Municipalities of New
Brunswick,Association francophone des municipalites du Nouveau-Brunswick, and Association of Municipal Administrators of New
Brunswick.
Approved 2013 147
268
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: . - • : • • 1 1 .
• Contributed to the administrative support and municipal transition in and around Municipal Election 2012:
o In partnership with Corporate Planning, developed, implemented and evaluated data compiled through exit survey for Members of
Council 2008-2012;
o In partnership with the Clerk's Office, orchestrated and supported pre-election information session for public and interested candidates;
o In partnership with Corporate Planning, developed and supported council orientation programming, including orientation on
intergovernmental affairs as well as bus tour;
o Designed and implemented introductory reception to support relationship building amongst all local, provincial and federal elected
officials from Saint John;
o Worked with the Board of Trade to design the private sector orientation for Members of Council and all other elected officials from Saint
John.
• In collaboration with Enterprise Saint John and Communications, contributed to the Intelligent Communities Forum in New York City and the
City's achievement of Top 7 Intelligent Communities. Encouraged the participation of provincial elected officials and orchestrated meetings
amongst distinguished guests during event.
• Developed process to solicit feedback, research policy alternatives and draft City of Saint John Position Paper on Local Governance Reform
2012.
• To strategically deliver the City of Saint John Position Paper on Local Governance Reform 2012,the office of Intergovernmental Affairs
formulated and successfully implemented the Government Relations and Communications Plan:
o Directive to Members of Council and Senior City Staff to pursue access points within the Government of New Brunswick in order to
successfully deliver position;
o In partnership with Communications, developed strategy to effectively deliver position to the public and media;
o Provided review and analysis of implementation of Government Relations and Communications Plan.
• Facilitated the exchange of information and coordination on intergovernmental initiatives between City of Saint John Staff and Common
Council:
o Developed process to identify City projects to be pursued for external funding programs;
o Led the screening process to identify priority City projects under ACOA's Community Infrastructure Improvement Fund;
o In partnership with Communications and Facility Management, supported 2012 Community Recognition Award submission from the City
of Saint John;
o In partnership with Communications and local elected officials, successfully organized an announcement on GNB funding to the City tied
to Provincial Designated Highways.
Approved 2013 148
269
.
: . - • : • • 1 1 .
o Supported City Staff on various matters, including Safe, Clean Drinking Water; Pension updates to external partners; Relationship with
DOT and ongoing financial arrangements; Shards of Time Project; Cultural funding in Saint John; Safety concerns tied two-way radio use in
SJ fleet; Saint John and Environmental Trust Fund; Model Municipal Access Agreement.
• Facilitated the exchange of information and coordination on intergovernmental initiatives between City of Saint John, community partners,
agencies, boards and commission:
o Identified 6 City research projects in partnership with UNBSJ MBA Research Methods class, and supported interaction between class and
City of Saint John;
o Ongoing participation and support to the Board of Trade Government Relations Committee;
o Contributed to Enterprise Saint John's efforts around research on urban New Brunswick;
o Maintained ongoing intergovernmental support on SJ Industrial Parks endeavors;
o Supported intergovernmental objectives of Saint John Hotel Association, both linked to the developments on hotel taxation matters as
well as Saint John Trade and Convention Centre;
o Maintained an ongoing exchange of intergovernmental information and developments with Destination Marketing.
• Acted as a conduit of information and influence between the City of Saint John and other governments:
o Relationship building amongst Senior City Staff and Senior Staff of the Department of Environment and Local Government;
o Orchestrated a bilateral exchange of best practices between the City of Saint John and the Government of New Brunswick on core service
review and the Government Renewal Program;
o Strengthened relationships with key senior public servants and decision-makers in Fredericton and Ottawa;
o Strengthened relationship with fellow municipal administrators linked to intergovernmental affairs from Moncton, Fredericton, and
Halifax.
• Above and beyond regular correspondence, from January 2012 to end of October 2012, participated over 180 appointments and/or events
associated to intergovernmental affairs, including those with: elected officials; community/private sector partners; agencies, boards and
commissions; provincial public servants; City Staff/Council; and, municipal associations/partners. In addition, participated in over 20
different conferences or major meetings with linkages to government and external relationships.
Approved 2013 149
270
.
: . - • : • • 1 1 .
2013 Initiatives, Major Projects and Intergovernmental Affairs Service Delivery Highlights
• Strengthen and enhance existing relationships between the City of Saint John and other levels of government, organizations and companies.
• Improve the City's performance in federal and provincial granting programs including development of an inventory of grant programs.
• Continue regular briefing materials to support intergovernmental coordination, development and communication to employees and Common
Council.
• Strengthen the City's participation in municipal (provincial and federal) associations.
• Coordinate a SaintJohn Day in Fredericton to advance policy and financial interest.
• Participate in pre-budget consultation of the provincial government.
• In partnership with the Strategic Services Team, develop the Government Relations and External Partnerships Plan to help in the successful
delivery of Council priorities.
• Internal/external marketing of intergovernmental affairs functions in the City of Saint John.
• In order to support a strong evidence-based approach to intergovernmental programming and direction, conduct an environmental scan
(biennial) of the City of Saint John's relationships with external partners.
• Solicit input from Council and City Staff, research and develop IGA Protocol and Best Practices, which will eventually govern all
intergovernmental matters linked to the City of Saint John.
• Continue providing high level analysis and strategic direction on the Province's Local Governance Reform program;
o Support City Manager with involvement in pan-provincial working on unconditional grant reforms;
o Support Commissioner of Finance with involvement in pan-provincial working group on municipal property assessment;
o Coordinate efforts in and around the transition into the regional service commission;
o Continue developing strategy and coordinating interaction between Senior City Staff, Members of Council, fellow municipalities and
provincial counterparts linked to local governance reform.
• Further materialize a Saint John forum to discuss cross jurisdictional priorities amongst elected officials (municipal, provincial, and federal).
Approved 2013 150
271
.
: . - • : • • 1 1 .
Intergovernmental Affairs - Service Levels and Resources
.. . - �- - . -�
Support projects that require policy or financial support from other levels of • Intergovernmental Affairs works with Wages&Benefits $137,858
government in order to accomplish. Projects will include those defined by Council other levels of government,regional Goods&Services 10,800
priorities or otherwise advised by Council. agencies and organizations to form Total Expenditures $148,658
Su ort to a encies,boards,commissions and Cit Staff in develo in mutually beneficial relationships that
pp g y p' g,implementing �,�,ork to garner support and financial Full Time Equivalent Positions(FTE)
and monitoring intergovernmental initiatives.
resources that benefit the residents of Management 0.20
Complete initiatives that will improve the effectiveness and efficiency of advancing the Saint John. Professional 1.00
City's financial and policy interests. Total FTE 1Z0
• A reduction in travel over previous
Coordinate and support the completion of grant applications to various funding years will limit the quantity of out-of-
programs(varies annually). province travel for the Inter-
governmental Affairs portfolio.
Prepare correspondence,reports,presentations and submissions that support Innovative use of technology may help
intergovernmental initiatives.
to continue to build relationships out-
Periodic updates to Common Council and Senior Leadership Team as required. of-province.
By-weekly meeting with the City Manager and Commissioner of Strategic Services on
progress of defined intergovernmental initiatives.
Build intergovernmental tools and infrastructure to ensure a strategic and sustainable
intergovernmental approach for the City of Saint John.
Develop briefing materials for Senior Leadership Team and Council within 24 hours of
pertinent developments/announcements from Government of Canada and
Government of New Brunswick.
Respond to all intergovernmental inquiries from City Staff,Members of Council,
community partners,agencies,boards,commissions,private sector and government
partners within 24 hours.If necessary,have action items formulated to advance
initiative/inquiry within one week of initial contact.
Provide briefing material to Members of Council and Senior City Staff prior to major
interactions with key external partners.
Approved 2013 151
272
.
: . - • : • • 1 1 .
Corporate Communications
The City of Saint John serves its residents, businesses and visitors every
day by delivering a variety of public services and products. Corporate � �
Communications strives to provide public education and information that Organizational capacity
will foster positive relationships between the City, our employees, our
Public expectation with respect to all public service delivery
citizens and other organizations. Corporate Communications works with
service areas across the Corporation to help the public understand what Regulatory/legislative requirements for translation, public notifications
they can expect as a result of delivery of municipal services and the value Communication requirements for information and public engagement
their investment has in the community and to promote Saint John as a
great place to live,work and invest. Awareness and education are created Emerging technology for effective communication
using various channels including print, online and media. Diversity in population (age,culture, accessibility)
2012 Corporate Communications Service Accomplishments and Performance
Note: As of March 2012, the department consists of two employees as a result of a vacancy(current establishment is three
permanent employeesJwhich has had an impact on achieving planned initiatives.
• Key participant in the City's application and site visit to become a Top 7 Community as designated by the Intelligent Community Forum, an
international organization that studies the economic and social development of the 21st Century community. In 2012 Saint John was named
as one of the world's Top 7.
• Supported the ServiceSJ initiative by providing project support, communications counsel and advertising to encourage public participation in
the process.
• Supported Common Council to create priorities for their term.
• Continued efforts to ensure that the website reflects the communication needs of service areas and the public. This involved focused effort
to update news items and content daily.
Approved 2013 152
273
.
: . - • : • • 1 1 .
• Published two issues of InSight Magazine,the official publication of the City of Saint John providing citizens and business with information
about city service and initiatives. InSight won the 2011 Canadian Public Relations Nova Scotia Award in the print category. Approximately
38,000 copies of each issue are delivered and made available to the residents and businesses. It is cataloged and available on the City's
website.
• Key organizer of the City's Volunteer Recognition Awards Dinner.
• Organized a number media events, working with the local media, City staff, other levels of government and other organizations,to create
awareness of the value of service delivery initiatives and highlights service levels including the launch of the new Rockwood Park map, the
dedication of the Emera Trail at Lou Murphy Park and the Market Place Asphalt resurfacing project and Harbour Bridge construction.
• Provided support to over five (5) emergency incidents that occurred after regular business hours (i.e., evenings, nights and weekends including
boil water orders, extreme weather notifications, road closures and flooding).
• Provided support (in a variety of service levels)to a number of community events including Glen Falls Clean Up, Carleton Community Centre
fundraisers, Crescent Valley Days, Winterfest,the Return of the Lighthouse, Best Places in Canada contest(City Market) and Royal Visit.
• Supported marketing efforts in Rockwood Park(including new printed maps, web presence and event collateral) and the Commuter
Challenge.
• Issued and posted (as of October 25) over 115 bilingual news releases, advisories and PSAs.
• Provided branding, collateral and communications support for the PRO Kids 10th anniversary dinner
• Provided strategic communications on a number of sensitive files and unplanned initiatives.
• Prepared and submitted various award submissions,working with other service areas (e.g., Community Recognition Awards (three
submissions), and several successful submissions for PIanSJ)
• Supported large-scale, ongoing projects such as the Harbour Bridge Construction, Harbour Clean-up,the Winter Management Plan and the
2012 construction season.
• Provided support for the EMO evacuation signs video project.
Approved 2013 153
274
.
: . - • : • • 1 1 .
2012 Initiatives, Major Projects and Corporate Communications Service Delivery Highlights
• Working with key stakeholders to complete a website governance model, ensuring that the responsibility of website content becomes part of
service delivery and that the site is strategic in meeting communications needs.
• Update the communications plan and strategy,focusing on the organizational responsibilities for communication.
• Work with key stakeholders and others in the organization to develop a social media policy.
• Design an employee communication/engagement strategy with Human Resources.
• Address needs for public education about City services and operations (from workshops).
• Continue to develop communications, brand and media relations standards.
• Continue to support and organize various community and media events, in order to promote service delivery and the City as a great place to
live, work and invest through various channels.
• Continue to provide strategic support as well as enable service areas to perform basic communication activities (such as notification).
Approved 2013 154
275
.
: . - • : • • 1 1 .
Corporate Communications -Service Levels and Resources
- - .. . - �- . -.
• Provide 24 hour—7 days a week communication support coverage in response to • Corporate Communications works with Wages&Benefits $286,333
emergency events(not including fire and police un�ess required otherwise). service areas across the Corporation to Goods&Services 235,172
• Website maintenance including updating news events and content,responding help the public understand what they Total Expenditures $521,505
to external requests from the public. can expect as a result of delivery of
municipal services and the value their
• Produce print collateral—Insight Magazine(2 issues)flyers,posters,print investment has in the community, Full Time Equivalent Positions(FTE)
advertising for various publications(over 100 pieces annually). promoting Saint lohn as a great place to Management 1.20
• Respond to media requests and media coordination within one business day(95 live,work and invest. Professional 1.00
percent of the time). This accounts for approximately 25%of the daily activity. . Corporate communications strives to Inside Workers 1.00
TotaIFTE 3.20
• Respond to request for information from the pubiic,other levels of government foster positive relationships between
and other organizations)within two business days(95%of the time). the City,our employees,our citizens
• Support service areas in developing and executing communication plans and and other organizations building trust
products that educate the public on service initiatives and service levels and and confidence in the City as a public
responsibilities. service provider.
• Work with service areas to ensure communication meets quality standards. • Common Council has adopted Priorities
for their term,one of which is strategic
• Monitor media and social media sites to ensure that communication reflects City communication.
messaging.
• At current staffing levels,the
• Organize,facilitate or assist community and media events and meetings department can only function in an
(approximately 5 per year).
operational,reactive capacity,affecting
• Develop and delivering strategic messaging for the City of Saint John. ability to communicate and educate.
• Establish communications standards and processes across the organization, . Must consider ability of new staff to
improving organizational competencies,expertise and management practices to "ramp up"and training time.
support the delivery of high-quality communication services.
• Unplanned and"ad hoc"work affects
ability to respond and response times.
• Full staff complement(3)is lower than
similar sized municipalities.
Approved 2013 155
276
.
: . - • : • • 1 1 .
Information Technology Systems
Information Technology (IT) is responsible for delivering services to the _ �
organization of The City of Saint John ("organization") in the form of Changing technology; maintenance and availability demands
network connectivity, IT hardware,telecommunications, and business
process enhancements. Security needs; protection of the City's information assets
Leveraging technology for process improvement and cost effectiveness
IT value is as a partner service, rather than just a support service. IT Legislative requirements around protection of privacy
has the potential to help most business processes in the
organization become more efficient. Organizational capacity; needs of service areas
Expectations of internal users of information technology assets
IT further supports all of their services during regular business
hours by means of a service desk, and after hours via on call
technicians providing 24/7 coverage.
2012 Information Technology Systems Service Accomplishments and Performance
• New Police Head Quarters (PHQ) at One Peel Plaza:
o Designed PHQ network and firewalls to ensure security, appropriate segmentation, and system integration.
o Provided the Police Force expert guidance in creating required security documentation and certification.
o Purchased and commissioned necessary network and servers to deliver services required the Police Force.
o Test systems to ensure high availability and functionality.
o Moved Police Force technology to PHQ without affecting Police Operations.
o Manage and maintain IT in PHQ.
• No unplanned service outage in 2012.
o This includes maintaining the City's telephony and 911 services during a province wide service disruption in February.
• Deployed new desktops/ laptops as part of the Evergreen Program and upgraded desktops and laptops to Windows7
o This was achieved in-house without hiring a contractor and saving $25,000.
• Introduced an improved server and network infrastructure maintenance program. The program that streamline and simplified
internal processes, and in addition save over 15% over maintenance costs.
Approved 2013 156
277
.
: . - • : • • 1 1 .
• Restructured the backup and restore processes. The restructuring improves efficiency and allowed expanding City data stores to
grow and be protected.
• Implemented 3 external web sites which received over 2 million visits in 2012:
o saintjohnpoliceforce.ca —a new bilingual website for the Saint John Police Force.
o Tourism —designed website for the Destination Marketing Organisation.
o Transit—a new bilingual site for the City Transit
• Installed, configured, and migrated all users to a new eMail system (Microsoft Exchange 2010 and Symatec Vault 10) and security
authority. The transition was accomplished transparently without user knowledge or interaction.
• Migrate critical service data to a new disk storage solution (Network Attached Storage - EMC). The project involved:
o Load balanced storage delivery between disk storage solutions to improve performance and availability;
o Select and configure new backup tape location; and
• Worked with GIS to transition and implement a new City GIS system, ESRI.
• Support the Clerk's office in the implementation of new communications solutions for members of Common Council.
• Worked with Enterprise Saint John to identify projects and activities the City of Saint John has undertaken for recognition as a
Smart 21 Community by the Intelligent Community Forum (ICF). Participated in a stakeholder event to continue in the process to
have the City designated as one of the Intelligent Seven.
• Developed a new community web service for those with the Autism. The website allows information to be securely entered into a
database hosted by the City. The information is then available to Police officers and medical professionals in the event of an
incident. This was an excellent learning and collaborative experience between the City, the Police Force, the Horizon Health
Service, and UNB Nursing.
• Created over 50 reports and online systems for a variety of service areas including Common Council (system to track and report on
Council action resolutions) and Inspection Services (a Dog License registry and Animal control database).
• Supported the City's information management project with technical expertise and direction in relation to the implementation of
SharePoint 2010.
Approved 2013 157
278
.
: . - • : • • 1 1 .
• Completed 6,430 service calls from internal customers (a reduction of 5% over 2011). Service calls relate to application and
hardware issues.
2013 Initiatives, Major Projects and Information Technology Systems Service Delivery Highlights
• Business process improvements through the use of Sharepoint for most departments
• Implement and rollout SharePoint 2010. The implemented system will accommodate future implementation of Records
Management.
• Continue to support the implementation of customer service improvement strategy. Key contribution will be the implementation
and testing of the beta CRM software and procuring the final release version of the software. IT will also support the development
of business processes related to using the software to track and monitor service requests.
• Complete City wide upgrade of all desktops and Laptops to Windows 7 and Office 2010 for all City assets.
• Select and implement Mobile Device security for mobile devices and incorporate acceptable use in a revised Information
Technology Asset and Internet Policy.
• Review the Desktop Computer asset inventory and investigate cost reducing methods to deliver desktop services (e.g., Thin Clients
and VDI). The goal of this project will be to realize a $124,000 unsustainable cut to the service in the 2012 budget.
• Investigate and implement software to manage the City's fleet (vehicles and equipment).
• Continue to support all City information technology assets including maintenance and licensing agreements (including Financial
and 911 Systems), server replacements, and internal service requests.
• Investigate providing mobile dispatch services to Rothesay Regional Police Service and hosting digital evidence (fee for service).
• Develop and test procedures for back-up and restoration for data and system. This will involve :
o Selecting and configuring new backup tape location; and
o Consolidate Police and City backups on a single solution.
• Complete a security test of the City's logical and physical networks and the information protection systems.
Approved 2013 158
279
.
: . - • : • • 1 1 .
• Replace the City's central network Core. This will require increase performance and flexibility, and enable new technologies.
• Upgrade network infrastructure at the CGAC to support an Enterprise CCTV system.
• Implement a video conferencing system for City staff to leverage for City business. Video conferencing will reduce the travel
requires of staff.
• Expand the use of alternative technologies for enabling staff to complete roles; this includes Thin Clients, Virtual Desktops, and
tablets.
Information Technology Systems - Service Levels and Resources
.. . - �- - . -.
Provide technology support for all aspects of corporate software as required for . IT service delivery is integral to all Wages&Benefits $1,310,938
service related operations ensuring software is available and is licensed,maintained aspects of services delivered to our Goods&Services 860,020
and upgraded based on an agreed upon lifecycle(approximately 20 different citizens. Recoveries(Police HQ) (83,900)
applications) . Vital to the protection of the City's Total Expenditures $2,087,058
• Exchange—email and calendar coordinations
information assets and citizens'
• SharePoint—Intranet and Information Management Revenue $60,600
• External Web presences—hosting saintjohn.ca,and other web sites
personal data.
• Shared drives—network drives for storing City documents • Enables effective and efficient Full Time Equivalent Positions(FTE)
• Databases that store booking records for facilities,Parking Commission interfaces, communications(internally and Management 1.20
Billing applications,network health logs,GIS,Scheduling applications. externally). Inside Workers 16.00
• CCTV recordings Total FTE 17.20
• Supports continuous improvement of
• Building management and access control systems service delivery by ensuring that
• Enterprise resource planning(ERP),Work Order,and Financial Systems technology is utilized in a way that
• Support Emergency services makes service delivery more effective
and efficient. IT will need to work
collaboratively with other service areas
for project management and training
expertise support.
Approved 2013 159
280
.
: . - • : • • 1 1 .
Service Levels and Resources Continued...
.. . - �- - . -�
Support and maintain IT assets including:
• 600 desktops and laptop-replaced on a four year cycle as part of the Ever Green
Programme
• 30 Police Toughbooks PCs laptop-replaced on a four year cycle as part of the Ever
Green Programme
• 15 handhelds
• 40 printers
• 6 SmartBoards
• 115 Blackberrys/Smart phones, 165 Cell Phones,and 361 Data devices
301 IP Phones,324 POTS phones and 76 Fax/Modem lines
Provide consulting to assist service areas in evaluating,selecting and implementing
technology solutions including hardware and software
Manage,maintain and secure City's Local Area Network(LAN)
• 150 network devices(including firewall,telephony switches in city Hall,and Police
Infrastructure)
• 20 high speed links to other City facilities(eg Fire Stations, Municiple Operations
facilities, Police Stations)
• 25 links to small remote sites(Recreation Centers,Pumping stations)
• Remote access to employees(VDI and Netmotion)—travel and working from home
Manage the telecommunications system including cellular and desk phones and
validate/optimize usage and charges
Manage,maintain,secure and upgrade the citys servers and services including:
• Over 90 servers(physical and virtual)
• 20.4T6 of data(including managing backups and restorations)
• Over 140 server and PC services and applications
• Maintain high availability of these servers(99.99%uptime)
Deliver internal customer service by providing solutions or work order supported
assistance for application,desktop and printer technical support through the IT Service
Desk
Approved 2013 160
281
- • •
: . - • : • • - 1 1 .
Le�islated Services Overvie�r
Legislated services are inclusive of the corporate offices outlined in the Municipalities Act. These include the City Manager's Office,The
Common Clerk's Office and the City Solicitor's Office. The budget also incorporates the planned expenditures related to Common Council.
�i �1II, I �„
To establish the City of Saint John as a service-based, results oriented, high performance public service organization.
� ,_� � �<c,� �_..��� o� .,d�c�
• Considering the needs of the community as a • Providing strategic leadership in delivery cost- • Collaborative,strategically minded workforce
whole effective service to the community . Culture focused on contributing to
• Creating opportunities for citizen feedback • Ensuring access to Council and its decision community goals through service delivery
and input through corporate records management . Resource conscious and accountable for
• Responding effectively and efficiently to • Protecting the interests of the City as a results
address community needs corporation
Approved 2013 282 161
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: . - • : • • - 1 1 .
Legislated Services Financial Summary
Approved 2013 Projected Expenditures
2012 Expenditures Revenue FTE 2014 2015 2016
City Manager's Office 399,574 401,268 2.00 408,334 415,387 422,600
Common Clerk's Office 813,130 735,400 7.00 754,640 769,623 784,905
City Solicitor's Office 823,759 703,834 5.00 717,007 732,261 746,903
Common Council
Mayor's Office 201,630 183,305 186,360 189,439 190,957
Council 427,500 402,480 386,120 389,675 398,219
Total Common Council 629,130 585,785 572,480 579,114 589,176
Regional5ervices Commission - 42,054 42,054 42,054 42,054
Legislated Services Budget $2,665,593 $2,468,341 14.00 $2,494,515 $2583,439 $2,585,638
Approved 2013 28g 162
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: . - • : • • - 1 1 .
Table of Contents — 2013 Service Plans
CityManager's Office................................................................................................................................................................... 164
CommonClerk's Office................................................................................................................................................................. 167
(Legal Service) City Solicitor's Office ............................................................................................................................................ 172
Approved 2013 284 163
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: . - • : • • - 1 1 .
Cit�r Mana�er's Office
The City Manager's Office provides overall corporate management and �-
strategic and managerial direction to the Corporation of the City of Saint Expectations for transparency and accountability in local government
John.The primary objective is to ensure that the administration operates organizational capacity
efficiently, cost effectively and in accordance policy set by Common
Council. Responsiveness to evolving service needs of the community
Priority on strategic planning and demonstration of results
The City is striving to become recognized as a service-based, results
oriented high performance organization. The goal is to deliver service Focus on building government, corporate and community relationships
that meets the needs of our community in a cost effective manner. In Expectations for cost-effective service delivery
working to accomplish this goal,the City Manager is directly responsible
Growth and Development Services, Urban Environment Services,Transportation and Environment Services, Saint John Water Services, Finance
and Administrative Services, Strategic Services and Legislative Services.
The City Manager and senior administrative officers provide Council with information and advice on policy matters and ensure that Council's
decisions, policies and programs are executed. In addition,they oversee The City's operating and capital budgets and are accountable for long-
range and corporate plans for the organization.
,.. o. � ._.,. . �� ,
• Delivery of a service-based budget—working collaboratively with service areas to identify service reductions to offset the unfunded pension
liability (greater than 8 million dollars in the general and utility operating budgets)
• Facilitation of the development of affordable and sustainable options to address pension requirements,working collaboratively to seek input
from all stakeholders and supporting the transition to the Provincial task force
• Appointment of commissioners as part of the organization re-alignment initiative implementation and working collaboratively as a senior
leadership team to establish the City of Saint John as a service-based, results oriented, high performance public service organization
• Corporate leadership in facilitating support for Common Council's initiative of greater service efficiency through function mapping
Approved 2013 285 164
- • •
: . - • : • • - 1 1 .
• Leadership for intergovernmental opportunities and challenges including representing the City's interests with respect to provincial mandates
on the implementation of Regional Service Commissions, local governance reform and revenue generation (i.e., alternatives to the
unconditional grant).
• Strategic guidance in the implementation of an integrated approach to the 2013 service-based budget process including Council's priority
setting and a multi-year core service review to determine what services the City should be proving and at what level
• Oversight in the development of policy and service recommendations that are intended to support cost-effective delivery of service that
addresses the needs and interests of the community
• Corporate support for the delivery of service and community development that aligns with the principles of PIanSJ including the development
of a long-term capital investment plan that support Council's priorities (i.e., Harbour Clean-up) and infrastructure asset management
__ ,
� , �,,_ _
y �_, � � �� .
.
_� �. �. u � _ ,. :° �__ „_ _ �. , - , � y _
• Continue to provide strategic leadership in working to create an organization that is a service-based, results oriented, high performance
public service organization
• Provide leadership in the delivery of service that achieves Council's priorities ensuring alignment with the Community's vision and the
principles of PIanSJ, more specifically in developing a new Corporate Strategic Plan
• Support the organization in working toward demonstrating accountability for effective and efficient service delivery through a service-based
approach to core service analysis and implementation of service improvements; ensuring that limited resources are allocated in areas that
will derive maximum benefit to the entire community
• Continue to offer leadership for intergovernmental opportunities and challenges
Approved 2013 286 165
- • •
: . - • : • • - 1 1 .
City Manager's Office- Service Levels and Resources
..�..,. ,,..� ... ... . re ,. .� .r �.sr^.;._ ,v,. ^.,n -.�.a,.. �...i... _ ,,...,__,,.�. �...
• Provide leadership to more than 600 City employees in working toward • Provides strategic leadership to support the Wages&Benefits $315,768
the implementation of Council's priorities that align with the achievement of Council's priorities Goods&Services 85,500
Community's vision and the principles of PIanSJ Total Expenditures $401,268
• Supports the City in establishing itself as a service-
• Set the overall strategic direction for short and long-term corporate based,results oriented,high performance public Full Time Equivalent Positions(FTE)
goals and objectives service organization Management 1.0
• Provide oversight to City operations Non-Union 1.0
TotaIFTE 2.0
• Motivate and monitor performance to ensure that standards are met,
that priorities are pursued and high quality City services are consistently
delivered
• Make policy recommendations to Council that support the cost-
effective delivery of service
• Keep Common Council informed of the operations and affairs of the
City as well as ensuring that the decisions and the policy direction set
out by Council are implemented
• Prepare and present operating and capital budgets and make
recommendations concerning the financial condition of the City(in
consultation with the Commissioner of Finance)
• Perform the duties and exercise the responsibilities assigned to the City
Manager by Common Council
Approved 2013 287 166
- • •
: . - • : • • - 1 1 .
Offi�� c�f ��� C�rx�m��� ���rk
The Office of the Common Clerk focuses on the activities of the eleven (11)
members elected to Common Council. Common Council establishes the Council Priorities and Council Resolutions
policies that guide the delivery of all City Services, and enacts bylaws that public Expectation for Civic Engagement with Council
regulate a wide range of property related and other issues within the City.
Corporate Strategic Plan
The Common Clerk plays an important statutory role within City Municipalities Act,Community Planning Act, Municipal Elections Act,
government. The Clerk is the Clerk of Council whose presence is required Archives Act, Right to Information and Protection of Privacy Act, Bylaws
for the activation and functioning of Council meetings.The Clerk serves as Enabling Technology Advances
the official link between the Council and the public, is the custodian of the
corporate seal and is the official signing officer for the City. The Clerk
provides policy and procedural advice to Council and City staff. The Clerk is the designated Head under the Right to Information and Protection
of PrivacyAct, is legislated to lifecycle manage corporate records and information assets under the Archives Act, and is required to maintain an
indexed register of certified copies of all bylaws of the City that must be available for public inspection during regular office hours.
�;�' .� . _ ., ., ,� r _ � , �
• Facilitated transition for newly elected Council
• Provided Municipal Quadrennial Election Orientation Sessions for potential candidates seeking position on Council
• Maintained Electronic Records Management System (Laserfiche)
o Added in excess of 10,000 pages of official records to Laserfiche
• Innovated, architected and piloted an Enterprise Content and Records Management System (ECRMS)for information management
(SharePoint 2010 integrated with Laserfiche) and presented Proof-of-Concept to Senior Leadership Team
• Prepared for Right to Information & Protection of Privacy legislation applicable to municipalities Sept 1, 2012—Staff trained, ATIPXpress
software implemented, responded to 17 requests
• Computerized Volunteer Application process for Agencies, Boards and Commissions
• Developed a Corporate Information Management Suite of Policies, endorsed by Senior Leadership Team and approved by Council, consisting
of the following: Access Policy, Privacy Policy, Information Management Policy, Information Security Policy and Video Surveillance Policy
Approved 2013 288 167
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: . - • : • • - 1 1 .
• Reorganized/distributed administrative support workload as a result of staff cuts
• Provided Records and Information Management consultancy advising on compliance and lifecycle management
• Indexed, scanned and filed 137 legal agreements and contracts with accompanying plans
• Authorized destruction and secure shredding of 217 boxes of financial records
• Transferred 65 years of permanent records of Council to PNB Archives
• Secured resources from PNB Archives to conduct a Preservation Assessment of the holdings housed under the custody of the Common Clerk
• Partnered with PNB Archives Conservation Unit for preservation of City's Historical Records
• Collaborated with The Council of Archives New Brunswick to promote awareness of archival records
• Provided historical research services to staff, and public
• Responded to 7,500 calls and email requests for information
• Advertised 40 Public Notices for Property Rezoning
• Registered 38 Bylaws at Service New Brunswick
• Prepared 64 Council Agenda Packets
• Prepared 485 pages of Council Open Session Minutes,45 pages of Committee of the Whole Open Session Minutes, 163 pages of Committee
of the Whole Closed Session Minutes
• Prepared 12 Pension agendas, 46 pages of Pension Board minutes, 7 Nominating Committee agendas
• Collaborated with Legal Services to Consolidate and Reformat City Bylaws
• Maintained accurate information for the Clerk's unit on the City website
• Provided internal payroll and invoice processing for the Clerk's unit
• Published and distributed in eCity 12 editions of the Clerk's newsletter, "For the Record"
• Conducted an Enterprise wide Forms Inventory and initiated a Forms Management Program to classify corporate forms with codes based on
Service and Business Unit and presented process to Senior Leadership Team for endorsement
Approved 2013 289 168
- • •
: . - • : • • - 1 1 .
• Implemented new software for Council agenda preparation (eScribe)
• Various authorities under RTIPPA delegated in writing by Head to Access& Privacy Officer, Corporate Records Manager and City Solicitor
• Limited risk exposure of City by digitizing and then transferring to PNB Archives records which were to have become accessible under RTIPPA
• Enterprise wide public facing forms review conducted, reported to Senior Leadership Team with recommendations to make forms RTIPPA
compliant
• Access & Privacy related consultancy advising on RTIPPA compliance with respect to a variety of initiatives taking place across the City
involving the use and disclosure of personal information
• Implemented public facing web presence for RTIPPA including electronic forms
• Enterprise wide communications on RTIPPA developments delivered via SharePoint and in person
• Staged Roll out of Enterprise Content and Records Management system (ECRMS)—Laserfiche-SharePoint Integration Phase 1
• Initiate measures to preserve the City Charter 1785 in a humidity and temperature controlled environment or alternatively consider transfer
to PNB Archives for preservation
• GIS integration with Laserfiche Saint John Information Management project (SJIM) Phase 2
• Initiate SJIM Governance Group to Manage and control the development of the Corporate Information Management Strategy SJIM Project
Phase 3
• Complete Social Media Policy for Senior Leadership Team endorsement and Council approval
• Develop Procedures for Information Management Suite of Policies
• Document processes for Information Management,Access and Privacy, Bylaw preparation, Council Agenda preparation, and other
administrative functions
• Consolidate Archival Indexes
• Conduct Privacy Gap Analysis
Approved 2013 290 169
- • •
: . - • : • • - 1 1 .
• Develop a RTIPPA records release table
• Develop Inventory of personal information banks
• Perform an analysis of the information contained in the published Agenda Packets of Council and report on the measures that need to be
initiated to ensure RTIPPA compliance
• Facilitate transition to new corporate reporting structure
• Publish and distribute in eCity 12 editions of the Clerk's newsletter, "For the Record"
• Continue Partnership Agreement with Conservation Unit PNB Archives
• Continue Consolidation and Reformatting City Bylaws
Approved 2013 291 170
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: . - • : • • - 1 1 .
Clerk's Office -Service Levels and Resources
,.w� ... m, ,, ,
ar � .�, � > p_
• Council meeting preparations with strict timeline requirements • The preparation of Council agendas requires Wages&Benefits $598,076
• Enterprise wide Archival,Records and Information Management timely input from City Manager, Legal,all other Goods&Services 137,324
services Total Expenditures $735,400
functions:including legislated requirement to transfer official records
to PNB Archives following a records schedule • Clerk's services relies heavily on timely and
adequate services of Information Technology Full Time Equivalent Positions(FTEs)
• Right to Information and Protection of Privacy functions:legislative Management 2.00
• Culture Change in all business units to file and professional 2.00
requirement to acknowledge RTIPPA requests within 24 hours and lifecycle manage information in a corporate
provide a final response within 30 days Inside Workers 3.00
ECRMS Total FTEs 7.00
• Timely policy and procedural advice to Council and City employees . Inaccuracy of input from City services results in
• Professional member and admin support to Pension Board,Saint John increased time spent on searching for correct Professional staff are knowledge workers
Energy, EMO,Nominating Committee and other ABCs information with subject matter expertise in
• Employee professional development required to Procedural Rules of Order,Records and
• Inside workers have been impacted by an increased workload as a result Information Management,Archival
remain current in emerging Information
of recent staff cuts in the Clerk's Office,stressing the 24 hour response Management and Access and Privacy areas Management,SharePoint,Laserfiche,
standard to public inquiries Right to Information and Privacy
• Enabling technology needs to be reviewed and �egislation,ATIPXpress, FTR and e5cribe
filtered to ensure proper application for
Information Management Inside workers provide admin support to
• Lack of information from committees impacts the Mayor and Clerk's office.Duties
accuracy of committee records include:minute and agenda preparation,
• Effective internal communication increases �nvoice processing,payroll,budget
effectiveness preparation,recordkeeping,bylaw
• Timely and adequate responses to access and processing and advertising,customer
service,answering city's main phone line
privacy requests required to minimize likelihood pnd external email to the Clerk's Office.
of Court action
• Failure to lifecycle manage records affects time
spent in search activity, increases storage costs,
e-discovery costs and costs associated with
disclosure under RTIPPA
• Council support required
Approved 2013 292 171
- • •
: . - • : • • - 1 1 .
(Le�al Service) Office of the City Solicitor
The City Solicitor's Office, commonly referred to as the Legal - �
Department, provides legal services to The City of Saint John which Resolutions and directions from Common Council and Committee of
can be broadly categorized as follows: the who�e respective�y.
• Providing legal advice to Common Council in matters of relevance Requirement from each City Department for advice/support.
to the municipality; Initiatives directed against the City by others(e.g. actions, appeals,
arbitrations, Human Rights complaints,etc.).
• Providing legal advice to officers of the municipality with respect Queries from external sources who have a relationship with the City or
to the exercising of their authority and the discharging of their its operation (e.g.subdivision developers, building permit applicants).
responsibility;
• Providing legal representation for the City, its officers and certain committees and boards before the courts and other
adjudicative bodies; and
• Providing the legal support services which are required to implement the decisions taken by Council or by officers of the
municipality (e.g. executing property transactions, preparing contract documentation, drafting by-laws, prosecuting by-law
violations).
_ .� _ _ ._ � _ ,�;�.� c.d.�w .� � . _ ���� , , .� , � .� .. � � ��' ... : _ ..� .ik;
• 300± items before Common Council and Committee of the Whole prepared or materially contributed to by the City Solicitor's Office, or
which gave rise to decisions, the implementation of which fell to the City Solicitor's Office.
• Completion of all land transactions necessary for the successful execution of the Harbour Clean-Up Project (last acquisition scheduled to close
in December, 2012).
• Successful defense before the Assessment and Planning Appeal Board, WorkSafe NB Appeals Tribunal, and the Employment Insurance Board
of Referees of all challenges made to decisions of officers of the municipality.
• Successful representation of the City in all Human Rights Complaints against the City, disposed of in 2012.
• Settlement of 3 civil actions/potential actions against the City.
Approved 2013 293 172
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: . - • : • • - 1 1 .
• Synopsis and analysis of Regional Service Delivery Act prepared for Council and made available to Cities of New Brunswick Association.
• Prosecution in Provincial Court of approximately 800 traffic and parking meter by-law offenses generating net revenue of$48,000.00±.
• Prosecution of 15± Noise By-Law and Panhandling By-Law violations, each successful.
• Preparation of a number of subdivision agreements and vetting of required security/insurance documentation provided by developers;
seizure of security on default by developer.
• 16 Dangerous Building By-Law enforcement proceedings undertaken. 12 Minimum Standards enforcement proceedings undertaken. (Fines
of$5,000 recovered.)
• Preparation of text of Police Headquarters Occupancy Agreement complete, subject to resolution of the personnel requirement respecting
maintenance of the facility.
• Preparation of the Facilities Sharing Agreement between the Board of Police Commissioners and the Province of New Brunswick complete,
subject to resolution of a few relatively non-contentious matters.
• Preparation of the Operating Costs Agreement between the Board of Police Commissioners and the Province of New Brunswick respecting
the Peel Plaza Tunnel and Holding Cells complete, subject to resolution of a few non-contentious matters.
• 47±formal written opinions delivered to Common Council or Committee of the Whole.
• Vetted 30 capital works contracts and 5 engineering services contracts.
• Prepared a number of one-off contracts such as those with HDS (Power Generation associated with the Lancaster Lagoon site), Hargrave
Associates (consultancy for the possible water treatment plant), agreements with Point Lepreau respecting fire service, contract with the
Emergency Preparedness College, etc.
• Established the City as a Data Owner for purposes of the Provincial Land Gazette,thereby enhancing likelihood of achieving compliance with
land related by-laws such as the Dangerous or Unsightly, Zoning and Minimum Property Standards.
Approved 2013 294 173
- • •
: . - • : • • - 1 1 .
1. _,�. ���u���o ����� 9����� � � � . . _._ 1.��. :.�; . ���[_��_���o�y Highl;l.°. _
• As noted earlier, the major projects and legal service delivery activities will be determined in large measure by Council's priorities and the
corresponding planned initiatives of other departments as well as the need of Council and City departments to respond to unanticipated in
addition to foreseeable, recurring circumstances.
• Zoning By-Law revision in collaboration with the Growth & Development Department.
• Subdivision By-Law revision in collaboration with the Growth & Development Department.
• Development and introduction of a work tracking system which will identify qualitatively and quantitatively the services provided by this
Office, broken down by service area.
• Anticipated RTIPP Act-generated requirements for advice/support.
• Complete the revision of the Taxi By-Law regulation of the taxi business.
• Support/advice associated with the prospect of a P3 based water treatment and delivery system.
• Transportation and Environment has indicated that a revision of the Solid Waste By-Law is an initiative they wish to pursue and that will
require significant support/advice from this office.
• Traffic By-Law might require significant revision in light of recent communications received by the City from the Registrar of Motor Vehicles.
• Potential dispute with Pomerleau respecting the Police Headquarters could result in significant demand for legal services.
Approved 2013 295 174
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: . - • : • • - 1 1 .
Legal Service - Service Levels and Resources
.-.,.., ,._a e..�A„ e_R, :, .1R_ . ,....::.e R.. ..,',,,f.a —' �. ^..._.- � ..
• Provide advice to Common Council/Committee of the Whole respecting • Allows the municipality to avoid potential liability Wages&Benefits $555,099
the nature and scope of the municipality's authority;as well as matters or impinging unjustifiably upon citizens'decisions; Goods&Services 148,735
of potential liability for the City. avoids expenditure of unproductive effort. Total Expenditures $703,834
• Defend City and the municipality's officers in their exercise of statutorily • Serves to confirm and preserve the legitimate
decision-making authority conferred by the Full Time Equivalent Positions(FTE)
conferred authority,against challenges brought before courts and Management 1.00
administrative bodies. Legislature.
Professional 3.00
• The interpretation and application of collective Non-Union 1.00
• Provide advice/support to Common Council and the Administration on a agreements in a manner consistent with the
wide range of Labour Relations matters. Total FTE 5.00
intention of the parties and the language of those
• Advice/support to Common Council and the Administration on a wide documents is key to stable labour relations and Other Service Support:
variety of employment matters. predictable working relationships. Ongoing communication with the City
• Provide advice su • This promotes and defends the City's legitimate Manager,the Commissioner of Finance
/ pport respecting the procurement process.
interests,vis-a-vis,employer/employee and Common Clerk is imperative. This
• Support/advice respecting all real property related matters. relationships. office in significant measure depends
By-Law enforcement—including advice to Administration respecting . This serves to optimize the procurement process upon the input of each other City
collection of evidence,preparation of documentation required as resulting in best value to the City and in minimizing Department. In the latter's providing the
condition precedent to prosecution. the risk of legal action undertaken by either the factual information necessary to allow us
successful bidder or those who are unsuccessful. to effectively and efficiently deliver our
• Civil litigation lying beyond the ambit of the City's liability insurance services.
coverage. • Absent this service,capital works projects could
not proceed and development initiatives of third
• By-Law preparation.
parties would be stalled; prosecutions of by-law
• Contract preparation/review/assessment. violations could not occur;claims made against the
City would succeed by default;the City would not
secure an express and enforceable description of its
agreed upon rights and obligations.
• This is the vehicle at which the City may establish
"rules"of general application within the territory of
the municipality. Absent this service,the
municipality's ability to regulate within its
jurisdiction would be frustrated.
Approved 2013 296 175
Saint John Bureau de Commerce
Board of Trade de Saint John
Making it happen for business � Faisons marcher les affaires
April 22, 2013
City of Saint John
Common Clerk's Office
P.O. Box 1971
Saint John, N.B.
Dear Mr. Taylor:
The Retail Forum under the Board of Trade's direction has had several discussions regarding the
topic of Sunday shopping. The Retail Forum has a divided opinion between keeping the hours as
are set by the Days of Rest act or alternately, allowing retailers to be open as they see fit for their
businesses on Sundays.
Although the majority agreed that retailers should set their own hours as they see fit for their
business, it was decided that 12-5pm was the best time for the majority to operate on Sundays.
Therefore, there was no need to change the current policy.
Several retailers on the forum feared that if the Days of Rest Act was lifted, that consumers would
push for extended hours beyond what is feasible for a small business. The controlled hours
permitted by the government allowed retailers and their staff a rest throughout the week. The set
5 hours of operational time allowed on Sunday's allowed all businesses to be on an equal playing
field.
Consumers are also accustomed to shopping between the hours of 12-5pm on Sundays. If
retailers were able to choose their own hours, a few members of the Retail Forum feared there
would be confusion from consumers, resulting in a lack of consumer confidence and ultimately
missed revenue.
However, there are several strong opinions amongst our Retail Forum that government should no
longer mandate opening hours on Sunday. Several members agreed that retailers should be in
control of their business operation times. Comparisons were made between other provinces
regarding Sunday shopping, and it was noted that very rarely are operational hours mandated by
the government. Eliminating the Days of Rest act would move New Brunswick and Saint John
forward and it turn, create a stronger economy.
The Retail Forum is asking for additional feedback from retailers and consumers in the Greater
Saint John Area regarding Sunday shopping and the Days of Rest Act in order to move forward.
The board will keep Common Council apprised of additional feedback from Saint John retailers.
Sincerely,
� I_�� ` /�__�- ----�.
����,
Kiera Fraser Dick Daigle
Chair Interim President
Saint John Board of Trade Retail Forum Saint John Board of Trade
40 rue King St • C.P./P.O. Box 6037 • Saint John, NB • E2L 4R5• E-Mail info@sjboardoftrade.com
Telephone/Telephone (506)634-8111 • Fax/Telecopieur(506)632-2008 Website:
www.siboardoftrade.com
297
Atianbc Offrce: Suite 2Q1,5121 Sacicville Street, Halifax,
NS B3J�K1
{902)422�144 Fa�c(902)422-1161
� � ������ lcorn►ier�retancouncil.ora
Retail Cnu�cil of Canada
March 19, 2013
His Worship, Mel Aiorton&
Members of Saint John Ciry Council
c!o Assistant Common Clerk, Jonathan Taylor
City af Saint John
15 Maricet Square
Saint Jahn, NB E2L 41�1
e-mail:jonathan.taylar8(,,isaintjohn.ca
Dear Yout Worship and Councilors,
�n behalf of the many Retail Council of Canada {RCC) members who conduct business and
pravide empioymer�t in Saint John, New Brunswick, 1 arn writing to ask Saint John City Council to
support RCC's initiative far municipalities to allow retailers to determine Sunday opening hours
that work besf for their business.
As you may know, retail is now the largest employer in Canada and contributes greatly to the
economy in towns and cit�es all across New Brunswick. Due to changing IffestyJes and work
hours, retail has changed in response to customer demand for more flexibility in retail hours of
opera#ion. This demand is happening throughout Canada and govemments are responding by
allowing retailers greater choice of when they wish to be open for bus�ness.
Far instance,the cities of Moncton and Dieppe as well as the fowns of Riverview, Grand Falls and
the province of Nova Scotia have all made this business friendly dedsfon and retailers in these
areas have benefitled through opening during hours that benef�t their customers and their
business.
Successfu{retailers are canstantly tweaking fheir business practices to achieve the delicate
bafance hetween responding to customer demand, whil� being fnancially respnnsible and
realistic. The government decision on Sunday opening hours in Nava Scotia, Moncton, Dieppe,
Riverview and Gran� Falls increases a retailer's abillty to achieve this delicate balanc� by opening
during Sunday hours that are best for their business. In providing this choice, some retailers have
decided to open for extended Sunday haurs, some ha�e choserc limited hours of operation (eg:
Sunday moming)while others have decided not to open for business on Sundays. Regardless of
the aperational decisions made at the store level, retailers appreuate the ppportunity to make tt�at
choice based an what they feel is best for their business and their employees.
RCC is workirrg with munlcipalities, Chambers of Commerce and Boards of Trade throughaut
New Brunswlck to s�ow them of the benefit in allowing retailers to determine their own opening
hours on Sundays. It is our hope that the City of Saint John will be a leader in this regard and
35
298
City af Saint John page 2
Sundey Opening Haurs
make the busi�ess fri�ndly decision to suppart retailst choice and support RCC in its advocacy
efforta.
Should you wish to discuss this matter, 1 wouid welcome the apportunity to meet with you and
members of Saint John City Council. In fact, I wiff be in Sa[nt John on Apri! 6-9�'thus, if Council
members are ir�terested in tttis issue, It would be easy for me to address your Caunci!meeting on
April 8�'. If interosted, I can be corrtac�ed directly, using the coordinates listed on the letterhead.
I th�k you for your consideration of lh�s matter.
Sincerely,
� ,
� L `'ff"!/'r14'�,
Jim Cormier
Director(A�darrtic)
Retafl Coundi of Canada
36
299
RECEIVED
COMMON CLERK'S OFFICE
MAY� 0 � 2013
CITY'C7F SAitJT JO!�;.i
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May 13, 20�3
Members of Council,
Subject: Committee of the Whole—Appointment of Common Clerk
The Committee of the Whole, having met on May 13, 2013, adopted the following resolution:
RESOLVED that the Committee of the Whole recommends the appointment of Jonathan Tayior
as the Common Clerk of the City of Saint John pursuant to Section 74(2} of the Municipalities
Acf of the Province of New Brunswick, effective May 13t", 2013 beginning at an annua! rate of
pay established at a Group 7 step "A" on a 2013 management salary grid as per h�s previous
terms and conditions of employment.
Sincereiy,
.
�
Shel2ey Rinehart
Deputy Mayor
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SAINT JOHN P.O.Box 1971 Saint john,NB Canada F2L4L1 � www.sair.tjohn.ca � C.P.7971 Saint john,N:B.Canacfa E2L4L7
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May 6,2013 � -'
His Worship Mayor Mel K. Norton 'r�=�c3ty�f�ai�r loha
and Members of Common CounciI
Your Worship artd Members of Common Council:
SvB.TECT: Comnaon Clerk Appointment
PURPOSE
The purpose of this report is to seek Council approval for the appointment of thc new Common
Clerk.
BACKGROUND
It is the City Managcr's role to recommend appointments for senior leadership positions and
Council has responsibility to�nake the finaI apppintments.
ANALYSIS
The Common Clerk supports the organization in achieving its service goals by enabling the
governance and decision-making processes of the Mayor and Comrnan Council and ensuring
compliance with relevant ie�islation, bylaws and procedures. A key focus for this rolc is to
facilitate organizational effECtiveness by maintaining the official records of the City.
In addition to the operational reyuirements for this service area, the Common Clerk is the
custodian of the corporate seal and the official signing officer of the City and is appointed in
accordance with the applicable provisions set out in section 74 of the NB Municipalities Act.
The selection of a suitable candidate for Common Clerk was made on the advice of a recruitznent
panel consisting of the Senior Manager af Human Resources, Commissioner of Strategic
Services, Commissioner of Transportatiar� and Environment and the Fire Chief. The following
appoint�nent is being rccommended to fulfill the operational and legislative responsibilities of
this position:
• Mr. Jonathan Taylor currently serving as acting Common Clerk to be appointed to the
role of Common Clerk on a permanent basis, He has been in acting role as the Common
Clerk since January 1, 2013 and prior to that served as the Assistant Common Clerk for
302
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the City of Saint John since 2008. Jon brings a solid background in legislativc affairs and
strong skilis in collaboration and customer service that will be a key asset for his new
role.
FINANCIAL IMPLICATIONS
The annual budget includes provision for the salary for this appointment.
RECOMMENDATION
It is recommended;
That Jonathan Taylor be appointed Corntxxon Clerk of the City of Saint John pursuant to Section
74(2} of the Municipalities Act of the Province of New Brunswick effective May 13, 2013,
beginning at an annual rate of pay established at Group 7 Step A on thc 2013 Management
Salary grid as per his previous terms and conditions of employment.
Respectf�xlly submitted,
��.,�.
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L �a-�a-�.'�
J.�F�atrick Woods, CGA
Ci�y Manager
303
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,te ony�esa�,u�otn
May 13, 2013
Members of Council,
Subject: Committee of the Whole — Purchase of Right of Way from Cedar Hill
Cemetery
The Committee of the Whole, having met on May 13, 2013, adopted the following resolution:
RESOLVED that the Committee of the Whole recommends that:
1. The City purchase a Right of Way from Cedar Hill/Greenwood Cemetery Company aver and
upon the portion of the companies' lands identified as Pf D number 00395004 which portion is
also shown as "access" on a plan titled The Cedar Hill/Greenwood Cerrtetery Company,
prepared by Genivar, and dated July 20, 2012 for purposes of access, egress and regress by
persons, vehicles, machinery and equipment to and from the City's Lancaster Lagoon site, so
called,
2. The purchase price of the atoresaid right of way be $7,000.00 (Seven thousand dollars) plus a
maximum of$500.00 (Five hundred dollars)for legai expenses incurred by the Company in its
transaction, and that the City commission any necessary survey plan at its sole cost and
expense, and
3. The City grant the Company a license ta pass over and upon a portion of the private road lying
within the City's lands identified as PID numbers 55108302, 55108336 and 55108328, and
further that the Mayor and Common Clerk be authorized to execute the appropriate
documentation.
Sincerely, `
� r
Shelley Rinehart
Deputy Mayor
�p
SAINT;OHN P.O.Box i 97i Sair?t john,NB Canada �2�4L'f wwwsairijohn.ca � C.P.1971 Sairrt Jahr�,N.-B.Canada E2L4i.1
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