2014-04-28_Agenda Packet--Dossier de l'ordre du jourr.
City of Saint John
Common Council Meeting
AGENDA
Monday, April 28, 2014
6:00 pm
Council Chamber
Please use Chipman Hill entrance
S'il vous plait utiliser 1'entree Chipman Hill
Si vous avez besoin des services en francais pour une reunion de Conseil communal, veuillez contacter le
bureau du greffier communal au 658 -2862.
Pages
1. Call to Order - Prayer
2. Approval of Minutes
2.1 Minutes of April 7, 2014 2 - 5
2.2 Minutes of April 14, 2014 6-12
3. Approval of Agenda
4. Disclosures of Conflict of Interest
5. Consent Agenda
5.1 The City of Saint John v. Torch for Truth Tabernacle Inc. 60 Church Avenue 13-16
(Recommendation in Report)
5.2 Sale of former Vimy and Freedom Courts to Vimy Estates Inc. 17-33
(Recommendation in Report)
5.3 Proposed Public Hearing Date - 350 Ashburn Road (Recommendation in 34-34
Report)
5.4 V. Matheson Letter re Sink Hole (Recommendation: Refer to City Manager) 35-35
6. Members Comments
7. Proclamation
7.1 Emergency Preparedness Week- May 4 -10 36-36
1 Powered By; fl1BE'
8. Delegations / Presentations
9. Public Hearings
9.1 Presentation to Council - 368 Rothesay Ave 37-44
9.1.1 Proposed Zoning ByLaw Amendment - 368 Rothesay Ave 45-51
9.1.2 Planning Advisory Committee Report Recommending Zoning ByLaw 52-59
Amendment - 368 Rothesay Ave
9.2 Presentation to Council - 3636 Westfield Road 60-67
9.2.1 Proposed Zoning ByLaw Amendment - 3636 Westfield Road 68-74
9.2.2 Planning Advisory Committee Report Recommending Zoning ByLaw 75-87
Amendment - 3636 Westfield Road
9.3 Presentation to Council - 11 Pickard Street 88-99
9.3.1 Proposed Zoning ByLaw Amendment - 11 Pickard Street 100-106
9.3.2 Planning Advisory Committee Report Denying Zoning ByLaw 107-130
Amendment - 11 Pickard Street
9.3.3 Picture from Person in Opposition of Rezoning of 11 Pickard Street 131 -131
9.4 Public Presentation - 11 King William Road 132-149
10. Consideration of By -laws
11. Submissions by Council Members
12. Business Matters - Municipal Officers
12.1 Asphalt Spreader Replacement 150-152
12.2 Contract No. 2013 -16: Millidgeville Stormwater Detention Pond 153-154
12.3 2014 Asphalt Pavements Work 155-158
12.4 Contract 2014 -1: Douglas Avenue (Bentley St to Clarendon St) Water, Sanitary 159-160
and Storm Sewer Renewal and Lift Station Installation
12.5 Contact No. 2014 -8: Asphalt Resurfacing 2014 161 -162
12.6 Tender 2014 - 084901 T - Reinstatement of Utility Cuts - Asphalt Work 163-164
12.7 Engineering Services: - Waterloo Street (Castle St. to Richmond St.) & 165-168
Richmond Street (Waterloo St. to Prince Edward St.) - Street Reconstruction
1
13
14
15
16
17
18
12.8 2014 Snow and Ice Control Budget Update
169-170
12.9 2014 Fleet Replacement Program
171
-173
12.10 2014 Service Based Budget - Final Adjustments
174-369
Committee Reports
13.1 Subdivision Application - 3 Water Street
370-375
Consideration of Issues Separated from Consent Agenda
General Correspondence
15.1 North Star Holdings Letter re Developer Incentive
376-377
Supplemental Agenda
Committee of the Whole
17.1 Committee of the Whole: Nominating Committee - Recommended
378-378
Appointments to Committees
Adjournment
3
City of Saint John
Common Council Meeting
Monday April 28, 2014
Committee of the Whole
1. Call to Order
Si vous avez besoin des services en frangais pour une r6union de Conseil communal, veuillez
contacter le bureau du greffier communal 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 subsection 10.2(4) of the Municipalities Act and Council / Committee will
make a decision(s) in that respect in Open Session:
4:30 p.m. 8t" Floor Boardroom City Hall
1.1 Approval of Minutes 10.2(4)
1.2 Approval of Minutes 10.2(4)
1.3 Nominating Committee 10.2(4)(b)
1.4 Financial Matter 10.2(4)(c,e)
1.5 Land Matter 10.2(4)(d)
The City of Saint John
Seance du conseil communal
Le lundi 28 avril 2014
Comit6 pl6nier
1. Ouverture de la seance
Si vous avez besoin des services en frangais pour une reunion de Conseil communal, veuillez
contacter le bureau du greffier communal au 658 -2862.
Chacun des points suivants, en totalite ou en partie, peut faire 1'objet d'une discussion en prive en
vertu des dispositions prevues au paragraphe 10.2(4) de la Loi sur les municipalites. Le
conseil /comite prendra une on des decisions a cet egard au cours de la seance publique
16 h 30 — Salle de conference, 8e 6tage, hotel de ville
1.1 Approbation du proces- verbal — paragraphe 10.2(4)
1.2 Approbation du proces - verbal — paragraphe 10.2(4)
1.3 Comite des candidatures — alinea 10.2(4)b)
1.4 Question financiere — alineas 10.2(4)c), e)
1.5 Question relative aux biens -fonds — alin6a 10.2(4)d)
Seance ordinaire
1. Ouverture de la reunion, suivie de la priere
2. Approbation du proces- verbal
2.1 Proces- verbal du 7 avril 2014
2.2 Proces- verbal du 14 avril 2014
3. Adoption de I'ordre du jour
4. Divulgations de conflits d'int6rets
5. Questions soumises a I'approbation du conseil
5.1 The City of Saint John c. Torch for Truth Tabernacle Inc. — 60, avenue Church
(recommendation figurant au rapport)
5.2 Vente des anciennes cours Freedom et Vimy a Vimy Estates Inc.
(recommandation figurant au rapport)
5.3 Date prevue pour la tenue d'une audience publique concernant le 350,
chemin Ashburn (recommandation figurant au rapport)
5.4 Lettre de V. Matheson concernant un grand trou (recommandation : transmettre
au directeur general)
6. Commentaires presentes par les membres
7. Proclamation
7.1 Semaine de la securite civile — du 4 au 10 mai
8. Delegations et presentations
9. Audiences publiques
9.1 Presentation relative au 368, avenue Rothesay devant le conseil
9.1.1 Projet de modification de I'Arrete de zonage visant le 368, avenue Rothesay
9.1.2 Rapport du Comit6 consultatif d'urbanisme recommandant la modification de
I'Arrete de zonage relativement au 368, avenue Rothesay
9.2 Presentation relative au 3636, chemin Westfield devant le conseil
9.2.1 Projet de modification de I'Arrete de zonage relatif au 3636, chemin Westfield
9.2.2 Rapport du Comit6 consultatif d'urbanisme recommandant la modification de
I'Arrete de zonage relativement au 3636, chemin Westfield
9.3 Presentation relative au 11, rue Pickard devant le conseil
9.3.1 Projet de modification de I'Arrete de zonage relatif au 11, rue Pickard
9.3.2 Rapport du Comit6 consultatif d'urbanisme recommandant la modification de
I'Arrete de zonage relativement au 11, rue Pickard
9.3.3. Photo prise par une personne opposee au rezonage du 11, rue Pickard
9.4 Presentation publique — 11, chemin King William
10. Etude des arretes municipaux
11. Interventions des membres du conseil
12. Affaires municipales evoquees par les fonctionnaires municipaux
12.1 Remplacement d'un epandeur d'asphalte
12.2 Contrat no 2013 -16 : Bassin de retenue des eaux pluviales de Millidgeville
12.3 Travaux relatifs au revetement asphaltique en 2014
12.4 Contrat no 2014 -1 : Renouvellement de la conduite d'eau, des egouts sanitaires
et pluviaux et installation de la station de relevement des eaux usees de
I'avenue Douglas (entre la rue Bentley et la rue Clarendon)
12.5 Contrat no 2014 -8 : ResurFagage d'asphalte pour 2014
12.6 Soumission 2014-084901T relative a la restauration des tranchees destinees aux
services publics — Travaux d'asphalte
12.7 Services d'ingenierie : Refection des rues Waterloo (de la rue Castle a la
rue Richmond) et Richmond (de la rue Waterloo a la rue Prince Edward)
12.8 Mise a jour relative au budget de 2014 pour le controle de la neige et de la glace
12.9 Programme de renouvellement du parc de vehicules de 2014
12.10. Budget axe sur les services de 2014 — Dernieres modifications
13. Rapports deposes par les comites
13.1 Demande de lotissement visant le 3, rue Water
14. Etude des sujets ecartes des questions soumises a I'approbation du Conseil
15. Correspondance generale
15.1 Lettre de North Star Holdings Ltd. concernant un incitatif pour les promoteurs
16. Ordre du jour supplementaire
17. Comite plenier
17.1 Comite plenier : Comite des candidatures — Recommandations de nominations
pour sieger aux comites
18. Levee de la seance
98-
COMMON COUNCIL /CONSEIL COMMUNAL
APRIL 7, 2014/LE 7 AVRIL 2014
COMMON COUNCIL MEETING — THE CITY OF SAINT JOHN
CITY HALL — April 7, 2014 - 6:00 P.M.
Present:
Mel Norton, Mayor
Deputy Mayor Rinehart and Councillors Farren, Fullerton, Lowe,
MacKenzie, McAlary, Merrithew, Norton, Reardon and
Strowbridge
- and -
P. Woods, City Manager; J. Nugent, City Solicitor; G. Yeomans,
Commissioner of Finance and Treasurer; K. Clifford, Fire Chief;
E. Garland, Platoon Chief; N. Jacobsen, Commissioner Strategic
Services; J. Hamilton, Commissioner Growth and Community
Services; J. Taylor, Common Clerk; P. Anglin, Acting Deputy
Common Clerk.
Call To Order — Prayer
Mayor Norton called the meeting to order and Deputy Mayor Rinehart offered the
opening prayer.
2. Approval of Minutes
3. Approval of Agenda
On motion of Councillor McAlary
Seconded by Councillor MacKenzie
RESOLVED that the agenda of this meeting be
approved.
Question being taken, the motion was carried.
4. Disclosures of Conflict of Interest
5. Consent Agenda
6. Members Comments
Council members commented on various community events.
7. Proclamation
7.1 Global Youth Service Days- April 11 -13, 2014.
The Mayor proclaimed April 11 -13, 2014, Global Youth Service Days in The City of Saint
John.
8. Delegations /Presentations
8.1 Economic Development Agencies; SJ Development Corporation;
Enterprise SJ; Destination Marketing; Industrial Parks
The City Manager explained the purpose of the Sustainable Service Review
presentation objectives for the Economic Development Agencies:
• to demonstrate how the Economic Development Agencies contribute to the long
term economic development of the City, and
• to report on emerging opportunities for growth
The key points of the presentations intend to illustrate accountability of the public purse
and the progress of the Agencies. The goal of the presentation should enable Council to
determine if the City is receiving good value for the investment. In 2014 Common
Council invested $2 million in the economic development agencies. The Service Level
Agreements in place with the agencies can be evaluated for any warranted changes.
98-
COMMON COUNCIL /CONSEIL COMMUNAL
APRIL 7, 2014/LE 7 AVRIL 2014
The 4 Economic Development Agencies: Enterprise Saint John, Saint John Industrial
Parks, Discover Saint John and Saint John Development Corporation presented their
Sustainable Services Review and cost - structure.
Representatives from Enterprise Saint John; Bill Teed, Chair; Steve Carson, Executive
Director; Tim Curry, Regional Oversight Committee, presented on the new mandate of
Enterprise SJ to coordinate implementation of the region's economic development plan,
True Growth 2.0.
Enterprise Saint John 2013 key performance indicators include the following:
• Job creation
0 5,000 new jobs were created between Jan 2013 —Jan 2014
o Unemployment rate dropped from 9.9% to 7%
• Business confidence
• CFIB ranking 98th of 106
• Board of Trade survey showed 77% members increasingly confident
• Consumer confidence
o CCI rating of 99.4 (Nov 2013), 99.5 (Feb 2014)
• Increased innovation, research and related entrepreneurship
o Reporting metrics to start in 2014
Representative from Saint John Industrial Park, Brian Irving, outlined the mandate to
create infrastructure to facilitate the sale and development of industrial lands with the
vision of generating tax base for the City and Province as well as jobs for citizens.
Saint John Industrial Parks 2013 key performance indicators include the following:
• Land sales $500,000
• Tax revenues / growth $50,000 per annum
Infrastructure Investment
o Lorneville barge facility on schedule for 2014 construction
Inventory Investment
o Agreement with Province of New Brunswick not realized.
Representative from Discover Saint John, Executive Director Ross Jefferson outlined
the mandate to create tourism revenues in Saint John by marketing our unique and
competitive tourism experiences to high potential markets.
Discover Saint John 2013 key performance indicators include the following:
• Adoption of the DMAI International Standard
• Direct to Consumer Marketing
0 201,407 unique visitors to the website
0 10,768 new followers on social media
• Sales (meetings, conventions, sports events, major events)
o $ 1.4 million estimated economic impact
Representative from Saint John Development Corporation, Kent McIntyre, outlined
the mandate of Waterfront Saint John for uptown urban development, and leasehold
management for Market Square.
Saint John Development Corporation 2013 key performance indicators include the 6
major initiatives and their total estimated $130 million value:
1. Fundy Quay development
2. Loyalist Plaza refurbishment
3. Ecological hubs development
4. Partridge Island feasibility study / breakwater development
5. Harbour Passage
6. Urban Development
The City Manager commented on the process to utilize the information presented by the
Agencies. The agencies and the City departments will follow a similar process to provide
Common Council with the following data:
• a 5 year historical context
• illustrate how the proposed 2015 Service Base Budgets align with Council
Priorities
• illustrate opportunities and challenges ahead
• present service level options for 0% growth and 2% growth and the impacts of
the options
9
98-
COMMON COUNCIL /CONSEIL COMMUNAL
APRIL 7, 2014/LE 7 AVRIL 2014
The incremental process will illustrate the $150 million service based budget as a
baseline for Common Council to enable direction on the service outcomes.
Concerning the Economic Development Agencies presentation, the 2015 Service
Review will address the following:
• focus on outcomes of the Agencies
• if Service Level Agencies are to be negotiated, they are to be multi -year not
single -year
• investigate potential economies of scale for resource sharing among the
agencies, and
On motion of Deputy Mayor Rinehart
Seconded by Councillor Reardon
RESOLVED that the presentation entitled,
Sustainable Service Review Economic Development Agencies April 7t" 2014, be referred
to the City Manager for the 2015 Service Review.
Question being taken, the motion was carried.
8.2 Public Safety Services - Service -Based Budget 2014 -2017
8.2.1 Protective Services — Fire
The City Manager described the Sustainable Service Review and the scenarios to be
presented from the Fire Chief addressing the proposed 2015 budget, a 5 year financial
summary and two budget options: a 0 % increase and 2% increase for 2015 -2016.
The Fire Chief addressed the 6 public fire services:
1. fire rescue & suppression
2. medical first responder
3. hazardous materials (HazMat) emergency response service
4. technical rescue service
5. fire prevention & code enforcement service
6. fire investigation service
The services align with the Council priority: "the goal of a safe livable community ".
National Fire Protection Association (NFPA) Service standards, including NFPA 1710,
and relevant legislation were addressed.
The 2012 Core Service Review rated SJFD response times as bronze with a
comparable peer group (Moncton, Fredericton, St. John's, Sarnia and Sault Ste. Marie).
Previous Fire Departments analysis were carried out in 1991, 1997, 2001, 2002 (two
studies), 2003, 2009, 2011, 2012. The 1991 survey conducted by Ernst and Young did
not recommend reductions to the fire service. Since 1994, 52 positions were eliminated.
The Fire Chief also addressed sustainable revenue generation from services for
example, Hazardous Materials Response Team services charged to the province and
other jurisdictions for services provided by SJFD.
Financial options for 0% and 2% growth were presented to cut apparatus rather than
closing a fire station.
• if a zero increase in 2015 & 2016 the removal of a ladder tower and tanker
• 2% inflationary, elimination overtime and a tanker apparatus.
The City Solicitor commented on Service Level Agreements and liability. He opined that
to avoid liability any service must be delivered in a non - negligent fashion. He
recommended Common Council have a Fire Service Level Policy. The level of service is
a decision of Council based on good faith and a thorough knowledge of relevant facts. If
a sound Service Level Agreement is in place, liability issues may be reduced.
On motion of Councillor Farren
Seconded by Councillor McAlary
RESOLVED that the meeting time be
extended beyond 10:00 p.m. as provided for in the Procedural By -law.
Question being taken, the motion was carried.
10
98-
COMMON COUNCIL /CONSEIL COMMUNAL
APRIL 7, 2014 /LE 7 AVRIL 2014
The City Manager summarized the salient points from the presentation for consideration
in the 2015 Service Review as follows:
• service level option with the least impact, reduction in overtime
• service level option with highest impact, reduction of a ladder truck
• response times remain the same
• depth of service delivered decreases
• review revenue generation and associated costs
• the need for a Fire Service Level Agreement / Policy
• decision to reduce a fire station creates a service black out area
• decision to reduce apparatus has impact on industrial development
• explore industry contribution to fire service, and
• provision of a safe and livable community as an attraction for growth and
development.
On motion of Deputy Mayor Rinehart
Seconded by Councillor Reardon
RESOLVED that the presentation entitled,
Sustainable Service —Saint John Fire Service, dated April 4, 2014 be referred to the City
Manager for the 2015 Service Review.
Question being taken, the motion was carried.
9. Public Hearings
10. Consideration of By -laws
11. Submissions by Council Members
12. Business Matters - Municipal Officers
13. Committee Reports
14. Consideration of Issues Separated from Consent Agenda
15. General Correspondence
16. Supplemental Agenda
17. Committee of the Whole
18. Adjournment
On motion of Deputy Mayor Rinehart
Seconded by Councillor MacKenzie
RESOLVED that the Common Council meeting of
April 7, 2014, be adjourned.
Question being taken, the motion was carried.
The Mayor declared the meeting adjourned at 10:37 p.m.
Mayor / maire
Common Clerk / greffier communal
5
98-
COMMON COUNCIL /CONSEIL COMMUNAL
APRIL 14, 2014/LE 14 AVRIL 2014
COMMON COUNCIL MEETING — THE CITY OF SAINT JOHN
CITY HALL —APRIL 14, 2014 - 6:00 P.M.
Present:
Mel Norton, Mayor
Deputy Mayor Rinehart and Councillors Farren, Fullerton, Lowe,
MacKenzie, McAlary, Merrithew, Norton
Regrets: Councillors Reardon and Strowbridge
- and -
P. Woods, City Manager; J. Nugent, City Solicitor; G. Yeomans,
Commissioner of Finance and Treasurer; W. Edwards,
Commissioner of Transportation and Environment Services; G.
Oram, Sergeant —at -Arms; J. Hamilton, Commissioner Growth
and Community Planning; K. Clifford, Fire Chief; J. Taylor,
Common Clerk; P. Anglin, Acting Deputy Common Clerk.
Regrets: Councillors Reardon, Strowbridge
Call To Order — Prayer
Mayor Norton called the meeting to order and Reverend Lindsey Burt offered the
opening prayer.
2. Approval of Minutes
2.1 Minutes of March 31, 2014
On motion of Councillor McAlary
Seconded by Councillor MacKenzie
RESOLVED that the minutes of the meeting of
Common Council, held on March 31, 2014, be approved.
Question being taken, the motion was carried.
3. Approval of Agenda
On motion of Councillor McAlary
Seconded by Deputy Mayor Rinehart
RESOLVED that the agenda of this meeting be
approved with the addition of items 16.1 Finance and Administrative Services —
Sustainable Service Review; 16.2 The Originals — Street Closure Request; 16.3 License
Agreement with Beavertails (Food Vendor) in Waterfront Area; and 16.4 Shamrock Park
Artificial Turf Field.
Question being taken, the motion was carried.
4. Disclosures of Conflict of Interest
The Mayor disclosed a conflict of interest with item 15.3 Total Golf Management -
Rockwood Park Golf Course Report for 2014 Season.
5. Consent Agenda
5.1 That the report City of Saint John and Membership in the World Energy Cities
Partnership be received for information.
5.2 That as recommended by the City Manager in the submitted report M &C 2014-
44: Tender for Traffic Signal Materials, the tender for the supply of Traffic Signal Material
for a two year term be awarded to the lowest compliant bidder in each case as indicated
on the submitted summary of bids.
5.3 That the letter from the Saint John Free Public Library Board entitled 2014
Capital Approval requesting changes to the capital program to approve the expenditure
X
98-
COMMON COUNCIL /CONSEIL COMMUNAL
APRIL 14, 2014/LE 14 AVRIL 2014
of $45,000 to construct two new public washrooms at the Central Library rather than a
circulation desk be approved.
5.4 That the request from the Saint John Free Public Library Board to establish a
corporate credit card with a credit limit of $5,000 be approved.
5.5 Refer to Item 14.1
5.6 Refer to Item 14.2
5.7 That the letter from B. Hatty regarding Rotaries be received for information.
5.8 That the report M &C 2014- 40: FCM Loan Disbursement Police Headquarters be
received for information.
5.9 That the letter from FCM regarding the City of Saint John New Construction
LEED Gold Police Headquarters be received for information.
5.10 That the letter from Saint John Energy regarding the request for a presentation
be referred to the Common Clerk for scheduling.
5.11 That the letter from New Brunswick Museum regarding a request for a
presentation be referred to the Common Clerk for scheduling.
On motion of Councillor McAlary
Seconded by Councillor MacKenzie
RESOLVED that the recommendation set out for
each consent agenda item respectively with the exception of item 5.5 and 5.6 which
have been identified for debate, be adopted.
Question being taken, the motion was carried
6. Members Comments
Council members commented on various community events. A video was presented to
recognize the contributions of Volunteers in the Community.
7. Proclamation
7.1 Day of Mourning in Recognition of Workers Killed, Injured or Disabled on
the Job - April 28, 2014
The Mayor proclaimed April 28, 2014 a Day of Mourning in Recognition of Workers
Killed, Injured or Disabled on the Job in The City of Saint John.
7.2 Police Week - May 11 -17, 2014
The Mayor proclaimed the week of May 11- 17, 2014 Police Week in The City of Saint
John.
8. Delegations /Presentations
9. Public Hearings
10. Consideration of By -laws
10.1 Third Reading Water and Sewerage By -Law Amendment
On motion of Councillor Farren
Seconded by Councillor Norton
RESOLVED that the by -law entitled "By -Law
Number M -16 A Law to Amend a By -Law respecting Water and Sewerage" repealing
and replacing Section 5(2), be read.
Question being taken, the motion was carried.
The by -law entitled, "By -Law Number M -16 A Law to Amend a By -Law respecting Water
and Sewerage ", was read in its entirety.
7
98-
COMMON COUNCIL /CONSEIL COMMUNAL
APRIL 14, 2014/LE 14 AVRIL 2014
On motion of Councillor McAlary
Seconded by Councillor Merrithew
RESOLVED that the by -law entitled "By -Law
Number M -16 A Law to Amend a By -Law respecting Water and Sewerage" repealing
and replacing Section 5(2), be read a third time, enacted, and the Corporate Common
Seal affixed thereto.
Question being taken, the motion was carried.
Read a third time by title, the by -law entitled, "By -Law Number M -16 A Law to Amend a
By -Law respecting Water and Sewerage ".
11. Submissions by Council Members
12. Business Matters - Municipal Officers
12.1 Zone SJ: Phase 1 of the Formal Adoption Process Housekeeping
Amendments to the Municipal Plan
On motion of Councillor McAlary
Seconded by Councillor Farren
RESOLVED that as recommended by the City
Manager in the submitted report Zone SJ; Phase 1 of the Formal Adoption Process
Housekeeping Amendments to the Municipal Plan, Common Council authorize the
initiation of a Municipal Plan amendment process to implement housekeeping changes
to support the implementation of the proposed Zoning By -law by:
1. Updating the policy framework for industrial land uses to integrate best practices in
industrial land use management with the language in Appendix A of the submitted
report; and,
2. Updating Schedule A: City Structure and Schedule B: Future Land Use maps included
in Appendix B of the submitted report, to include all housekeeping amendments
identified in Appendix C of the submitted report.
Question being taken, the motion was carried with Councillor Fullerton
voting nay.
12.2 Elimination of the Night Time Solid Waste Collection Model
Kevin Rice, Deputy Commissioner Transportation and Public Works, reported on safety
issues working at night between 9:30 p.m. — 2:30 a.m.
On motion of Councillor MacKenzie
Seconded by Councillor Merrithew
RESOLVED that the matter, Elimination of the Night
Time Solid Waste Collection Model, be tabled until there is a full composition of Council
members.
Question being taken, the motion was carried.
12.3 Tender for Asphalt Concrete Mixes
On motion of Councillor McAlary
Seconded by Councillor MacKenzie
RESOLVED that as recommended by the City
Manager in the submitted report M &C 2014 -41: Tender for Asphalt Concrete Mixes the
tender for the supply of asphaltic concrete mixes be awarded to NRB Construction Co.
Ltd., for the supply of all items required for all three 2014 asphalt seasons, the entire
period being approximately April 22nd through November 28th.
Question being taken, the motion was carried.
12.4 Contract 2013 -22 Prince William Street (Princess Street to Duke Street)
Water, Sanitary and Storm Sewer Renewal and Street Reconstruction
n.
98-
COMMON COUNCIL /CONSEIL COMMUNAL
APRIL 14, 2014/LE 14 AVRIL 2014
On motion of Councillor McAlary
Seconded by Councillor Lowe
RESOLVED that as recommended by the City
Manager in the submitted report M &C 2014 -45: Contract 2013 -22: Prince William Street
(Princess Street to Duke Street) - Water, Sanitary and Storm Sewer Renewal and Street
Reconstruction, be awarded to the low tenderer, Terraex Inc., at the tendered price of
$1,934,345.30 (including HST) as calculated based upon estimated quantities; and
further that the Mayor and Common Clerk be authorized to execute the necessary
contract documents.
Question being taken, the motion was carried.
13. Committee Reports
14. Consideration of Issues Separated from Consent Agenda
14.1 Merchant Agreement with Chase Paymentect Solutions
On motion of Councillor McAlary
Seconded by Councillor Merrithew
RESOLVED that as recommended by the City
Manager in the submitted report M &C 2014 -39: Merchant Agreement — Chase
Paymentech Soultions:
1. The City of Saint John enter into a "Merchant Agreement" with Chase
Paymentech Solutions for the processing of payment card transaction
based upon the terms and conditions attached to this report; and,
2. The Mayor and Common Clerk be authorized to execute the necessary
documents.
Question being taken, the motion was carried.
14.2 Acquiring of Title to Fire Lane off Alma Street East
The City Solicitor asked that the matter entitled M &C 2014 -37: Acquiring of Title to Fire
Lane off Alma Street East be withdrawn from the agenda for legal review.
On motion of Deputy Mayor Rinehart
Seconded by Councillor McAlary
RESOLVED that the matter entitled M &C 2014 -37:
Acquiring of Title to Fire Lane off Alma Street East be withdrawn for legal review.
Question being taken the motion was carried.
15. General Correspondence
15.1 The Hardman Group Letter re Summer Sponsorship
On motion of Councillor McAlary
Seconded by Deputy Mayor Rinehart
RESOLVED that the Hardman Group letter
regarding Summer Sponsorship be referred to the City Manager.
Question being taken, the motion was carried.
15.2 Bullying Canada Letter re Request for Support from Council
On motion of Deputy Mayor Rinehart
Seconded by Councillor McAlary
RESOLVED that the request for support from
Bullying Canada be tabled until the completion of the City's new Grant Policy.
Question being taken, the motion was carried.
(The Mayor withdrew from the meeting and the Deputy Mayor assumed the chair)
9
98-
COMMON COUNCIL /CONSEIL COMMUNAL
APRIL 14, 2014/LE 14 AVRIL 2014
15.3 Total Golf Management - Rockwood Park Golf Course Report for 2014
Season
On motion of Councillor McAlary
Seconded by Councillor Merrithew
RESOLVED that the Rockwood Park Golf Course
and Aquatic Driving Range Proposed 2014 Fee Structure be approved as submitted.
Question being taken, the motion was carried
(The Mayor re- entered the meeting and assumed the chair)
15.4 Letter from Corvettes of Southern New Brunswick re: Car Show
On motion of Deputy Mayor Rinehart
Seconded by Councillor Merrithew
RESOLVED that the request for permission to use
King's Square and the surrounding street parking spaces from the Corvettes of Southern
New Brunswick be referred to the City Manager.
Question being taken, the motion was carried.
16. Supplemental Agenda
16.2 The Originals — Street Closure Request
On motion of Councillor Merrithew
Seconded by Councillor Norton
RESOLVED that the request from the organizers of
the Originals Art Festival for street closures on June 14th, 2014 be referred to the City
Manager to prepare the necessary bylaw amendments.
Question being taken, the motion was carried.
16.3 License Agreement with Beavertails (Food Vendor) in Waterfront Area
On motion of Deputy Mayor Rinehart
Seconded by Councillor Merrithew
RESOLVED that as recommended by the City
Manager in the submitted report M &C 2014 -43: License Agreement with Beavertails
(Food Vendor) in Waterfront area:
1. The City enter into a License agreement with Beavertails Commercial Inc. and
Parent and Sons Investment Ltd. in the form and upon the terms and conditions set forth
in the License Agreement attached to M &C 2014 -43; and further,
2. That the Mayor and Common Clerk be authorized to execute the said License
Agreement.
Question being taken, the motion was carried.
16.4 Shamrock Park Artificial Turf Field (Mayor Norton)
On motion of Councillor McAlary
Seconded by Councillor MacKenzie
RESOLVED that:
1. The City enter into an Agreement with Emera Incorporated for the funding of and
the naming rights to the proposed artificial turf field at Shamrock Park, the text of which
Agreement accompanied the Mayor's correspondence in this matter dated April 10, 2014
and addressed to Common Council on behalf of the Committee of the Whole; and
2. That the Mayor and Common Clerk be authorized to execute the said
Agreement.
10
98-
COMMON COUNCIL /CONSEIL COMMUNAL
APRIL 14, 2014/LE 14 AVRIL 2014
Question being taken, the motion was carried.
16.1 Finance and Administrative Services Sustainable Service Review
The City Manager introduced the Sustainable Service Review iterative process
underway.
The Finance Commissioner and staff, Bob Russell, Fleet Management, and Trevor
Gamblin, Facilities Management, presented on the services core objectives, the
alignment with Council's priorities, benchmarking, and the associated costs. The
Commissioner stated the challenge for Council is to manage the City's debt while
continuing to make appropriate investments in City facilities and infrastructure assets.
The City's debt - service ratio is now 10.2 %, which falls within the established Provincial
acceptable limit.
The City Manager summarized the fleet services stating that while a large number of
services are done in -house others are contracted out. Ultimately the fleet service level
will dictate the equipment needs. Council will need to assess a holistic view of the fleet.
For example, the City currently provides a sweeper for street cleaning. This street
sweeping service while not mandatory does provide aesthetics and keeps the dust
down. If Council does not want the street sweeping level of service, then this equipment
comes off the capital and reduces borrowing. Similarly, the level of snow removal and
the level of garbage collection affect the capital borrowing for the required equipment.
Council will determine the service level which will determine the equipment required, the
amount of borrowing capital, and ultimately the required budget.
Finance Management is responsible for:
• Municipal borrowings for General Fund Capital expenditures as authorized by the
Municipalities Act
• Debt management
• Fiscal responsibility
Fleet Management is responsible for:
• 350 vehicles and equipment
• 800 small engine equipment assets
Facilities management is responsible for:
• 80 City -owned buildings
• consisting of approximately 750,000 sq. ft. of area
• average age of 30 years
• replacement value -$115M
On motion of Councillor McAlary
Seconded by Deputy Mayor Rinehart
RESOLVED that the Finance and Administrative
Services Sustainable Service Review be referred to the City Manager for the 2015
Service Review.
Question being taken, the motion was carried.
17. Committee of the Whole
18. Adjournment
On motion of Councillor MacKenzie
Seconded by Councillor Farren
RESOLVED that the Common Council meeting of
Monday April 14th, 2014 be adjourned.
Question being taken, the motion was carried.
The Mayor declared the meeting adjourned at 9:32 p.m.
11
98-
COMMON COUNCIL /CONSEIL COMMUNAL
APRIL 14, 2014/LE 14 AVRIL 2014
Mayor / maire
Common Clerk / greffier communal
12
g, I REPORT TO COMMON COUNCIL
City of saint john
April 17, 2014
His Worship Mayor Mel Norton and
Members of Common Council
Your Worship and Councillors:
SUBJECT: The City of Saint John v. Torch for Truth Tabernacle Inc.
60 Church Avenue, Saint John, N.B. (the "building ")
Parcel Identifier: 36632
BACKGROUND:
On August 17, 2012, the Saint John Fire Department was called to respond to a
structure fire at the site identified above. As a result of the structure fire, staff
from the Buildings and Inspection Services Department decided that there was
an imminent danger to public safety and the building needed to be demolished.
The building was demolished on August 22, 2012.
On February 14, 2013, a judgment was obtained in the amount of $50,363.87
(the "judgment ") from the Court of Queen's Bench of New Brunswick regarding
the costs of demolition of the building, disposal of the debris and making the site
safe. The judgment was registered with Service New Brunswick on the same
date. On April 10, 2013, the City received full payment of the judgment. As a
result, it is in order to withdraw the judgment registered and accordingly the
following recommendation is made:
RECOMMENDATION:
That the following resolution be adopted by Common Council:
13
-z-
April 17, 2014
RESOLVED that Common Council authorize the Withdrawal of
Judgment registered in the Land Titles Office in Saint John on the
14th day of February, 2013 as Number 32424690 respecting
property identified by Parcel Identifier 36632, which property is
also known as civic number 60 Church Avenue in the City of Saint
John; and
Further that the Mayor and Common Clerk be authorized to
execute the appropriate Withdrawal of Judgment form prescribed
by the Land Titles Act, S.N.B. 1981, c. L -1.1.
Respectfully Submitted,
�A
John L. Nugent
City Solicitor
Attachment
f
14
t
Patrick Woods
City Manager
Form 36.1
WITHDRAWAL OF JUDGMENT
Land Titles Act, S.N.B. 1981, c.L -1.1, ss.44
Parcel Identifier:
Judgment Creditor:
Registration Particulars of
Judgment to be Withdrawn
36632
The City of Saint John
8`h Floor, City Hall
15 Market Square
Saint John, NB
E21- 1 E8
Number: 32424690
Registration Date: 2013 -02 -14
The judgment creditor withdraws from registration against the specified parcel the
specified judgment.
Date: 2014
Judgment Creditor:
The City of Saint John
Mayor
Common Clerk
Common Council Resolution:
, 2014
15
Form 45
AFFIDAVIT OF CORPORATE EXECUTION
Land Titles Act, S.N.B. 1981, c.L -1.1, s.55
Deponent: Jonathan A. Taylor
City of Saint John
P.O. Box 1971
Saint John, NB E21- 41-1
Office Held by Deponent
Corporation:
Other Officer Who Executed
the Instrument:
Office Held by Other Officer
Who Executed the Instrument:
Place of Execution:
Date of Execution:
Common Clerk
The City of Saint John
Mel K. Norton
City of Saint John
P.O. Box 1971
Saint John, NB E21- 41-1
Mayor
Saint John, New Brunswick
I, Jonathan A. Taylor, the deponent, make oath and say:
2014
1. That I hold the office specified in the corporation specified above, and am authorized
to make this affidavit and have personal knowledge of the matters hereinafter deposed
to;
2. That the attached instrument was executed by me and the other officer specified
above, as the officers duly authorized to execute the instrument on behalf of the
corporation;
3. That the seal of the corporation was affixed to the instrument by order of the Common
Council of (The) City of Saint John;
4. That the instrument was executed at the place and on the date specified above.
5. The corporation has no shareholders.
SWORN TO at the City of
Saint John, in the County of
Saint John, Province of New
Brunswick on the day
of , 2014.
BEFORE ME:
Francois M. Beaulieu
Commissioner of Oaths
Being a Solicitor
16
Jonathan A. Taylor
REPORT TO COMMON COUNCIL
M &C- 2014 -52
April 22, 2014
His Worship Mayor Mel Norton and
Members of Common Council
Your Worship and Councillors:
SUBJECT: Sale of former Vimy and Freedom Courts to Vimy Estates Inc.
BACKGROUND:
City of Saint John
Common Council, at its September 23, 2013 meeting approved the sale of two
former streets (Freedom and Vimy Courts) to Vimy Estate Inc., subject to an
Agreement of Purchase and Sale. The Purchaser has plans to develop the
property along with adjoining land for a multi -unit residential development. The
Closing Date for the above noted transaction was set for October 15, 2013.
However, the Purchaser had requested postponement of the closing of the
transaction to provide additional time to satisfy their requirement to provide
security to the satisfaction of the City for the construction of the new Freedom
Court. All other terms and conditions remained unchanged. On October 15, 2013
Council resolved to extend the Closing Date as per the request of the Proponent to
be on or before November 29, 2013. Once again, the Purchaser was unable to
meet the Closing Date for similar reasons as noted above. Therefore, the
agreement of Purchase and Sale with Vimy Estates Inc. has lapsed.
Over the winter, City staff has met with representatives of Vimy Estates Inc. and
they appear to have resolved their issues and are now ready to acquire the two
former streets, as per the attached agreement of Purchase and Sale. The
agreement is very similar to the previous ones, except for a few "wording changes
regarding security. If Council is in agreement with the Purchase and Sale
document, the following recommendation is set out for their consideration.
RECOMMENDATIONS
1. That The City of Saint John enter into an Agreement of Purchase and Sale
in the form as attached to this M & C #2014 -52 for the sale of two parcels
of land (formerly Vimy and Freedom Courts), identified as being PID#
17
M &C- 2014 -52
April 22, 2014
Sm
55221352 and 55221543, comprising a combined total area of 1,339
square metres ±; and
2. That the Mayor and Common Clerk be authorized to execute any
document(s) necessary to finalize this transaction.
Respectfully submitted,
Curtis Langille, BA
Real Estate Officer
Gregory J. Yeomans, CGA, MBA
Commissioner
Finance and Administrative Services
Attachment
Brian Irving, BBA
Manager Real Estate
Patrick Woods, CGA
City Manager
THIS AGREEMENT made in duplicate this 22 day of April, 2014,
BETWEEN:
THE CITY OF SAINT JOHN, a body corporate by Royal Charter, confirmed and
amended by Acts of the Legislative Assembly of the Province of New Brunswick,
(the "Vendor")
OF THE FIRST PART
- and -
VIMY ESTATES INC., a body corporate duly incorporated under the laws of the
Province of New Brunswick, maintaining its head office in the Town of Rothesay,
in the Province of New Brunswick,
(the "Purchaser ")
OF THE SECOND PART
WHEREAS the Vendor is the owner of the lands and premises described in
Schedule "A" attached hereto identified by Service New Brunswick as PID Numbers 55221352
and 55221543 (the "Purchased Lands ") and has agreed to sell and convey the Purchased
Lands to the Purchaser, and the Purchaser has agreed to purchase the Purchased Lands from
the Vendor on the terms and conditions set forth in this Agreement;
AND WHEREAS the Purchaser intends to develop and construct upon the
Purchased Lands and lands adjacent to the Purchased Lands mixed income seniors' apartment
buildings (the "Project ");
NOW THEREFORE in consideration of the mutual covenants and agreements
set forth in this Agreement, and for other good and valuable consideration, (the receipt and
sufficiency of which is hereby acknowledged), the parties hereto covenant and agree as follows:
Article 1 - Interpretation
1.1 Definitions
The terms defined herein shall have, for all purposes of this Agreement, the following meanings,
unless the context expressly or by necessary implication otherwise requires:
"Adjustments" means the adjustments to the Purchase Price provided for and determined
pursuant to Section 3.3.
"Agreement" means this Agreement of Purchase and Sale and the Schedules attached hereto
as amended from time to time in writing by the parties hereto.
filtr'
PA
"Business Day" means any day other than Saturday, Sunday or a statutory holiday in the City of
Saint John, New Brunswick.
"Chief City Engineer" shall mean the City of Saint John Common Council appointee or his
designate.
"City" means The City of Saint John.
"Closing" means the closing on the Closing Date of the transaction contemplated by this
Agreement, including without limitation the payment of the balance of the Purchase Price and
the delivery of the Closing Documents, at the offices of the Vendor's Solicitors.
"Closing Date" means the 16`h day of May, 2014.
"Closing Documents" means the agreements, instruments and other documents to be delivered
by the Vendor to the Purchaser or the Purchaser's Solicitors pursuant to Section 7.1 and the
agreements, instruments and other documents to be delivered by the Purchaser to the Vendor
or the Vendor's Solicitors pursuant to Section 7.2.
"Deposit" has the meaning ascribed thereto in Section 3.1.
"Project" has the meaning set out in the recitals to this Agreement.
"Purchased Lands" has the meaning set out in the recitals to this Agreement.
"Purchase Price" is as set out in Section 3.1. Purchaser to do so.
1.2 Schedules
The following Schedules are attached to the Agreement:
Schedule "A" City Lands
Schedule "B" HST Indemnity Certificate
Schedule "C" Tentative Subdivision Plan
Schedule "D" Design Brief and Engineering Drawings
Article 2 - Agreement of Purchase and Sale
2.1 Aareement of Purchase and Sale
The Vendor hereby agrees to sell, transfer, assign, set over and convey the Purchased Lands to
the Purchaser and the Purchaser hereby agrees to purchase and acquire the Purchased Lands
from the Vendor for the Purchase Price on and subject to the terms and conditions of this
Agreement.
20
3
Article 3 - Purchase Price
3.1 Payment of Purchase Price
The Purchaser agrees to pay and the Vendor agrees to accept for the Purchased Lands the
sum of Four Thousand Nine Hundred and Fifty -Three Dollars ($4,953.00) (the "Purchase
Price "), plus Harmonized Sales Tax, if applicable.
The Purchase Price shall be paid by the Purchaser to the Vendor as follows:
(a) a deposit of One Thousand Dollars ($1,000.00) (the "Deposit ") shall be paid
within two Business Days of execution of this Agreement by the Vendor, and
shall be paid by the Purchaser to the Vendor by certified cheque or bank draft
to be held In Trust pending completion or other termination of this Agreement
and to be paid to the Vendor and credited on account of the Purchase Price
on Closing;
(b) the balance of the Purchase Price, subject to the Adjustments, by delivery of
a certified cheque or bank draft on Closing.
3.2 Deposit
The Deposit shall be non - refundable to the Purchaser and shall be payable to the Vendor,
unless the transaction is not completed as a result of default by the Vendor.
3.3 Adjustments
Adjustments will be made on the Closing Date for all items normally adjusted between a vendor
and purchaser in respect of the sale of property similar to the Purchased Lands, including,
without limitation and to the extent applicable to this transaction, real property taxes and local
improvement rates.
3.4 Undertaking to Re- adjust
If any amounts to be adjusted are uncertain and cannot be determined on the Closing Date, the
Parties agree to execute an agreement to re- adjust any such items within ninety (90) day of the
Closing Date.
Article 4 - Harmonized Sales Tax
4.1 Harmonized Sales Tax
With respect to the harmonized sales tax ( "HST') payable pursuant to the Excise Tax Act
Canada (the "Act "), the parties covenant and agree as follows:
(a) Purchaser represents and warrants to the Vendor that it is a registrant under
the Act and it will provide confirmation of its HST registration number on
Closing;
21
4
(b) In lieu of paying HST to the Vendor on Closing, the Purchaser will provide the
Vendor with a HST Indemnity Certificate in a form commonly used in Real
Property transactions in New Brunswick — an example of which is attached
hereto as Schedule "B" — whereby the Purchaser agrees to file returns and
remit on a timely basis any HST owing to Canada Revenue Agency and
further agreeing to indemnify the Vendor for any failure on the part of the
Purchaser to do so.
Article 5 - Other Covenants of the Parties
5.1 Construction of new Freedom Court
(a) The Purchaser covenants and agrees to decommission and remove the existing
Freedom Court to the satisfaction of the Chief City Engineer and in accordance
with the City's General Specifications and the Engineering Drawings and Design
Brief approved by the Chief City Engineer, a copy of which is attached hereto as
Schedule "D" and forms part hereof (hereafter the "Engineering Drawings ").
(b) The Purchaser further covenants and agrees to construct a new Freedom Court
to the satisfaction of the Chief City Engineer, in accordance with the City's
General Specifications and in accordance with the Engineering Drawings. The
new Freedom Court shall have an area of approximately 1,123 square metres
and be located generally as depicted on the Tentative Subdivision Plan titled
"Vimy Estates Subdivision" attached hereto as Schedule "C" and forming part
hereof. The Purchaser shall complete the construction of the new Freedom Court
on or before October 15, 2014.
(c) The Purchaser covenants and agrees to have its Design Engineering Consultant,
Brunswick Engineering & Consulting Inc., provide full -time inspection of the
construction of the new Freedom Court to ensure that the construction is done in
accordance with the City's specifications and in accordance with the Engineering
Drawings. As part of the full -time inspection, the Purchaser's Design Engineering
Consultant shall provide applicable testing as required by the City's General
Specifications, all of which shall be submitted to the Vendor for review and
approval. The Purchaser shall pay all costs associated with such full -time
inspection and quality control testing.
(d) The Purchaser further covenants and agrees to obtain from its Design
Engineering Consultant and provide to the City no later than ten (10) days
following completion of the construction of Freedom Court a certification
addressed to the Chief City Engineer that the new Freedom Court has been
constructed in accordance with the City's General Specifications and in
accordance with the Engineering Drawings. The Purchaser shall, at the same
time, provide to the Chief City Engineer a paper as well as a digital copy of the
"as- constructed" Engineering Drawings for the new Freedom Court.
(e) The Purchaser further covenants and agrees to provide a one (1) year warranty
of the construction of the new Freedom Court starting at the date of acceptance
by the Chief City Engineer of the certification provided by the Purchaser's Design
22
Engineering Consultant.
(f) The Purchaser shall deliver to the Vendor on or before the Closing Date security,
by way of bank draft, lawyer's trust cheque or certified cheque, in the amount of
Two Hundred and Twenty Thousand ($220,000.00) Dollars (the "Security ").
The Security shall remain in full force and effect until the passage of twenty -four
(24) months following the date of execution of this Agreement and shall be
subject to the following terms:
Subject to paragraph ii., the Security, or portions thereof, shall, from time
to time, and as portions of the construction of the new Freedom Court are
completed, be reduced and remitted back to the Purchaser;
The Chief City Engineer shall, in his discretion acting reasonably,
determine the portions of the construction of Freedom Court he considers
to have been completed by the Purchaser which warrant a reduction of
the Security, and determine the corresponding amount to be deducted
from the Security and remitted back to the Purchaser.
5.2 Vesting of a new Freedom Court
(a) The Purchaser shall at its sole cost and expense cause a subdivision plan to be
prepared, the purpose of which is to vest a new Freedom Court as a Public Street
as depicted on Schedule "C ".
(b) The Subdivision Plan referred to in paragraph (a) of this section 5.2 shall only be
registered upon the completion of the construction of a new Freedom Court
pursuant to section 5.1 hereof to the satisfaction of the Chief City Engineer.
(c) The Vendor shall pay the registration costs of the Subdivision Plan.
5.3 Existing Infrastructure within the Purchased Lands
(a) The Purchaser recognizes and agrees that there exists in, under and through the
Purchased Lands underground municipal infrastructure. The Purchaser
covenants and agrees to decommission and remove said existing underground
municipal infrastructure, at its sole cost and risk and to the satisfaction of the
Chief City Engineer, before the completion of the construction of the new
Freedom Court.
(b) The Purchaser covenants and agrees to decommission and remove the natural
gas pipeline currently running in, through and under the most eastern end of the
proposed new Freedom Court in accordance with applicable legislation and
regulations and to the satisfaction of the appropriate regulating authority and
under the direction of Enbridge Gas New Brunswick.
(c) The Purchaser covenants and agrees to pay all relocation costs of the relevant
utilities associated with the decommissioning of the existing Freedom Court and
23
0
with the construction of the proposed new Freedom Court.
5.4 Cost of Construction of the new Freedom Court
The Purchaser recognizes and agrees that the construction of the new Freedom Court is
estimated at approximately Two Hundred and Twenty Thousand Dollars ($220,000.00),
excluding HST. The Purchaser covenants and agrees to pay the first One Hundred and Twenty
Thousand Dollars ($120,000.00) excluding HST toward the design and construction of the new
Freedom Court.
The Vendor covenants and agrees to pay to the Purchaser up to a maximum of One Hundred
Thousand Dollars ($100,000.00), including HST, toward the cost of construction of the new
Freedom Court upon the Purchaser providing to the Vendor proof that the Purchaser has
expended the first One Hundred and Twenty Thousand Dollars ($120,000.00) excluding HST
toward the said construction.
The Purchaser further covenants and agrees to pay any additional cost associated with the
design and construction of the new Freedom Court if the total design and construction costs
exceed Two Hundred and Twenty Thousand Dollars ($220,000.00), excluding HST.
Article 6 - Transfer of Title and Closing Documents
6.1 Vendor's Closing Documents
On or before Closing, subject to the provisions of this Agreement, the Vendor shall execute or
cause to be executed and shall deliver or cause to be delivered to the Purchaser's Solicitors the
following:
(a) a deed conveying the Purchased Lands, in registerable form; and
(b) all other documents which are required and which the Purchaser has
reasonably requested on or before the Closing Date to give effect to this
transaction.
All documentation shall be in form and substance acceptable to the Purchaser and the Vendor
each acting reasonably and in good faith.
6.2 Purchaser's Closing Documents
By the Closing Date, subject to the terms and conditions of this Agreement, the Purchaser shall
execute or cause to be executed and shall deliver or cause to be delivered to the Vendor's
Solicitors the following:
(a) the balance of the Purchase Price; and
24
(b) all other documents which are required and which the Vendor has reasonably
requested on or before the Closing Date to give effect to this transaction.
All documentation shall be in form and substance acceptable to the Purchaser and the Vendor
each acting reasonably and in good faith.
Article 7 - Representations, Warranties and Covenants
7.1 Purchaser's Representations
The Purchaser hereby represents and warrants to and in favour of the Vendor that, as of the
date of this Agreement and as of the Closing Date:
(a) the Purchaser is a corporation existing and governed by the laws of New
Brunswick and has the necessary corporate authority, power and capacity to
own the Purchased Lands and to enter into this Agreement and to carry out
this Agreement and the documents and transactions contemplated herein on
the terms and conditions herein contained; and
(b) this Agreement and the obligations of the Purchaser hereunder and the
documents and transactions contemplated herein have been duly and validly
authorized by all requisite corporate proceedings and constitute legal, valid
and binding obligations of the Purchaser enforceable against the Purchaser
in accordance with its terms.
7.2 Survival of Representations
The representations and warranties contained in this Agreement shall not merge on Closing but
shall survive for a period of two (2) years thereafter.
Article 8 - Damage and Indemnification
8.1 Indemnification by Purchaser
The Purchaser does hereby indemnify and save harmless the Vendor from all actions, causes
of actions, proceedings, claims and demands brought against the Vendor, and from and against
all losses, costs, damages or expenses suffered or incurred by the Vendor, by reason of any
damage to property, including property of the Vendor, or injury, including injury resulting in
death, to persons, including the employees, servants, agents, licensees and invitees of the
Vendor, caused by, resulting from or attributable to the negligent act or omission of the
Purchaser or any of its employees, servants, or agents in the performance of this Agreement
and during the construction of the new Freedom Court.
8.2 Indemnification by Vendor
The Vendor covenants and agrees to indemnify and save harmless the Purchaser from all
actions, causes of actions, proceedings, claims and demands brought against the Purchaser,
and from and against all losses, costs, damages or expenses suffered or incurred by the
Purchaser, by reason of any damage to property, including property of the Purchaser, or injury,
25
8
including injury resulting in death, to persons, including the employees, servants, agents,
licensees and invitees of the Purchaser, caused by, resulting from or attributable to the
negligent act or omission of the Vendor or any of its employees, servants, or agents in the
performance of this Agreement.
8.3 Limitation of Liability
In no event shall the Vendor be liable to the Purchaser, or the Purchaser liable to the Vendor,
for indirect or consequential losses or damages, or damages for pure economic loss, howsoever
caused or contributed to, in connection with this Agreement.
8.4 Survival of Indemnities
The parties acknowledge and agree that this Article 9 and the covenants of the parties
contained herein will not expire with or be terminated, merged or extinguished by the closing of
the transaction of purchase and sale contemplated by this Agreement, and the completion
thereof.
Article 9 - General
9.1 Gender and Number
Words importing the singular include the plural and vice versa. Words importing gender include
all genders.
9.2 Captions and Table of Contents
The captions and headings contained herein are for reference only and in no way affect this
Agreement or its interpretation.
9.3 Obligations as Covenants
Each agreement and obligation of any of the parties hereto in this Agreement, even though not
expressed as a covenant, is considered for all purposes to be a covenant.
9.4 Applicable Law
This Agreement shall be construed and enforced in accordance with the laws of the Province of
New Brunswick applicable thereto and shall be treated in all respects as a New Brunswick
contract.
9.5 Currency and Cheques
All references to currency in the Agreement shall be deemed to be references to Canadian
dollars. All cheques to be tendered shall be drawn on one of the major Canadian Chartered
Banks unless otherwise specifically agreed in writing.
Me
E
9.6 Invalidity
If any immaterial covenant, obligation, agreement or part thereof or the application thereof to
any person or circumstance should to any extent be invalid or unenforceable, the remainder of
this Agreement (or the application of such covenant, obligation or agreement or part thereof) to
any person, party or circumstance other than those to which it is held invalid or unenforceable
shall not be affected thereby. Each covenant, obligation and agreement in this Agreement shall
be separately valid and enforceable to the fullest extent permitted by law.
9.7 Amendment of Agreement
No supplement or amendment of the Agreement shall be binding unless executed in writing by
the parties hereto in the same manner as the execution of this Agreement.
9.8 Time of the Essence
Time shall be of the essence of this Agreement.
9.9 Further Assurances
Each of the parties hereto shall from time to time hereafter and upon any reasonable request of
the other party, make or cause to be made all such further acts, deeds, assurances and things
as may be required or necessary to more effectually implement and carry out the true intent and
meaning of this Agreement.
9.10 Entire Agreement
This Agreement and any agreements, instruments and other documents herein contemplated to
be entered into between, by or including the parties hereto constitute the entire agreement
between the parties hereto pertaining to the subject matter of this Agreement and supersedes
all prior agreements, understandings, negotiations and discussions, whether oral or written, with
respect thereto, and there are no other warranties or representations and no other agreements
between the parties hereto in connection with the agreement of purchase and sale provided for
herein except as specifically set forth in this Agreement.
9.11 Waiver
No waiver of any of the provisions of this Agreement shall be deemed or shall constitute a
waiver of any other provision (whether or not similar) nor shall any waiver constitute a
continuing waiver unless otherwise expressed or provided.
9.12 Solicitors as Agents and Tender
Any notice, approval, waiver, agreement, instrument, document or communication permitted,
required or contemplated in the Agreement may be given or delivered and accepted or received
by the Purchaser's Solicitors on behalf of the Purchaser and by the Vendor's Solicitors on behalf
of the Vendor and any tender of Closing Documents and the balance may be made upon the
Vendor's Solicitors and the Purchaser's Solicitors, as the case may be.
27
a
9.13 Assignment by Purchaser
This Agreement is not assignable, and any attempt to do so is void.
9.14 Successors and Assigns
All of the covenants and agreements in this Agreement shall be binding upon the parties hereto
and their respective successors and permitted assigns and shall enure to the benefit of and be
enforceable by the parties hereto and their respective successors and their permitted assigns
pursuant to the terms and conditions of this Agreement.
9.15 No Registration of Agreement
The Purchaser shall not register this Agreement or any notice of this Agreement on title to the
Lands.
9.16 Notices
Any notice, demand, approval, consent, information, agreement, offer, payment, request or
other communication (hereinafter referred to as a "Notice ") to be given under or in connection
with this Agreement shall be in writing and shall be given by personal delivery or by telecopier or
other electronic communication which results in a written or printed notice being given,
addressed or sent as set out below or to such other address or electronic number as may from
time to time be the subject of a Notice:
(a) Vendor:
City of Saint John
c/o City Solicitors Office
15 Market Square
Saint John, N.B. E21- 4L1
Attention: Melanie Tompkins
Telecopier: 506.649.7939
(b) Purchaser:
Vimy Estates Inc.
PO Box 4753
Rothesay, N.B. E2E 5X5
Attention: Wallace Floyd
Telecopier: 506.696.8594
Any Notice, if personally delivered, shall be deemed to have been validly and effectively given
and received on the date of such delivery and if sent by telecopier or other electronic
communication with confirmation of transmission, shall be deemed to have been validly and
effectively given and received on the day next following the day it was received.
9.17 Execution
This Agreement may be executed in counterparts and may be executed and delivered via
facsimile transmission, including signatures, which counterparts and facsimile copies shall
together constitute one and the same Agreement with the same effect as if originally executed
and delivered.
[signature page on next page]
29
12
IN WITNESS WHEREOF the Purchaser has executed this Agreement this 22nd
day of April, 2014.
Witness
Vimy Estates Inc.
Per:
Wallace B. Floyd — Vice President
Vimy Estates Inc.
IN WITNESS WHEREOF the Vendor has executed this Agreement this 22 day of
April, 2014.
The City of Saint John
Per: Mayor
Per: Common Clerk
Common Council Resolution Date:
30
Schedule "A" - Purchased Lands
All those certain lots, parcels and pieces of land situate, lying and being in the City of Saint
John, in the County of Saint John and Province of New Brunswick, more particularly described
as follows-
(1) That certain lot, piece and parcel of land described as "Freedom Court a Public Street, 685
m2" on a Plan of Survey titled "Plan of Survey Showing Freedom Court, City of Saint John,
Saint John County, New Brunswick ", certified correct by Hughes Surveys & Consultants Inc.,
dated March 16, 2012, surveyed by John E. Calvin, N.B.L.S. #353, and registered in the Saint
John County Registry Office on August 28, 2013 as Number 33041717;
AND ALSO
(2) That certain lot, piece and parcel of land described as " Vimy Court a Public Street, 654 m2i
on a Plan of Survey titled "Plan of Survey Showing Vimy Court, City of Saint John, Saint John
County, New Brunswick ", certified correct by Hughes Surveys & Consultants Inc., dated March
16, 2012, surveyed by John E. Calvin, N.B.L.S. #353, and registered in the Saint John County
Registry Office on August 1, 2013 as Number 32958168.
31
Schedule "B" — HST Indemnity Certificate
HST INDEMNITY CERTIFICATE
TO: The City of Saint John (the "Vendor ")
RE: Purchase of PID # 55221352 and PID # 55221543 pursuant to an Agreement of
Purchase and Sale dated April 22, 2014 between The City of Saint John and
Vimy Estates Inc. (the "Property ")
Wallace B. Floyd, DOES HEREBY CERTIFY:
I . THAT Vimy Estates Inc. is the purchaser of the Property.
2. THAT Vimy Estates Inc is validly registered under the Harmonized Sales Tax ( "HST ")
provisions of the Excise Tax Act (Canada) (the "Act ") for the collection of goods and services tax
( "GST ") or harmonized sales tax ( "HST "), and its registration number for GST and HST
purposes is 82361746RT0001.
3. THAT the Purchase Price of the Property is $4953.00.
4. THAT the sale of the Property does not constitute the supply of a residential complex, as
defined in the Act, made to an individual.
5. THAT Vimy Estates Inc shall be liable for, and shall remit to the appropriate government
authority all GST and HST which is payable under the Act in connection with the purchase of
the Property, all in accordance with the Act.
6. THAT Vimy Estates Inc shall indemnify and save harmless the Vendor from and against
any and all GST, HST, penalties, costs and/or interest which may become payable by or assessed
against the Vendor as a result of any failure by Vimy Estates Inc to comply with the provisions
of this Declaration and Indemnity.
DATED at Saint John, New Brunswick, this 22nd day of April, 2014.
Wallace B. Floyd
Vice President — Vimy Estates Inc.
32
0
Lf)
City
New Brunswick Mousing Corporation
of Saint Jo-in
Re—mler 04 Lot 02-02
Sao Plop n. t5i53738
P-D OfM
4' AR ♦
PQ 55160428
0
V.
Key Plan
os-
LEGEND:
4 sm; steld.•d
-.00,
5
C sus S51-ft'd ..... y
RsF —
(D
i8r Sq�*,. b*1 f—
0
0 1-1 van pp. 1_-
0 CALC c—dwed p2mm
0
V
A "BcM N.8 Co—c-1. Wl,�L".
sq T. - —N.,
t1
cou
d6f�n
P-D - P.—I
Hos. N.1—k
0
free . .5treet)
i (9,V'r
Toau:Cjee oc-c•0 —te mferer.ce
0,
/ Area
A%SLS Agftcoot�cn of 48 :c,d S.yo,s
0.2
1
xJ
7.
NOTES,
!..'a C —2-'. �M • .1v t. m.
W'SRU, -
, ' -OR
m
0-
d.d ._�cg_K
ed 5--c.
V c—e.: Z
-nd co-olit .1
-role Z 111 ere Dosed .1
4)
8•1.1k C1 P..i-t- and
M� %AD83 (CSRSI et
z
IS29
2 k , a'. ..,.td ?a the _.C., I
New Brunsw-ck
3 DM..... a'. -, W7RES and o e ,d to a,
17'"? UETRE.
Housing Corporat;on
Fl—.1d.1 or Lot 02-C2
4 Land •,
, decil o7th b, -li: b—dea
tt��j
Stn 0", "'m
5 P"Pla, .. .... old ..,It l—,
RD 55160428
City of Saint John
I—ed fl— old Ih.,Id t"fied
� ...... Ms I.W.— 1— --dea
P-D 111877 6
t�e US" .0- Cc,rty Reg sl-y 3-1 ce - al tte
tj no T&I Off— tt,
to, . of No. 811—CIL
".1
PURPOSE OF PLAM
o j. F,C.c Court to pub.
st,rv;...
I
era
J'-
Canada Mortgage and Housing Corporation
P10 4'1769
No.
Tentative Plan
Virny Estates Subdivision
APPROVALS:
N.B Grid Co—ordinate Values (HPN)
Im, MTA..
-!ldj £aaFrq NoTErvi,q Mon.. apt
PID 53160428
City of Saint John
43 2533089-093 7364991.217 SMS
46 2533;44.649 7365002.976 SMS
Saint John County, N.B.
47 2533 458!7 7364982784 SUS
48 2-13 3 091.529 7764971 290 SUS
250 2533145.782 7364983.795 CALC
12 M
251 2533093.124 7364953237 CALL
1959 2533580.954 7364165.125 NOW 'HPN)
Scoe - 1:30D
!863 2533373824 t 7364439.871 1,8CM (HPN-,
M157 2532919.057 7364556.355 "CV HPfl)
KIERSTEAD QUIGLEY
�
sc,". `act.� '_00003,
and ROBERTS Ltd.
i
Saint John• Now Brunswick
J 25. 2313 .0h, F-8 S 1231, P.EnSi
j1'
j" No *3-00
flook M. P.9,150 1 Dwg. No. 33501
REPORT TO COMMON COUNCIL
M &C- 2014 -053
April 22, 2014
His Worship Mayor Mel Norton and
Members of Common Council
Your Worship and Councillors:
SUBJECT: Proposed Public Hearing Date — 350 Ashburn Road
City of Saint John
As provided in Common Council's resolution of August 3, 2004, this report indicates
the rezoning and Section 39 amendment applications received and recommends an
appropriate public hearing date.
Details of the applications are available in the Common Clerk's office and will form
part of the documentation presented at the public hearings.
The following application has been received.
Name of Location Existing Proposed Reason
ADDlicant Zone Zone
Hughes Surveys 350 Ashburn Road "I -1" Sec. 39 To permit a wider
& Consultants Amendment variety of
Inc. (for Barsa commercial and
Ventures Ltd.) light industrial
uses on the site
RECOMMENDATION:
That Common Council schedule the public hearing for the Section 39 amendment
application of Hughes Surveys & Consultants Inc. (350 Ashburn Road) for Monday,
June 9, 2014 at 6:30 p.m. in the Council Chamber, and refer the application to the
Planning Advisory Committee for a report and recommendation.
Respectfully submitted,
Jacqueline Hamilton, MCIP, RPP
Commissioner
Growth and Community Development Services
JH /r
34
J. Patrick Woods, CGA
City Manager
J '
April 9, 2014.
City Manager, Pat Woods, Mayor Norton and Councillors,
I am writing to you to let you know of a very dangerous situation that needs your attention.
Location -621 DEVER RD. West, driveway entrance leading to the "Senior Complex ". The problem is a
"sunk- hole ", this hole is about (1) foot deep just waiting for an accident to happen, being an extremely
dangerous icy winter made the entrance "hill' very slippery in fear of vehicles sliding into it.
Please look into this terrible situation before a problem could happen to one of our own senior
residents.
If more information is needed call:
Thanking You,
Ms. Violet Matheson
35
�A C�- .
PROCLAMATION
WHEREAS: May 4 -10, 2014 is Emergency Preparedness Week in Canada; and
WHEREAS: Emergency Preparedness Week is designed to increase public
awareness of the importance of personal and business preparedness
to cope with emergencies; and
WHEREAS: Emergency Preparedness is a shared responsibility in which every
person and business can help reduce risks we face by learning how
to better prepare ourselves, our families and our community; and
WHEREAS: in times of crises, the City of Saint John, its citizens and
businesses, staff and the agencies of the Saint John Emergency
Management Organization, have collectively demonstrated their
commitment to provide for the safety, health and welfare of
citizens, the protection of property and the environment and the
ability to respond to emergencies in a highly professional and safe
manner; and
WHEREAS: an informed, prepared and cooperative public is vital to effective
emergency preparedness planning jemer ency re sponse;
NOW THEREFORE: I, Mayor Mel Norton Saint John do hereby
proclaim the week of May 4 — 10, 2014 as Emergency Preparedness Week in the City
of Saint John.
In witness whereof I have set my hand and affixed the official seal of the Mayor of
the City of Saint John.
36
Presentation to Common Council
April 28, 2014
Jody Kliffer, Growth and Community Development Services
37
rA
Prong
• To recognise an existing parking area from "P" Park to "I -1" Light
Industrial for the continued use as a portion of an existing parking
area for a car sales lot
r
Growth and Community Development Services 38 April 28, 2014
SAINT JOHN
• Surrounding area is in the Commercial Corridor land use
designation
• Proposed 1 -1" Light Industrial zoning is consistent with
adjacent properties
f.1
Growth and Community Development Services 39 April 28, 2014
SAINT JOHN
40
Growth and Community Development Services April 28, 2014
SAINT JOHN
rA
Designated Commercial Corridor:
• Rothesay Avenue is designated Commercial Corridor to
reflect the continued use of car - oriented retail land uses,
such as the Tristar Mercedes business at 368 Rothesay
Avenue.
• Staff are of the opinion that the proposed Rezoning
conforms to the intent of the Municipal Plan
Growth and Community Development Services 41 April 28, 2014
SAINT JOHN
• Public Notification
— 10 letters sent to landowners in vicinity of site
— Advertisement in Telegraph Journal - Tuesday April 1, 2014
— No written comments received
• No one appeared at the PAC meeting in favour or against the
proposed rezoning
f.1
Growth and Community Development Services 42 April 28, 2014
SAINT JOHN
That Common Council:
• rezone a parcel of land having an area of approximately 284 square
metres, located to the rear of 368 Rothesay Avenue, also identified as
being a portion of PID No. 55183875, from "P" Park to "I -1" Light
Industrial.
601-i-
Growth and Community Development Services 43 April 28, 2014
SAINT JOHN
PAC adopted staff recommendation for Common Council to:
• rezone a parcel of land having an area of approximately 284 square
metres, located to the rear of 368 Rothesay Avenue, also identified as
being a portion of PID No. 55183875, from "P" Park to "I -1" Light
Industrial.
601-i-
Growth and Community Development Services 44 April 28, 2014
SAINT JOHN
BY -LAW NUMBER C.P.110-
A LAW TO AMEND
THE ZONING BY -LAW
OF THE CITY OF SAINT JOHN
Be it enacted by The City of Saint
John in Common Council convened, as
follows:
The Zoning By -law of The City of
Saint John enacted on the nineteenth day of
December, A.D. 2005, is amended by:
1 Amending Schedule "A ", the
Zoning Map of The City of Saint John, by
re- zoning a parcel of land having an area of
approximately 284 square metres, located
to the rear of 368 Rothesay Avenue, also
identified as being a portion of PID No.
55183875, from "P" Park to "I -1" Light
Industrial
- all as shown on the plan attached hereto
and forming part of this by -law.
IN WITNESS WHEREOF The City of
Saint John has caused the Corporate
Common Seal of the said City to be affixed
to this by -law the * day of *, A.D. 2014
and signed by:
Mayor/Maire
ARRETE No C.P. 110 -
ARRETE MODIFIANT L'ARRETE
SUR LE ZONAGE DE THE CITY OF
SAINT JOHN
Lors dune reunion du conseil
communal, The City of Saint John a
d6cr6t6 ce qui suit :
L'arr&6 sur le zonage de The City
of Saint John, d6cr&6 le dix -neuf (19)
d6cembre 2005, est modifi6 par:
1 La modification de 1'annexe «A »,
Plan de zonage de The City of Saint John,
permettant de modifier la d6signation pour
une parcelle de terrain d'une superficie
d'environ 284 metres carr6s, 6tant situ6e a
Parriere de celle situ6e au 368, avenue
Rothesay, et formant une partie du NID
55183875, de zone de parc «P» a zone
d' industrie 16g6re « I -1 »
- toutes les modifications sont indiqu6es sur
le plan ci joint et font partie du pr6sent
arret6.
EN FOI DE QUOI, The City of Saint John
a fait apposer son sceau communal sur le
pr6sent arret6 le 2014,
avec les signatures suivantes :
Common Clerk/Greffier communal
First Reading -
Premiere lecture
Second Reading -
Deuxi6me lecture
Third Reading -
Troisieme lecture
29
74
Q' 370
r 368
�O
347 J,
362
360
BN1
Advertiser Name: Saint John Common Clerk
Advertiser Code: S71206
Size: 4.00 x 12.00 in.
Sales Rep: Doug Thomson
PROPOSED ZONING BY -LAW
AMENDMENT
RE: LANDS TO THE REAR OF
368 ROTHESAY AVENUE
Public Notice is hereby given
that the Common Council of
The City of Saint John intends
to consider amending The City
of Saint John Zoning By -law at
its regular meeting to be held
in the Council Chamber on
Monday,
April 28,
2014 at 6:30
p.m., by:
Rezoning �.
a parcel of P -70
land having ON
an area of Qo
approximately 317 �. \
284 square °
metres, \�
located to 2�
the rear of , \
368 Rothesay
Avenue, also
identified as being a portion
of PID No. 55183875, from
"P" Park to 1-7" Light
Industrial, as illustrated below.
REASON FOR CHANGE:
To recognize an existing parking
area for a car sales lot that
encroaches into the subject
area.
The proposed amendment may
be inspected by any interested
person at the office of the
Common Clerk, or in the office
of Growth and Community
Development Services, City Hall,
15 Market Square, Saint John,
N.B. between the hours of 8:30
a.m. and 4 :30 p.m., Monday
through Friday, inclusive,
holidays excepted.
Written objections to the
amendment may be sent to the
undersigned at City Hall.
If you require French services for
a Common Council meeting,
please contact the office of the
Common Clerk.
Jonathan Taylor,
Common Clerk
658 -2862
PROJET DE MODIFICATION
DE L'ARR@Tt SUR LE ZONAGE
OBJET: PROPRIET@ A
L'ARRIERE DE CELLE SITUCE
AU 368, AVENUE ROTHESAY
Par les pr6sentes, un avis public
est donne par lequel le conseil
communal de The City of Saint
John indique son intention
d'6tudier la modification
suivante a 1'arret6 sur le zonage
de The City
of Saint
\ John, fors de
�. la reunion
ordinaire qui
se tiendra
clans la Salle
du conseil
le lundi 28
avril 2074 a
18 h 30 :
Rezonage
d'une parcelle
de terrain
d'une superficie d'environ 284
metres carr6s, 6tant situ6e A
I'arriere de celle situ6e au 368,
avenue Rothesay, et formant
une partie du NID 55183875,
de zone de parc « P » A zone
d'industrie legere « 1 -1 »,
comme le montre la carte ci-
dessous.
RAISON DE LA
MODIFICATION:
Reconnaitre un aire de
stationnement actuel qui
empiete sur la parcelle en
question.
Toute personneint6ress6e
peut examiner le projet de
modification au bureau du
greffier communal ou au bureau
du service de la croissance et du
d6veloppement communautaire
A I'h6tel de ville situ6 au 15,
Market Square, A Saint John,
au Nouveau - Brunswick., entre
8 h 30 et 16 h 30 du lundi au
vendredi, sauf les jours f6ri6s.
Veuillez faire part de vos
objections au projet de
modification par 6crit A
I'attention du soussign6 a I'h6tel
de ville.
Si vous avez besoin des services
en fran4ais pour une reunion
de Conseil Communal, veuillez
contacterle bureau du greffier
communal.
Jonathan Taylor,
Greffier communal
658 -2862
Ad Number: A136733
Ad ID: 6943261
Current Date: Mar 06 2014 02:17PM
Start Date: 4/1/2014
End Date: 4/1/2014
Color: B/W
Client Approval OK ❑
47
Corrections ❑
(aussi disponible en franVais)
Type of Application
❑
Municipal Plan Amendment
X Subdivision
❑ Similar / Compatible Use
X
Zoning By -law Amendment
❑ Variance
❑ Temporary Use
❑
Amendment to Section 39 Conditions
❑ Conditional Use
❑ Change / Re- establishment of
❑
Zoning Confirmation Letter
❑ Letter for Liquor Licensing
Non - Conforming Use
Contact Information
Name of Applicant Hughes Surveys & Consultants Inc. on behalf of Brett Realty Ltd.
Mailing Address of Applicant (with Postal Code) 575 Crown Street, Saint John, NB E2L 5E9
Home Telephone Number
Fax Number
506 - 634 -0759
Work Telephone Number 506 - 634 -1717 (Rick Turner)
E -mail rt@hughessurveys.com
Name of Property Owner (if different from applicant) Fernhill Cemetery Company & Brett Realty Ltd.
Mailing Address (with Postal Code) c/o Hughes Surveys, 575 Crown Street, Saint John, NB E2L 5E9
Property Information
Location
A portion of 55183875 is to be rezoned and transferred
Civic # Street PID
Existing Use of Property Area is used for parking Proposed Use of Property Continue to be parking
Existing Plan Designation of Property Proposed Plan Designation of Property
Existing Zoning of Property Park Proposed Zoning of Property Light Industrial
Description of Application
Describe what you propose to do (attach additional pages if necessary).
NOTE: If the applicant is NOT the owner, the Owner's signature or authorization (in writing) to submit this application is
required.
Signature of Applican 6 , `z— C)
Richard Turner for Hu s S ys nsultants Inc. Date
Signature of Owner C����j.` -z:--i
Douglas o s for Fernhill Company Date
Signature of Purchaser
Lorne Brett rett ty Ltd. Date
For Office Use Only
Reviewed by Date
Development Officer
Information Accompanying Application:
❑ Letter of Intent ❑ Tentative Subdivision Plan ❑ Floor Plans
❑ Site Plan ❑ Building Elevations ❑ Sign Drawings
❑ Fee ❑ Other
P.O. Box 1971 Saint John, NB Canada E21. 4L1 www.saintjohn.ca C.P. 1971 Saint John. N. -B. Canada E2L 4L1
7Le City of Saint)obn SAINT JOHN
48
Description of Application
The intent of this application is to add a portion of the Fernhill Cemetery Company Property known as PID
55183875 to lands located at 368 Rothesay Avenue owned by Brett Realty Ltd. and known as PID 00302984. The
Fernhill Cemetery property is used for cemetery purposes. The Brett Realty property houses a car dealership. In
addition to the proposed boundary adjustment an adjustment to the existing zoning is also being proposed for
consideration.
There has been a recent redevelopment of the Brett Realty property which included parking lot improvements
and other enhancements on the site. During the course of construction the contractor determined that a
portion of the existing parking lot was actually a longstanding encroachment onto the Fernhill Cemetery
Company property. The boundary between the two properties is also the zoning boundary between the Fernhill
property which is zoned Park (P) and the Brett Realty property which is zoned Light Industrial (1 -1).
The adjoining property owners discussed the matter of the encroachment and determined that boundary
adjustments would be the logical approach to rectify the situation and came to an agreement on the purchase
and sale of the subject area. The longstanding encroachment would normally allow the development officer to
approve the boundary adjustment under the authority they are granted by the Subdivision Bylaw. However, the
physical use of the property, not being compatible to the Zoning Bylaw provisions, required the submission of
this application in order to facilitate the transfer.
Since this application involves a minor adjustment to the land use designation boundary an exemption from
applying for a Municipal Plan amendment is respectfully requested (Municipal Plan policy LU -3).
P.O. Box 1971 Saint John, NB Canada E2L 4L1 www.saintjohn.ca C.P. 1971 Saint John. N. -B. Canada E2L 4L1
The City of Saint John
49
SAINT JOHN
i
5
7 n
SEr+fR w
IXSITtG � , E _
C.AS LB1E� a �
f;MW
W TER N � � /'rJCOlre� 1?1132AL
ND Ca
Fr�U014E E%ISf C6 ANp ATPE
UP TO STMH #1 INSTAL � 12
EXISTING a �' C/• L01M PRV-
CB CtIVER EL�FVV ji�rt
$',,Mh- s
1 r
LLJ
i I 3 02 p3 2
Z 2931 C8 r� ^r•
jEXISRNG C C6 A* STIIH 011
EE'AG 06
Q EYMNG CB ' (TO BE "NED)
66 NY IN 2 0i
a ! INV OUT 2 0m '
ilT
W EEE� 1
o EXISTING
STRUCTURE
I FFE 3 42m
EXIS11NGI
EXUrM 250mrnjIIIJjvq
1050 STORY WH 2 781 i2 S3
CE f
s �- �� E%fil]NG c6
II tt W N 1 540 DOSTM FRENCH DRAIN
t IX 0B kN OUT r 15m DSCfiAft (250mmi
J � I
+ I EAW, CX15MG FRENCH ORA1N�
�STORAI SENIIt
E705iND
ASPHALT
E!
PRW-0
�MENSION
rT- sr
SMIAtY LINE
E?P
T TEfaA=Ml _
0
+ _ ': t Ex6TNG
1s4ao ,-
� ASPwLr ,
I
o
1CB
\ RELOCATED
LATCH WIN CB J1 (MATE)
NEW 2wW1 M W OUT 2630
'-MM UK �PRNATE)
WIN 5% SLOPE
250mni STOR11 LINE TO DISCWRGE INTO
FRENCH ORAN
IW NO HM,tiER THAN EXISTING UK
a
50
4_4&
i
GENERAL NOTES
I. All dimensions in mWimeters unlesu
otherwise spedfied.
2. Elevations in meters and hawed on
an assumed elevation of t00.00m
taken at the top of the e>ustlng slab.
3. Eenrtions gNenare not geodehe
and provhiad as a ralabonal
reference only.
4. This drawing is not a survey and
any property boundaries are shown
for reference only.
PROPOSED SURFACE FLOW DIRECTION
M7408
hra
LFUINDY Frigneerin •
27 Hampton Rrr Tel. lsm)63s1588
P.O. flea 8626 Fax (506)835-0208
Saint John. NS fundk�^dS+nO�wm
em 4S1 wv.x.fundysng.com
S.Mng our Client.' N.M. Fkat
Project
DRAINAGE DESIGN
ISTAR MERCEDES BEN;
368 ROTHESAY AVENUE
SAINT JOHN, NB
PROPOSED CONDITIONS
ro N No. 00$4r*E pate
9869 N 13/05/2 -
- I Rea.
t:400 6 1
hbst —
S2
f. ..
rr
rT- sr
SMIAtY LINE
E?P
T TEfaA=Ml _
0
+ _ ': t Ex6TNG
1s4ao ,-
� ASPwLr ,
I
o
1CB
\ RELOCATED
LATCH WIN CB J1 (MATE)
NEW 2wW1 M W OUT 2630
'-MM UK �PRNATE)
WIN 5% SLOPE
250mni STOR11 LINE TO DISCWRGE INTO
FRENCH ORAN
IW NO HM,tiER THAN EXISTING UK
a
50
4_4&
i
GENERAL NOTES
I. All dimensions in mWimeters unlesu
otherwise spedfied.
2. Elevations in meters and hawed on
an assumed elevation of t00.00m
taken at the top of the e>ustlng slab.
3. Eenrtions gNenare not geodehe
and provhiad as a ralabonal
reference only.
4. This drawing is not a survey and
any property boundaries are shown
for reference only.
PROPOSED SURFACE FLOW DIRECTION
M7408
hra
LFUINDY Frigneerin •
27 Hampton Rrr Tel. lsm)63s1588
P.O. flea 8626 Fax (506)835-0208
Saint John. NS fundk�^dS+nO�wm
em 4S1 wv.x.fundysng.com
S.Mng our Client.' N.M. Fkat
Project
DRAINAGE DESIGN
ISTAR MERCEDES BEN;
368 ROTHESAY AVENUE
SAINT JOHN, NB
PROPOSED CONDITIONS
ro N No. 00$4r*E pate
9869 N 13/05/2 -
- I Rea.
t:400 6 1
hbst —
S2
APPROVALS
51
of //�/Area of
e
Plan see,. , 15.600
0—r name F —Ml G—Llry hmpany
P.1.0, : 53103675
ENeet:re D-1 .7006••11 -T4
In.trvmwl . Traveler P 20697125 Rep 21,31 -07 -29
Nn-
Fernn11 Cemetery C—P.M -
0., .1 N.— 81.tt Reay Lid.
R1.0.: 00302964
ENCgre Opt. 1 2002 -08 -21
n.Vrmwt : 7r.nafer / 19165611 I'll, 21.14 -0q -21
lno, ,t T—.,.• P 27545216 A.q 2=9- 176 -03 (Nwr1. Ch.npd)
0.n..
Grtt Really Ltd. -
1 Wiens era k 6. C, 1 muWNR; sd.r,Ntd 11— C.P.S. dDeer. ltlor.•
.n N.6. Men. 26160, {,C63 CSR6 HP, Veldnj
2 N. C t6— ore , Z. to ..n.:Vt t. ,m.erbl -q--nU d-id.
by 0.3011
3 Ale. el .un.y ..tined thus Crime Per Onlrol ,r(on —td,
—01.d I_ —
4 A, document pno Pkn er.lere1d43 "I" to u. Repntl; •sttl.e I.,
S-I Jenn C-1,
6 All com00t41191 t Pe•f —d Ono cawd -1.5 .Imrn e r Inn pion
e ... d On Nee Drunu,•t Gitrea impale W......i -lien no
IPe Mragcs S) Ellipsr'Y es •e.INe. by S."" Nor, 8rrnaa�.
Rion Prwi9un N'Y,va•h CpWC-1. SYrv.y mOnumanl:
T. Ppreel "A' Ip ae c .d.pcled apn let "' to lartn lo: 13 -05
I•,rcel "A- 1. ml to ee on,.y.d m .. 0..,. dui crop bl
,u —t. let 13 -01 and Porwd "A
New Brunswick Grid Co- Ordinate Vclues
%
Y
Rrnk4.
306
/
CALC. PT,
,96279 -v
" \ Porc•i B"
312
7 356 600
rJLC. PT,
+
2 •36 676.571 7 366 739.376
2 338 }_g, 52C 7 36' 762.170
+ > >at
.01
:03
2 136 316.351 7 36i 707.361
2 138 412 ,'f 7 366 73,..-62
CALL. PT.
CALL. P1,
26160
jAe
n YoN.(W")
F 00448233
/
\ mP10 003030 s, N0 16 19
File 56 NO 97
74 -1
/dp C
i
It a� �
m
l I
\Parcel
/
'
e5 \\
€gM
~ry eaa Survey.rs Rwl Property
�yy4 L•
\
/
I I
Repprt try . "Mo a I.,
40 Wd. 29 200Bt6. 6elcd
M1ej 9
(/ ♦\
\
II 4
1301
\ �g'9\ ♦\
li'� li
3.656 r,2
\\
�
II
(InPludlnq P.reel
]
•A ") � \♦
I 0-
366 150
\ • R- \
\ +.
51
of //�/Area of
e
Plan see,. , 15.600
0—r name F —Ml G—Llry hmpany
P.1.0, : 53103675
ENeet:re D-1 .7006••11 -T4
In.trvmwl . Traveler P 20697125 Rep 21,31 -07 -29
Nn-
Fernn11 Cemetery C—P.M -
0., .1 N.— 81.tt Reay Lid.
R1.0.: 00302964
ENCgre Opt. 1 2002 -08 -21
n.Vrmwt : 7r.nafer / 19165611 I'll, 21.14 -0q -21
lno, ,t T—.,.• P 27545216 A.q 2=9- 176 -03 (Nwr1. Ch.npd)
0.n..
Grtt Really Ltd. -
1 Wiens era k 6. C, 1 muWNR; sd.r,Ntd 11— C.P.S. dDeer. ltlor.•
.n N.6. Men. 26160, {,C63 CSR6 HP, Veldnj
2 N. C t6— ore , Z. to ..n.:Vt t. ,m.erbl -q--nU d-id.
by 0.3011
3 Ale. el .un.y ..tined thus Crime Per Onlrol ,r(on —td,
—01.d I_ —
4 A, document pno Pkn er.lere1d43 "I" to u. Repntl; •sttl.e I.,
S-I Jenn C-1,
6 All com00t41191 t Pe•f —d Ono cawd -1.5 .Imrn e r Inn pion
e ... d On Nee Drunu,•t Gitrea impale W......i -lien no
IPe Mragcs S) Ellipsr'Y es •e.INe. by S."" Nor, 8rrnaa�.
Rion Prwi9un N'Y,va•h CpWC-1. SYrv.y mOnumanl:
T. Ppreel "A' Ip ae c .d.pcled apn let "' to lartn lo: 13 -05
I•,rcel "A- 1. ml to ee on,.y.d m .. 0..,. dui crop bl
,u —t. let 13 -01 and Porwd "A
New Brunswick Grid Co- Ordinate Vclues
%
Y
Rrnk4.
306
/
CALC. PT,
,96279 -v
" \ Porc•i B"
312
2 936 760 643 7 363 ]47.74
rJLC. PT,
535
.36
2 •36 676.571 7 366 739.376
2 338 }_g, 52C 7 36' 762.170
me PT.
CALL, P7.
.01
:03
2 136 316.351 7 36i 707.361
2 138 412 ,'f 7 366 73,..-62
CALL. PT.
CALL. P1,
26160
2 535 334,60 7 353 166.596
n YoN.(W")
/
\ mP10 003030 s, N0 16 19
\ ;
\ - .
\Parcel
/
e5 \\
\
/
\
My
PIO 15055631
n
-
/
!66 713/1
\
\ +.
do
4 ,r0 No
40 .V 19A
LB-B � d ^ \
E -1 2 -B
/-�� i '
P10 `5183875
.mnem m
Fernhill Cemetery
Company Property
\
11 auP,*
bq 2972571
d--1—
r,a.. Pe,. / ue:Iitr ,,..
4
. G d7• ,
d
C.-Ore,n.tP P61nI
® ....
Ne. a1d ce•o-aln, t, M.numnl
� /
may.
T.erml.6 eo o-6: we. Punt
Sl
3-1
51
of //�/Area of
e
Plan see,. , 15.600
0—r name F —Ml G—Llry hmpany
P.1.0, : 53103675
ENeet:re D-1 .7006••11 -T4
In.trvmwl . Traveler P 20697125 Rep 21,31 -07 -29
Nn-
Fernn11 Cemetery C—P.M -
0., .1 N.— 81.tt Reay Lid.
R1.0.: 00302964
ENCgre Opt. 1 2002 -08 -21
n.Vrmwt : 7r.nafer / 19165611 I'll, 21.14 -0q -21
lno, ,t T—.,.• P 27545216 A.q 2=9- 176 -03 (Nwr1. Ch.npd)
0.n..
Grtt Really Ltd. -
1 Wiens era k 6. C, 1 muWNR; sd.r,Ntd 11— C.P.S. dDeer. ltlor.•
.n N.6. Men. 26160, {,C63 CSR6 HP, Veldnj
2 N. C t6— ore , Z. to ..n.:Vt t. ,m.erbl -q--nU d-id.
by 0.3011
3 Ale. el .un.y ..tined thus Crime Per Onlrol ,r(on —td,
—01.d I_ —
4 A, document pno Pkn er.lere1d43 "I" to u. Repntl; •sttl.e I.,
S-I Jenn C-1,
6 All com00t41191 t Pe•f —d Ono cawd -1.5 .Imrn e r Inn pion
e ... d On Nee Drunu,•t Gitrea impale W......i -lien no
IPe Mragcs S) Ellipsr'Y es •e.INe. by S."" Nor, 8rrnaa�.
Rion Prwi9un N'Y,va•h CpWC-1. SYrv.y mOnumanl:
T. Ppreel "A' Ip ae c .d.pcled apn let "' to lartn lo: 13 -05
I•,rcel "A- 1. ml to ee on,.y.d m .. 0..,. dui crop bl
,u —t. let 13 -01 and Porwd "A
New Brunswick Grid Co- Ordinate Vclues
%
Y
Rrnk4.
306
2 536 313 656 7 366 736L62
CALC. PT,
312
2 936 760 643 7 363 ]47.74
rJLC. PT,
535
.36
2 •36 676.571 7 366 739.376
2 338 }_g, 52C 7 36' 762.170
me PT.
CALL, P7.
.01
:03
2 136 316.351 7 36i 707.361
2 138 412 ,'f 7 366 73,..-62
CALL. PT.
CALL. P1,
26160
2 535 334,60 7 353 166.596
n YoN.(W")
Tentative Plan
Fernhill Cemetery Company and
Brett Realty Ltd, Subdivision,
City of Saint John,
Saint John County, New Brunswick,
F,.Pwed by
HUGHES SURVEY&• • CONRVLTAPITS ]No.
Surveyor
N- 8run.rek nC Su•re - --
8 0 8 16 24 ,7 31
'. •s00
-- :717 h1379] 2013
Y13 -'e0 dr�cc ii.taP sw
Planning
Advisory Committee
April 17, 2014
Your Worship and Councillors:
SUBJECT: Proposed Rezoning
368 Rothesay Avenue
P.O. Box 1971 506 658 -2800
Saint John
New Brunswick
Canada E2L 4L 1
t:n n1
City of Saint John
On March 31, 2014 Common Council referred the above matter to the Planning
Advisory Committee for a report and recommendation. The Committee
considered the attached report at its April 15, 2014 meeting.
Rick Turner of Hughes Surveys and Consultants Ltd., representing Brett Realty
Ltd., the applicant, was in attendance and was in favour of staff recommendation.
No one else appeared before the Committee in support or against the application,
and no letters were received.
RECOMMENDATION:
That Common Council rezone a parcel of land having an area of approximately
284 square metres, located to the rear of 368 Rothesay Avenue, also identified as
being a portion of PID No. 55183875, from "P" Park to "I -1" Light Industrial.
Respectfully submitted,
Morgan Lanigan
Chair
JK
Project No. 14 -346
52
n
The city of Saint John
DATE: APRIL 11, 2014
TO: PLANNING ADVISORY COMMITTEE
FROM: COMMUNITY PLANNING & DEVELOPMENT SERVICE
GROWTH & COMMUNITY DEVELOPMENT SERVICES
FOR: MEETING OF APRIL 15, 2014
PREPARED BY: REVIEWED BY:
CIP, RPP Stacey o , MBA, MCIP, RPP
Planner Deputy 'Commissioner
SUBJECT:
Name of Applicant: Hughes Surveys & Consultants Inc. (for Brett Realty Ltd.)
Name of Owner: Fernhill Cemetery Company
Location: 368 Rothesay Avenue
PID: Portion of 55183875
Municipal Plan: Commercial Corridor
Zoning: Existing: "P" Park
Proposed: "I -1" Light Industrial
Proposal: To recognise an existing parking area for a car sales lot.
Type of Application: Rezoning
RO. Box 1171 0111- 1471
Saint John, NB NA.
Canada EK 41.1 Canold", �ZA 4 1
SAINT §OIL 1'bi www.saintjohn.ca
53
Hughes Surveys & Consultants Inc. (for Brett Realty Ltd.) Page 2
368 Rothesay Avenue April 11, 2014
JURISDICTION OF COMMITTEE:
The Community Planning Act authorizes the Planning Advisory Committee to give its views to Common
Council concerning proposed amendments to the Zoning By -law. The Committee recommendation will
be considered by Common Council at a public hearing on Monday, April 28, 2014.
STAFF RECOMMENDATION TO COMMITTEE:
That Common Council rezone a parcel of land having an area of approximately 284 square metres,
located to the rear of 368 Rothesay Avenue, also identified as being a portion of PID No. 55183875,
from "P" Park to "I -1" Light Industrial.
INPUT FROM OTHER SOURCES:
Infrastructure Development Service has no objections to the proposed rezoning at 368 Rothesay
Avenue. It is assumed from the application that there will be no changes to the existing driveway
accesses, site conditions, and municipal services to the property. If any changes are proposed, this
department must be contacted for further review and comment. All required parking must be provided
for on -site. Absolutely nothing can be built over top of a municipal services easement.
Inspection & Permitting Services has no concerns with this application.
ANALYSIS:
Proposal
The applicant is proposing to rezone a small portion of land located at the rear of the property at 368
Rothesay Avenue. The 284 square metres of land subject to the proposed rezoning is currently being
used as a part of the parking area associated with Tristar Mercedes business (see attachments). The use
of this portion of land as a parking area is a longstanding encroachment that the owners of the car
dealership are currently attempting to address.
In discussing the matter, the property owners agreed that a boundary adjustment to recognise the use of
the subject portion of land as a part of a larger parking area was the preferred solution. Adjusting the
boundary to transfer the land to an adjacent landowner requires a straight - forward subdivision
application. However, the portion of the property subject to the boundary adjustment is located in the
"P" Park zone, which is consistent with the remainder of the Fernhill Cemetery site. Adjusting the
boundary of the property to include this piece of land and its continued use as a parking area would
therefore require the parcel to be rezoned to "I -1" Light Industrial, which is consistent with the
remainder of the car dealership property.
54
Hughes Surveys & Consultants Inc. (for Brett Realty Ltd.) Page 3
368 Rothesay Avenue April 11, 2014
Site and Surrounding Area
The subject site is located on the City's East Side. The Tristar Mercedes business is located at 368
Rothesay Avenue and has an area of approximately 3,385 square metres and a street frontage of
approximately 32 metres. The property has long been a used as a car dealership site (the Tristar
Mercedes business being the most recent), which completed a new single- storey building and related site
upgrades in 2012. The majority of the area surrounding the subject site is characterised by highway
commercial and light industrial land uses, with the exception of the Fernhill Cemetery, which is located
to the rear of the property and covers a large area of approximately 402,488 square metres. As stated
above, the portion of land subject to the current application is presently part of the Fernhill Cemetery
site.
Municipal Plan and Zoning
The subject property is located in the Commercial Corridor designation of the City's Municipal Plan,
which extends the full length of Rothesay Avenue. A car sales lot is identified in the Plan as an
appropriate commercial land use within this designation. The proposed "I -1" Light Industrial zone exists
through much of Rothesay Avenue, including the subject property and the adjacent properties fronting
on Rothesay Avenue.
The proposed new Zoning Bylaw for the City places this area of Rothesay Avenue in the "CC"
Commercial Corridor zone, which recognizes a car sales lot as a permitted use. It is anticipated that,
should the current zoning amendment be approved, the entirety of the Tristar Mercedes site would be
included in this zone.
Consideration
There are several areas along the perimeter of Fernhill Cemetery where it appears as though small
encroachments onto the Cemetery lands are occurring in the rear yard of the lots. These instances are
most likely a result of property owners being unaware that the operations of their businesses have
extended past the property boundaries of their respective rear yards. The applicant contacted the Fernhill
Cemetery upon learning that there was an encroachment onto the Cemetery property as a result of the
parking area in the rear yard of the Tristar Mercedes lot. Staff have no concerns with the proposed
rezoning and continued use of the rear portion of the subject property as a parking area for the car
dealership business.
CONCLUSION:
The application to subdivide and rezone a portion of an existing parking area at the subject site to correct
an unintentional encroachment has no foreseeable negative land use impacts, and can therefore be
supported by staff.
JK
Project No. 14 -346
55
PLANNING AND DEVELOPMENT /URBANISME ET DEVELOPPEMENT
I
�O
X
Subject Site /site en question: f
PID(s) /NIP(s):
Portion of 55183875
Location: 368 Rothesay Avenue
Date: March 24, 2014
Scale /6chelle: Not to scale /Pas a 1'6chelle
56
I,J
I
a
=2
U 'E
f7 � OUP>
.F CV
17U �a
y� � EJ�
I I
Wy�
4
Exa
1�
I 1 A
-
� f II
w �
Of W
W
cr) LL x
d U�IV Wm II ��
� 4 2
s u I l i ti 1 E E r
F in
moo _ ®—_..._� =U
Nc°4 Ea5
�s
E
ES U E
3nN3Ad A,VS3H10�
�m
�- - -! -
o �
_ cE
-$° °
m
•
W
W ZD
N
Z
N
Ul
�a
m m °oN �- -2 o r �1L�'�.�
Mf°
mom` " °�
m LLJ
W
O
o
LLJ
$t2
rc
Z
.W
Ey$ s
c�
0
W
UJ
O
U
J
acm °_T.8 `o b
� � t•
W n O
UWZ
O
B .e 4
W
OZ
LAJ
=O
5@ x>Ell
aw wow
nOH00N
oa 0
I,J
I
a
=2
U 'E
f7 � OUP>
.F CV
17U �a
y� � EJ�
I I
Wy�
4
Exa
1�
I 1 A
-
� f II
w �
Of W
W
cr) LL x
d U�IV Wm II ��
� 4 2
s u I l i ti 1 E E r
F in
moo _ ®—_..._� =U
Nc°4 Ea5
�s
E
ES U E
3nN3Ad A,VS3H10�
�m
�- - -! -
o �
0
°m
a
------------------
-- -- - -- --- wi- V.- lav°d4
all
zd
1916s66� �O�
mm'
Ezd
+ +
I
S d g
°SL 9£S Z 'A\ +
a
0
a
a
a
¢!
�TEg
19.1
—.0 L
hl s s
2
o m
nma n�
mU Tno y z Pe
all
o `°
oE5a6a�
Y i
_
-
RUM
E °� a
�
U N zt x l
P°aT
nnnnnn
-
x
e=
8
aima
S
ionic! "xy
a8
h y C m T:
N<T�� "I Zm
Kv
X.
o0�2
`D
611"
-_
°_-
N
------------------
-- -- - -- --- wi- V.- lav°d4
all
zd
1916s66� �O�
mm'
Ezd
+ +
I
S d g
°SL 9£S Z 'A\ +
a
0
a
a
a
¢!
�TEg
19.1
—.0 L
hl s s
2
o m
nma n�
mU Tno y z Pe
all
UO
0
N
0
U
.W
V)
Ln
00
m
00
Ln
LI)
O
z
4-
0
0
L
0
CL
� _ A ' • y
Ail
fi
r Q4 , r
A,
a
t-,. ITT�
t
59
Presentation to Common Council
April 28, 2014
Jody Kliffer, Growth and Community Development Services
M
rA
Prong
• To subdivide
and
rezone the subject
property from 1
-1" Light
Industrial to "B
-2"
General Business,
to construct a business office
containing a mixture of health - related practitioners
Existing Site Conditions
Proposed Development
=c1a c�a= LCa =Oa =C�a C�a [O Lea M Fla G63 —
-■ ■_� - - ■�■ ■ 0 ■ -
=era
TV-
Growth and Community Development Services 61 April 28, 2014
SAINT JOHN
• The subject site and surrounding area is in the Rural
Settlement land use designation
• Area contains a mix of land uses, including the Work Safe
NB complex, a church, residential dwellings and light
industrial uses
f.1
Growth and Community Development Services 62 April 28, 2014
SAINT JOHN
r•1 -r
Growth and Community Development Services 63 April 28, 2014
SAINT JOHN
rA
Designated Rural Settlement:
• The subject site and surrounding area is located in the Rural
Settlement Area designation on Schedule B of the City's
Municipal Plan. This designation is designed to recognize
the historical character of these neighbourhoods.
• Appropriate commercial uses in the Rural Settlement areas
is supported by the Plan
• Staff are of the opinion that the proposed Rezoning
conforms to the intent of the Municipal Plan
f.1
Growth and Community Development Services 64 April 28, 2014
SAINT JOHN
• Public Notification
— 8 letters sent to landowners in vicinity of site
— Advertisement in Telegraph Journal - Tuesday April 1, 2014
— No written comments received
• No one appeared at the PAC meeting in favour or against the
proposed rezoning
f.1
Growth and Community Development Services 65 April 28, 2014
SAINT JOHN
That Common Council:
• rezone a parcel of land having an area of approximately 284 square
metres, located to the rear of 368 Rothesay Avenue, also identified as
being a portion of PID No. 55183875, from "P" Park to "I -1" Light
Industrial.
601-i-
Growth and Community Development Services 66 April 28, 2014
SAINT JOHN
PAC adopted staff recommendation for Common Council to:
• rezone a parcel of land having an area of approximately 284 square
metres, located to the rear of 368 Rothesay Avenue, also identified as
being a portion of PID No. 55183875, from "P" Park to "I -1" Light
Industrial.
601-i-
Growth and Community Development Services 67 April 28, 2014
SAINT JOHN
q, 2.1
BY -LAW NUMBER C.P.110-
A LAW TO AMEND
THE ZONING BY -LAW
OF THE CITY OF SAINT JOHN
Be it enacted by The City of Saint
John in Common Council convened, as
follows:
The Zoning By -law of The City of
Saint John enacted on the nineteenth day of
December, A.D. 2005, is amended by:
1 Amending Schedule "A ", the
Zoning Map of The City of Saint John, by
re- zoning a parcel of land having an area of
approximately 8050 square metres, located
at 3636 Westfield Road, also identified as
being a portion of PID No. 55063614, from
"I -1" Light Industrial to "B -2" General
Business
- all as shown on the plan attached hereto
and forming part of this by -law.
IN WITNESS WHEREOF The City of
Saint John has caused the Corporate
Common Seal of the said City to be affixed
to this by -law the * day of *, A.D. 2014
and signed by:
Mayor/Maire
ARRETE No C.P. 110 -
ARRETE MODIFIANT L'ARRETE
SUR LE ZONAGE DE THE CITY OF
SAINT JOHN
Lors d'une reunion du conseil
communal, The City of Saint John a
d6cret6 ce qui suit :
L'arret6 sur le zonage de The City
of Saint John, d6cret6 le dix -neuf (19)
d6cembre 2005, est modifi6 par:
1 La modification de 1'annexe «A »,
Plan de zonage de The City of Saint John,
permettant de modifier la d6signation pour
une parcelle de terrain d'une superficie
d'environ 8 050 metres carr6s, situ6e au
3636, chemin Westfield, et formant une
partie du NID 55063614, de zone
d'industrie 16g6re « I -1 » a zone
commerciale g6n6rale « B -2 »
- toutes les modifications sont indiqu6es sur
le plan ci joint et font partie du pr6sent
arr6t6.
EN FOI DE QUOI, The City of Saint John
a fait apposer son sceau communal sur le
pr6sent arr6t6 le 2014,
avec les signatures suivantes :
Common Clerk/Greffier communal
First Reading -
Premiere lecture
Second Reading -
Deuxi6me lecture
Third Reading -
Troisi6me lecture
.:
z
3
0
c-
O
IAP ch. Westfield Rd.
Q -
0
.•
BN1
Advertiser Name: Saint John Common Clerk
Advertiser Code: S71206
Size: 4.00 x 11.00 in.
Sales Rep: Doug Thomson
PROPOSED ZONING BY -LAW
AMENDMENT
RE: 3636 WESTFIELD ROAD
Public Notice is hereby given
that the Common Council of
The City of Saint John intends
to consider amending The City
of Saint John Zoning By -law at
its regular meeting to be held
in the Council Chamber on
Monday, April 28, 2014 at
6:30 p.m., by:
Rezoning a parcel of land having
an area of approximately 8050
square metres, located at 3636
Westfield Road, also identified
as being a portion of PID No.
55063614, from "1 -1" Light
Industrial to "8 -2" General
Business, as illustrated below.
REASON FOR CHANGE:
To permit the development of a
professional office building.
The proposed
amendment may
be inspected by F
any interested
person at the office
of the Common
Clerk, or in the
office of Growth
and Community
Development
Services, City Hall, -
15 Market Square,
Saint John, N.B. between the
hours of 8:30 a.m. and 4 :30
p.m., Monday through Friday,
inclusive, holidays excepted.
Written objections to the
amendment may be sent to the
undersigned at City Hall.
If you require French services for
a Common Council meeting,
please contact the office of the
Common Clerk.
Jonathan Taylor,
Common Clerk
658 -2862
PROJET DE MODIFICATION DE
UAROTt SUR LE ZONAGE
OBJET: 3636, CHEMIN
WESTFIELD
Par les presentes, un avis public
est donne par lequel le conseil
communal de The City of Saint
John indique son intention
d'6tudier la modification
suivante a 1'arr €te sur le zonage
de The City of Saint John, lots
de la reunion ordinaire qui se
tiendra dans la salle du conseil
le lundl 28 avril 2014 h 18
h 30:
Rezonage dune parcelle
de terrain d'une superficie
d'environ 8 050 metres carres,
situee au 3636, chemin
Westfield, et formant une partie
du NID 55063614, de zone
d'Industrie Iifigire « 1 -1 » a
zone commerciale generale
B -2 >,, comme le montre la
carte ci- dessous.
RAISON DE LA
MODIFICATION:
Permettre
I'amenagement
.� d'un immeuble
de bureau
professionnel.
Toute personne
All interessee peut
examiner le projet
de modification au bureau du
greffier communal ou au bureau
du service de la croissance et du
cl&eloppement communautaire
A 1'h6tel de ville situe au 15,
Market Square, A Saint John,
au Nouveau - Brunswick., entre
8 h 30 et 16 In 30 du lundi au
vendredi, sauf les jours feries.
Veuiliez faire part de vos
objections au projet de
modification par ecrit a
/'attention du soussigne A I'h6tel
de ville_
Si vous avez besoin des services
en fran4ais pour une reunion
de Conseil Communal, veuillez
contacter le bureau du greffier
communal.
Jonathan Taylor,
Greffier communal
658 -2862
Ad Number: Al 40335
Ad ID: 6947252
Current Date: Mar 21 2014 04:01 PM
Start Date: 4/1/2014
End Date: 4/1/2014
Color:
Client Approval OK j]
70
Corrections ❑
Project Description
Subdivision
An approximate 8050 sq meter lot is to be created from PID #55063614 as per attached plan
with 221 feet of frontage across on Westfield Road. The remaining land will be consolidated to
form one parcel.
Services
Water Drilled well
Sewer Septic sysem with raised field
Parking Paved lot with curbing as required
Main floor area of 4995 sq. ft. consisting of dental office with dentist and 4 staff. Open
Monday through Thursday and medical office with 3 doctors and 4 staff open Monday through
Friday.
Basement area of 5500 sq. ft. will house a physiotherapist with 4 staff and a gym and workout
area open Monday through Saturday.
Expected traffic of 685 cars per week.
Building will be vinyl clad.
71
72
I.A
RIP
FjO rt
w OR 5
RmIrVAIL, y fhofusqroml Ruil,ling
� ��PBa A�dB �
/6 A
73
T
Jx FRONT ELEVATION
TO-
_ Eel,
EW
RIVER ROAD PROFESSIONAL CENTRE
AMC DRAFTING & DESIGN SERVICES
74
Planning
Advisory Committee
April 17, 2014
Your Worship and Councillors:
SUBJECT: Proposed Rezoning
3636 Westfield Road
P.O. Box 1971 506 658 -2800
Saint John
New Brunswick
Canada E2L 4L1
City of Saint john
On March 31, 2014 Common Council referred the above matter to the Planning
Advisory Committee for a report and recommendation. The Committee
considered the attached report at its April 15, 2014 meeting.
Scott Darling, the applicant, was in attendance and was in favour of staff
recommendation. No one else appeared before the Committee in support or
against the application, and no letters were received.
After considering the report, the Committee recommended approval of the
rezoning of the property from "I -1" Light Industrial to "B -2" General
Business.
RECOMMENDATION:
1. That Common Council rezone a parcel of land having an area of
approximately 8,050 square metres, located at 3636 Westfield Road, also
identified as being a portion of PID No. 55063614, from "I -1" Light
Industrial to "B -2" General Business.
2. That, pursuant to Section 39 of the Community Planning Act, the
development and use of the parcel of land with an area of approximately
8,050 square metres, located at 3636 Westfield Road, also identified as
being a portion of PID No. 55063614, for business offices be subject to
the following conditions:
a) That the use of the property be restricted to a business office;
b) That all parking areas and driveways be paved with asphalt;
75
BOA
c) That all disturbed areas of the site not occupied by buildings
and vehicular areas must be landscaped;
d) The stormwater drainage for the site must be developed and
maintained in accordance with a detailed stormwater drainage
plan and design brief approved by the Chief City Engineer or
his designate;
e) The site shall not be developed except in accordance with a
detailed site plan and building elevation plans, prepared by the
developer and subject to the approval of the Development
Officer, indicating the location of all buildings, parking areas,
driveways, loading areas, signs, exterior lighting, exterior
building materials and finishes, landscaped areas, including
location of planting materials and other site features;
t) The approved plans mentioned in condition (d) and (e) above
must be attached to the application for building permit for the
development; and
g) All work shown on the site plan and drainage plan must be
completed by the proponent within one year of the building
permit being issued.
Respectfully submitted,
6 /Morgan Lanigan
Chair
JK
Project No. 14 -354
76
t�
The City of Saint John
DATE: APRIL 11, 2014
TO: PLANNING ADVISORY COMMITTEE
FROM: COMMUNITY PLANNING & DEVELOPMENT SERVICE
GROWTH & COMMUNITY DEVELOPMENT SERVICES
FOR: MEETING OF APRIL 15, 2014
PREPARED BY: REVIEWED BY:
o ak,,k li �CIP, RPP
Planner
SUBJECT:
Name of Applicant: Scott Darling
Sta ar, MBA, MCIP, RPP
Depuff Commissioner
Name of Owner: Loyalist City Boat Works Ltd.
Location: 3636 Westfield Road
PID: 55063614 (portion)
Municipal Plan: Rural Settlement
Zoning: Existing: "I -1" Light Industrial
Proposed: "B -2" General Business
Proposal: To subdivide and rezone the subject property to construct a
business office containing a mixture of health - related practitioners.
Type of Application: Rezoning
P.O. Box 1971 C.P. 1971
Saint John, Saint John,
Canada E2L4L1 L1 Canada E2L 4LI 4L1
SAINT JOHN www jrjohn.ca
Scott Darling Page 2
3636 Westfield Road April 11, 2014
JURISDICTION OF COMMITTEE:
The Community Planning Act authorizes the Planning Advisory Committee to give its views to Common
Council concerning proposed amendments to the Zoning By -law. The Committee recommendation will
be considered by Common Council at a public hearing on Monday, April 28, 2014.
STAFF RECOMMENDATION TO COMMITTEE:
1. That Common Council rezone a parcel of land having an area of approximately 8,050 square
metres, located at 3636 Westfield Road, also identified as being a portion of PID No. 55063614,
from "I -1" Light Industrial to "B -2" General Business.
2. That, pursuant to Section 39 of the Community Planning Act, the development and use of the
parcel of land with an area of approximately 8,050 square metres, located at 3636 Westfield
Road, also identified as being a portion of PID No. 55063614, for business offices be subject to
the following conditions:
a) That the use of the property be restricted to a business office;
b) That all parking areas and driveways be paved with asphalt;
c) That all disturbed areas of the site not occupied by buildings and vehicular areas must
be landscaped;
d) The stormwater drainage for the site must be developed and maintained in accordance
with a detailed stormwater drainage plan and design brief approved by the Chief City
Engineer or his designate;
e) The site shall not be developed except in accordance with a detailed site plan and
building elevation plans, prepared by the developer and subject to the approval of the
Development Officer, indicating the location of all buildings, parking areas,
driveways, loading areas, signs, exterior lighting, exterior building materials and
finishes, landscaped areas, including location of planting materials and other site
features;
f) The approved plans mentioned in condition (d) and (e) above must be attached to the
application for building permit for the development; and
g) All work shown on the site plan and drainage plan must be completed by the
proponent within one year of the building permit being issued.
Scott Darling
3636 Westfield Road
BACKGROUND:
Page 3
April 11, 2014
Formerly the location of the "Grand Bay Drive -in ", the subject site was rezoned from "RS -2" One and
Two Family Suburban Residential to "I -1" Light Industrial in 1994 to permit the establishment of a
storage yard for marina equipment and materials. Approval for the storage yard was subject to the
following conditions:
a) Limit the use of the property to the storage of boats, cradles, a mobile home to serve as quarters
for a watchman, as well as material and equipment used in the operation of the Saint John
Marina Ltd,
b) that no items be stored and existing vegetation be maintained within 200 feet of the Westfield
Road, and
c) The existing sign columns be either removed or used and maintained to support a sign for the
proposed uses, within one year of this resolution.
INPUT FROM OTHER SOURCES:
Bell Aliant has been advised of this application.
Canada Post has been advised of this application.
Infrastructure Development Service has the following comments regarding the proposed subdivision
and rezoning at 3636 Westfield Road:
• Municipal services are not available for connection at this location. Any required extension of
municipal servicing would be the full responsibility and cost of the applicant.
• It is assumed from the application that the existing driveway access to the parent lot (PID
55063614) will be utilized to access the proposed lot and that the remaining portion of the parent
lot (PID 55063614) will be accessed from the existing driveway to the adjacent property
identified as PID 00295253. If any changes to these accesses are proposed, this department must
be contacted for further review and comment.
• The applicant's engineering consultant must provide a detailed stormwater drainage plan and
design report indicating how stormwater collection and disposal will be handled. If any
infrastructure improvements are required to service this proposal, it will be the applicant's
responsibility and cost to complete. No stormwater is to be directed to adjacent lands.
• All required parking should be provided for onsite.
• If onsite domestic water and sewerage systems are planned, the application should be forwarded
to the appropriate provincial departments for review.
• The applicant is responsible for obtaining all necessary permits.
Inspection & Permitting Services has no concerns with this application.
Maritimes & Northeast Pipeline, Enbridge Gas, and Brunswick Pipeline have no concerns with this
application.
Rogers has been advised of this application.
79
Scott Darling Page 4
3636 Westfield Road April 11, 2014
Saint John Energy has been advised of this application.
Saint John Fire Department has reviewed the proposal as it relates to the proposed subdivision and
rezoning application. There is no objection to this application regarding the creation of a second
unserviced lot to facilitate the construction of a business office building. Access to the proposed
Subdivision must meet the following requirements National Building Code of Canada 2010:
• Have a clear width not less than 6 metre, unless it can be shown that lesser widths are
satisfactory
• Have a centerline radius not less than 5 metre.
• Have an overhead clearance not less than 5 metre.
• Have a change in gradient not more than 1 in 12.5 over a minimum distance of 15 metre.
• Be designed to support the expected loads imposed by firefighting equipment and be surfaced
with concrete, asphalt, or other material designed to permit accessibility under all climate
conditions.
• Have turnaround facilities for any dead -end portion of the access route more than 90 metre long,
and
• Be connected with a public thoroughfare.
Regarding the construction of a 32.92 by 14.63 meter business office, the following conditions are to be
followed based on the National Building & National Fire Code 2010, to but not limited to:
• Fire separation within the building units satisfies the requirements of the National Building Code
of Canada and the National Fire Code 2010.
• Required exit doors shall open in the direction of exit travel and shall be operable from the
interior without of use of keys, cards, special devices or specialized knowledge of the door
opening mechanism.
• Approved, portable, wall - mounted fire extinguishers are required, 2AlOBC or equivalent and
shall conform to NFPA 10.
• AC /DC emergency lighting / Exit Signs are required for exits and access paths leading to exits.
• Any garbage enclosures, garbage dumpster, storage sheds shall be located a minimum of 6 metre
from this or any other building.
• A fire safety plan is required prior to occupying this building and it shall be acceptable to the
Saint John Fire Department. A copy may be obtained by calling the Saint John Fire Department
Fire Prevention and Investigation office at 658 -2962
m
Scott Darling
3636 Westfield Road
Page 5
April 11, 2014
• Prior to occupancy, a full inspection must be completed by the Saint John Fire Department Fire
Prevention & Investigation Division (contact number 658- 2962).
ANALYSIS:
Proposal
The applicant is proposing to subdivide and rezone a parcel of land at 3636 Westfield Road (former
Grand Bay Drive -in theatre) to facilitate the construction of a business office containing a mixture of
health - related practitioners. If approved, the proposed approximate 8050 square metre unserviced lot
would be created from the parent lot with PID No. 55063614, and would be directly accessed from
Westfield Road (see attached site plan). The subject site, including the balance of the former Grand Bay
Drive -in property, is currently zoned "I -1" Light Industrial, with Section 39 conditions restricting the
use to a boat storage yard. The applicant has requested that the site be rezoned to `B -2" General
Business. If approved by council, the "B -2" zoning would permit the establishment of the proposed
office building.
The proposed single- storey medical office building would be approximately 975 square metres in
ground floor area. The main level of the proposed building would be approximately 465 square metres
with a basement area of approximately 510 square metres. The main level would be comprised mainly a
doctors' office for up to three medical practitioners and a dental office and four supporting staff. The
stated plans for the basement area involve an office space for a physiotherapist with a related workout
out /fitness area.
The remaining portion of the subdivided property not containing the proposed professional offices
would be consolidated with the adjacent lot containing the boat yard (PID No. 00295253) and would
continue to function as a storage area related to the operations of this business. Main access to the boat
yard would also be relocated to this lot.
Site and Surrounding Area
The subject site is located on the City's West Side, near the boundary of the adjacent town of Grand
Bay - Westfield. The subject property is predominantly an undeveloped piece of land with an access road
stretching the length of the lot where it eventually arrives at the above - mentioned boat storage yard.
The area surrounding the subject site contains a mix of land uses that range from single - family
residential dwellings, community facility operations, light industrial businesses, as well as commercial
land uses. The site is adjacent to the Workplace Heath, Safety and Compensation Commission of NB.
Municipal Plan and Zoning
The subject site is located in the Rural Settlement Area on Schedule B of the City's Municipal Plan. The
direction given by the Plan supports the inclusion of appropriate commercial uses within the City's
Rural Settlement Areas as a means to allow complementary land uses to reinforce the fabric of these
neighbourhoods of the City. The City acquired these rural areas through amalgamation in 1967, and the
Plan acknowledges the importance of allowing their historical form and function to continue into the
future. The presence of commercial land uses in the Rural Settlement Areas allows the evolution of
these neighbourhoods to occur in a more sustainable fashion, which aligns with the Plan's stated goal of
supporting the growth of more "complete communities ".
E1
Scott Darling
3636 Westfield Road
Page 6
April 11, 2014
A "business office" is a permitted use in the "I -1" Light Industrial zone; however, the previously applied
Section 39 conditions discussed in the Background section (above) limit the use of the property to
operations related to the storage of boats. The nature of this condition required the applicant to submit an
application seeking approval for the proposed medical offices. Considering there was an existing need to
seek approval from Common Council for the proposed use, staff recommended that the applicant pursue
the option of rezoning the property to "B -2" General Business as it is more suitable for the area, and
better fits the proposed medical offices.
Considerations
The development of the proposed office building would be a notable improvement to the existing
conditions of the subject property. The establishment of a medical office is more in keeping with the
goals of the Municipal Plan as they relate to the Rural Settlement Areas of the City than the current use
of the property or other uses identified in the "I -1" zone.
It should be noted that, as indicated in comments from Infrastructure Development Service, there are no
Municipal services available for the subject site, which will require the property to provide onsite well
and septic services. The Plan does not contemplate extending services to this area of the City.
It is also recommended that the applicant submit a landscaping plan that illustrates the location and
landscaping treatment to the front area of the property where visibility is greatest from Westfield Road.
Enhanced landscaping requirements will help beautify the built environment and create higher standards
that are sensitive to the aesthetics of the City's historical neighbourhoods. A paved driveway surface and
parking area should be included in the required site improvement details. As the site is not located in a
fully serviced urban area of the City, concrete curbing of the driveway and parking area, as well as the
provision of underground utilities, are not deemed necessary. However, as indicated in the comments
made by Infrastructure Development Services (above), it is recommended that the applicant submit a
stormwater drainage plan for approval to the Chief City Engineer, or his designate.
CONCLUSION:
The applicant is seeking to subdivide and rezone a parcel of land at 3636 Westfield Road in order to
construct a single- storey building that will contain a complement of medical offices. The proposed use is
in keeping with the direction established by the City's Municipal Plan, and can be supported by staff.
Approval of the proposed rezoning is recommended, subject to a resolution pursuant to Section 39 of the
Community Planning Act limiting the use of the property to the applicant's proposal and incorporating
the suggested site development requirements.
JK
Project No. 14 -354
C•
PLANNING AND DEVELOPMENT/URBANISME ET DEVELOPPEMENT
i
i
B -2 !
i
IL -2
_.. To I
i
i-
:
i
p
i
I -1
RS -2
i
:
i
i
i
i
r
Subject Site /site en question:
PID(s) /NIP(s):
Portion of 55063614
Location: 3636 Westfield Road
Date: March 25, 2014
Scale /6chelle: Not to scale /Pas 6 1'6chelle
L-ITH
d
3609 Wactlbld ROadt
meter 48m 96m
floorOplanner
U2 r
� n
n H
F;---"*-,,Y,T, Yl
v
a
y
g
M.
}a
O
t
u'1
Ef
c�
O
OC
.O
G1
y=-
cD
M
�O
M
LIM
Presentation to Common Council
April 28, 2014
Jeffrey Cyr, Growth and Community Development Services
rA
Prong
• To Rezone the subject property from "R -2" One & Two Family
Residential to "R -4" Four Family Residential in order to permit the
construction of a Four Unit Building.
Subject Site
F
Proposed Development
J
r
f�
Growth and Community Development Services 89 April 28, 2014
SAINT JOHN
rA
0
Prong
Required variances to increase the
maximum height to 11 metres & to
reduce the minimum off - street
parking requirement from 5 to 4
spaces.
— PAC denied these variances.
• If Council approves the proposed
Rezoning, a revised plan will
require additional variances to be
approved by the PAC.
tot-
e
P
r.
f
r
a
Y'
c
Growth and Community Development Services 90 April 28, 2014
SAINT JOHN
• Residential Neighbourhood:
— On the Cities West Side, just off of Manawagonish Road.
• Predominantly older, large one and two unit dwellings.
• Two properties zoned R -4 within close proximity.
• Several Properties converted to Multi -Unit Apartments using
Section 810(6) of the Zoning By -Law. Several additional
properties are eligible for conversion to apartments through
this provision.
f.1
Growth and Community Development Services 91 April 28, 2014
SAINT JOHN
Growth and Community Development Services 92 April 28, 2014
SAINT JOHN
R-4
R-1A
R-2
R-2
A#
MAW'IwT'Wr,"
a yam. <P 11\01k
RIA
1-3
BHA
Growth and Community Development Services 93 April 28, 2014
SAINT JOHN
R -1A
a I
,. Legend
Subject Site
/ r 1
�i R -2
Eligible for expansion to a 3 -6 unit apartment
1 through the Conversion to Apartments Provision
Existing Zoning By -Law (section 810[61)
R -1 A
Draft Zoning By -Law (section 9.4)
Growth and Community Development Services 94 April 28, 2014
SAINT JOHN
Jt
R -1A ._
�to�.
,a
f`
�A
n
v�
{
R -4 JW
.j
r R -1 A
y�.
va
Je'
t
R -1 A
::o.
1 -3
Legend
Subject Site
r
Eligible for expansion to a 3 -6 unit apartment
through the Conversion to Apartments Provision
` Existing Zoning By -Law (section 810[61)
R -1A
Draft Zoning By-Law (section 9.4)
Growth and Community Development Services 95 April 28, 2014
SAINT JOHN
rA
Designated Stable Residential:
• Intended for existing residential neighbourhoods.
• Policy LU -88 permits new development provided:
— The proposal is consistent with the surrounding neighbourhood;
— The proposal does not negatively impact surrounding land uses;
— The proposal meets high standards for site and building design.
• Proposed site is along an identified character corridor,
public transit and active transportation routes.
• Staff are of the opinion that the proposed Rezoning
Application conforms to the intent of the Municipal Plan.
f.1
Growth and Community Development Services 96 April 28, 2014
SAINT JOHN
• Public Notification
— 37 letters sent to landowners in vicinity of site.
— Advertisement in Telegraph Journal - Tuesday November 26, 2013.
— Five written comments received in opposition.
— One written comment received in favour.
• Appearance by adjacent landowners at PAC Meeting
— Concerns raised by adjacent property owners regarding:
• On Street Parking;
• Snow Clearance;
• Storm Water Run -Off;
• Traffic Increases;
• The size of the Lot;
• Compatibility of a Four Unit Dwelling.
601-i-
Growth and Community Development Services 97 April 28, 2014
SAINT JOHN
Approve the Rezoning Subject to Section 39 Conditions which:
• Limit the property to a maximum of 4 dwelling units;
Require Development Officer Approval of detailed site and building
elevation plans;
• Require the approval of a storm water drainage plan and design brief.
601-i-
Growth and Community Development Services 98 April 28, 2014
SAINT JOHN
PAC Recommendation:
• That the proposed Zoning By -Law Amendment be denied.
601-i-
Growth and Community Development Services 99 April 28, 2014
SAINT JOHN
q, 3, 1
BY -LAW NUMBER C.P.110-
A LAW TO AMEND
THE ZONING BY -LAW
OF THE CITY OF SAINT JOHN
Be it enacted by The City of Saint
John in Common Council convened, as
follows:
The Zoning By -law of The City of
Saint John enacted on the nineteenth day of
December, A.D. 2005, is amended by:
1 Amending Schedule "A ", the
Zoning Map of The City of Saint John, by
re- zoning a parcel of land having an area of
approximately 670 square metres, located
at 11 Pickard Street, also identified as
being PID No. 55173066, from "R -2" One
and Two Family Residential to "R -4" Four
Family Residential
- all as shown on the plan attached hereto
and forming part of this by -law.
IN WITNESS WHEREOF The City of
Saint John has caused the Corporate
Common Seal of the said City to be affixed
to this by -law the * day of *, A.D. 2014
and signed by:
Mayor/Maire
ARRETE No C.P. 110 -
ARPETE MODIFIANT L'ARRETE
SUR LE ZONAGE DE THE CITY OF
SAINT JOHN
Lors dune reunion du conseil
communal, The City of Saint John a
decrete ce qui suit :
L'arrete sur le zonage de The City
of Saint John, decrete le dix -neuf (19)
decembre 2005, est modifie par:
1 La modification de 1'annexe <<A »,
Plan de zonage de The City of Saint John,
permettant de modifier la designation pour
une parcelle de terrain d'une superficie
d'environ 670 metres carres, situee au 11,
rue Pickard, et portant le NID 55173066, de
zone residentielle — habitations
unifamiliales et bifamiliales «R -2» A zone
residentielle — habitations de quatre
logements « R -4 »
- toutes les modifications sont indiquees sur
le plan ci joint et font partie du present
arrete.
EN FOI DE QUOI, The City of Saint John
a fait apposer son sceau communal sur le
present arrete le 2014,
avec les signatures suivantes :
Common Clerk/Greffier communal
First Reading -
Premiere lecture
Second Reading -
Deuxieme lecture
Third Reading -
Troisieme lecture
100
tc�
3
. 5Q
C>�
a
�Jd'
d
OF,
946:
� a
�4
yp,
0
1'
101
ON1
Advertiser Name: Saint John Common Clerk
Advertiser Code: S71206
Size: 4.00 x 11.00 in.
Sales Rep: Doug Thomson
PROPOSED ZONING BY -LAW
AMENDMENT
RE: 11 PICKARD STREET
Public Notice is hereby given
that the Common Council of
The City of Saint John intends
to consider amending The City
of Saint John Zoning By -law at
its regular meeting to be held
in the Council Chamber on
Monday, April 28, 2014 at
6:30 p.m., by:
Rezoning a parcel of land having
an area of approximately 670
square metres, located at 11
Pickard Street, also identified
as being PID No. 55173066,
from "R -2" One and Two
Family Residential to "R-4"
Four Family Residential, as
illustrated below.
REASON FOR CHANGE:
To permit a tour - family dwelling.
The proposed amendment may
be inspected by any interested
person at the office
of the Common
Clerk, or in the ab
office of Growth
and Community \ l
Development av,� %
Services, City Hall,
15 Market Square,
Saint John, N.B.
between the hours
of 8:30 a.m. and
4:30 p.m., Monday through
Friday, inclusive, holidays
excepted_
Written objections to the
amendment may be sent to the
undersigned at City Hall.
If you require French services for
a Common Council meeting,
please contact the office of the
Common Clerk.
Jonathan Taylor,
Common Clerk
658 -2862
PROJET DE MODIFICATION DE
VARRETE SUR LE ZONAGE
OBJET: 11, RUE PICKARD
Par les pr6entes, un avis public
est donne par lequel le Conseil
communal de The City of Saint
John indique son intention
d'etudier la modification
suivante a I'arret6 sur le zonage
de The City of Saint John, lors
de la reunion ordinaire qui se
tiendra clans is Salle du Conseil
le lundi 28 avrll 2014 A 18
h 30:
Rezonage d'une parcelle
de terrain d'une superficie
d'environ 670 mi3tres carr6s,
situ6e au 11, rue Pickard, et
portant le NID 55173066,
de zone r6sidentielle —
habitations unifamlliales et
bifamiliales « R -2 - A zone
r6sidentlelle — habitations
de quatre logements « R-0
>, comme le montre la carte
ci- dessous.
RAISON DE LA
MODIFICATION:
Permettre une
habitation
quadrifamiliale
Toute personne
int6ress6e peut
examiner le projet
de modification au
bureau du greffier
communal ou au bureau du
service de la croissance et du
d6veloppement communautaire
a I'h8tel de ville situ6 au 15,
Market Square, a Saint John,
au Nouveau - Brunswick., entre
8 h 30 et 16 h 30 du lundi au
vendredi, sauf les jours f6ries.
Veuillez faire part de vos
objections au projet de
modification par 6crit a
I'attention du soussigne A I'h6tel
de ville.
Si vous avez besoin des services
en fran4ais pour une reunion
de Conseil Communal, veuillez
contacterle bureau du greffier
communal.
Jonathan Taylor,
Greffier communal
658 -2862
Ad Number: A140336
Ad ID: 6947253
Current Date: Mar 21 2014 03:50PM
Start Date: 4/1/2014
End Date: 4/1/2014
Color:
Client Approval OK ❑
102
Corrections ❑
I feel that the rezoning of lot 04 -02 PID # 55173066 on Pickard Street West is a great
opportunity to make use of a currently vacant property, in order to provide a housing
opportunity for this area. The proposed 4 unit building consists of 3 -2 bedroom units ranging in
size from 825 -865 sq feet and a 3- bedroom with 2272 square feet offer spacious floor plans in a
newly constructed, energy efficient building. With only a small amount of usable land in the
area, it seems that opportunities for development that provide multiple units on one site
should be the preferred product.
I believe that my proposed plan fits this property well and will provide residents with the option
of continuing to live in their preferred area in a new building with the necessary amenities. I
hope to provide comfortable living which will enhance retention within in the city. This building
will be in close proximity to all central locations in the city, and will provide economic growth
for the West Side.
103
Lot 04-02 Pickard Street-West Saint John. PID 55173066 Setback Diagram.
40 1cp 240f 1,0_710 5/Ax
PTTC
J
F 7 rR
Dimensions are indicated in Feet.
Pickard Street.
104
Pickard
Street
PropeA_ line Go Feet
ROP" line 12,)-,-e',
105
Proposed New -4 Unit Apartment Building for Lot 04 -02 Pickard Street - Vilest
kqwftawa�.'
v
Building will consist of 3 -2 bedroom units and a 3- bedroom unit which
will have garage and family room on lower, level. The lot with be
landscaped with sod and shrubs on the front and sides and sod in the
rear. The driveway will be paved and walkways finished with concrete
or paver stone. The front of the building will be finished with artificial
stone, the sides Gnd rear with vinyl siding. All rain eaves trough and
gown spouts will be positioned to direct wGter to Pickard Street.
106
Planning
Advisory Committee
April 17, 2014
Your Worship and Councillors:
P.O. Box 1971 506 658 -2800
Saint John
New Brunswick
Canada E2L 41, 1
SUBJECT: Rezoning Application - 11 Pickard Street
City of Saint John
On March 31, 2014 Common Council referred the above matter to the Planning
Advisory Committee for a report and recommendation. The Committee
considered the attached report at its April 15, 2014 meeting.
Mr. Brian Reed, the applicant, appeared before the committee and was in
agreement with the staff recommendation. He responded to questions regarding
the proposed parking for the site and the impact that the proposal will have on
storm water run -off. Mr. Reed responded, indicating that the proposed parking
configuration provided two spaces for the largest unit within an enclosed garage
and two parking spaces for the remaining three units in the proposed driveway.
He also stated that storm water would be addressed through a storm water
drainage plan, prepared by a professional engineer and reviewed by the City of
Saint John.
Merle Hoben, Andrew Baleman, Lloyd Fitzpatrick, Tim Long, Bill Patterson and
Stephen Huestis appeared before the committee to speak in opposition to the
rezoning application. They expressed concerns respecting the impact of storm
water run -off onto adjacent properties; the potential that the proposed parking
variance will exacerbate on street parking and snow clearance issues for both
Pickard and Lloyd Streets; potential traffic increases on Lloyd Street; the size of
the subject lot; and the contextual compatibility of the proposed four unit
building.
The Planning Advisory Committee discussed the application at length and
expressed concerns regarding the impact of the proposal with respect to on- street
parking, the massing of the proposed building relative to the size of the subject lot
and the compatibility of the four dwelling units being proposed.
No other persons appeared before the committee and the attached 5 letters were
received regarding the application.
After considering the report and comments made by the applicant, area residents
and the attached letters, the Committee adopted a motion to recommend denial of
107
-2-
the proposed Zoning By -Law Amendment and to deny variances to reduce the
minimum off-street parking requirement from 5 to 4 spaces and increase the
maximum building height from 9 to 11 metres.
RECOMMENDATION:
That Common Council deny the Zoning By -Law Amendment.
Respectfully submitted,
`" 6rMorgan Lanigan
Chair
JC
Project No. 14 -352
1:
The City of Saint John
DATE: APRIL 11, 2014
TO: PLANNING ADVISORY COMMITTEE
FROM: COMMUNITY PLANNING & DEVELOPMENT SERVICE
GROWTH & COMMUNITY DEVELOPMENT SERVICES
FOR: MEETING OF APRIL 15, 2014
PREPARED BY: REVIEWED BY:
Jeffrey CyVIZ
Planner
SUBJECT:
Name of Applicant: Brian Reed
Name of Owner: Leo Maloney
Stace BA, MCIP, RPP
Depu Commissioner
Location: 11 Pickard Street
PID: 55173066
Municipal Plan: Stable Residential
Zoning: Existing: "R -2" One and Two Family Residential
Proposed: "R -4" Four Family Residential
Proposal: To construct a 4 family dwelling.
Type of Application: Rezoning and Variances to:
• Increase the maximum building height from 9 metres to
approximately 11 metres; and
• Reduce the minimum off - street parking requirement from 5
spaces t . 4.
rgz- °.O. fox 1971 C.I? } 19 ?i
O�Saint John, 116 -airs _ Jf�hn, ,J. -S.
f Canada HL 4 i_i C ar,ada i=21 ALi
SAINT JOHN www.gOdohn.ca
Brian Reed
11 Pickard Street
JURISDICTION OF COMMITTEE:
Page 2
April 11, 2014
The Community Planning Act authorizes the Planning Advisory Committee to give its views to Common
Council concerning proposed amendments to the Zoning By -law. The Committee recommendation will
be considered by Common Council at a public hearing on Monday, April 28, 2014.
The Community Planning Act authorizes the Planning Advisory Committee to grant reasonable
variances from the requirements of the Zoning By -law. The Committee can impose conditions.
STAFF RECOMMENDATION TO COMMITTEE:
1. That Common Council rezone a parcel of land having an area of approximately 670 square
metres, located at 11 Pickard Street, also identified as being PID No. 55173066, from 1111-2"
One and Two Family Residential to 1111-4" Four Family Residential.
2. That, pursuant to the provisions of Section 39 of the Community Planning Act, the proposed
development of the parcel of land having an area of approximately 670 square metres, located at I 1
Pickard Street, also identified as being PID No. 55173066, be subject to the following conditions:
a) The number of dwelling units is limited to a maximum of four;
b) The proposed 4 family dwelling must be developed and maintained in accordance with
detailed site and building elevation plans approved by the Development Officer; and
c) The stormwater drainage for the site must be developed and maintained in accordance with a
detailed stormwater drainage plan and design brief, prepared by the proponent's engineering
consultant and subject to the approval of the Chief City Engineer or his/her designate.
3. That the Planning Advisory Committee grant the following variances from the requirements of
the Zoning By -Law to:
i. Increase the maximum building height from 9 metres to approximately 11 metres; and
ii. Reduce the minimum off - street parking requirement from 5 spaces to 4.
BACKGROUND:
On May 18, 2004, tentative approval was granted for an application to subdivide the subject property at
11 Pickard Street from its parent property at 859 Manawagonish Road, on the condition that the
following notations were placed on the plan:
(i) The installation of a private force lateral to Manawagonish Road is required in order to
provide sewer service to the proposed Lot 04 -02, and that the cost and work to install such
sewer service is to be borne completely by the landowner;
Brian Reed
11 Pickard Street
Page 3
April 11, 2014
(ii) The future maintenance and any necessary replacement of this private force lateral,
including any portion contained within a public street right -of -way, was the complete
responsibility of the landowner of proposed Lot 04 -02; and
(iii) The landowner of proposed lot 04 -02 is also responsible for the installation of a lateral from
the existing water main in Pickard Street to the proposed dwelling.
On September 13, 2004 approval was granted for the final subdivision plan, which had been revised to
include the notations mentioned above. The plan had also been revised to include a 6 metre wide private
easement along the north -eastern side yard of the property at 859 Manawagonish Road to facilitate the
installation of a private force lateral for when the property is developed.
INPUT FROM OTHER SOURCES:
Bell Aliant has been advised of this application.
Infrastructure Development Service has the following comments regarding the proposed rezoning and
variance at 11 Pickard Street:
• Municipal water is available for connection on Pickard Street and Manawagonish Road;
• Municipal sanitary sewer is available for connection on Manawagonish Road. It is the
responsibility of the applicant's contractor to verify the grade on the existing municipal
infrastructure to accommodate gravity connections for this service. Due to the proposed
elevation of the lower apartment, likely a private sewerage pump and private forcemain will be
required — the applicant will have to verify. A review of the file indicates that a private service
easement exists in favour of the subject site over 859 Manawagonish Road along this property's
(PID 55173058) north eastern property line to allow for connection to municipal services on
Manawagonish Road;
• Any required extension of municipal servicing would be the full responsibility and cost of the
applicant;
• An approved (City supplied) water meter must be installed by the property owner;
• The applicant's engineering consultant must provide a detailed storm water drainage plan and
design report indicating how storm water collection and disposal will be handled. If any
infrastructure improvements are required to service this proposal, it will be the applicant's
responsibility and cost to complete. No stormwater is to be directed to adjacent lands;
• The applicant must submit a site plan showing the proposed location and width of the driveway
to the City for review and approval. The installation of the driveway is the full responsibility and
cost of the applicant;
• As much parking as possible should be provided for on -site. Pickard Street is currently subject
to the Winter Overnight Parking Ban; no overnight parking is permitted between December 1
and March 31; and
• The applicant is responsible for obtaining all necessary permits.
Inspection & Permitting Services have no concerns with the placement of the building on the property.
111
Brian Reed
11 Pickard Street
Page 4
April 11, 2014
Maritimes & Northeast Pipeline, Enbridge Gas, and Brunswick Pipeline have no concerns with this
proposal.
Rogers has been advised of this application.
Saint John Energy has been advised of this application.
Saint John Fire Department commented that the construction of a 4 (Four) unit apartment building,
the following conditions would be required, but not limited to:
• Fire separation within the building units satisfies the requirements of the National Building
Code of Canada and the National Fire Code;
• Required exit doors shall open in the direction of exit travel and shall be operable from the
interior without of use of keys, cards, special devices or specialized knowledge of the door
opening mechanism;
• Approved, Portable, wall mounted fire extinguishers are required. As a minimum the type,
size and location of extinguishers shall conform to NFPA 10;
• Smoke alarms shall be installed to the 2010 NBC requirements. Hardwired (electric)
complete with battery backup are required in each bedroom and outside each bedroom,
between the bedrooms and the remainder of the apartment;
• All sleeping rooms/bedrooms require an exterior operable window conforming to NBC
9.9.10;
• Apartment entrance doors leading to / from a common corridor shall be fire listed for a
minimum of 20 minutes and required self - closing devices and fire listed latching devices;
• Fire dampers are required where ductwork penetrates walls and or flooring /ceiling
assemblies requiring a fire resistance rating. Fire dampers shall be fire rated to suit the fire
separation, assessable for yearly maintenance;
• Continuously illuminated exit signs are required at exits and as necessary throughout the
floor area to clearly indicate the direction of exit travel. Signs shall conform to 2010 NBC;
• AC/DC emergency lighting is required for exits and access paths leading to exits discharge;
• Any garbage enclosures, garbage dumpster, storage sheds shall be located a minimum of 6
m (20Fect) from this or any other building;
• A fire safety plan is required upon occupation of this building and it shall be acceptable to
the Saint John Fire Department. A copy of such plan may be obtained by contacting the
Saint John Fire Department Fire Prevention Division at 658 -2963;
• Plans must be submitted to the Department of Public Safety for review; and
• Prior to occupancy, a full inspection must be completed by the Saint John Fire Department
Fire Prevention & Investigation Division, contact number 658 -2962.
Saint John Parking Commission has been advised of this application.
112
Brian Reed
11 Pickard Street
ANALYSIS:
Page 5
April 11, 2014
Site and Neighbourhood
The subject site is an undeveloped residential property located at 11 Pickard Street, off of
Manawagonish Road in West Saint John. The property has a street frontage on Pickard Street of
approximately 18.2 metres and a lot depth of approximately 36.5 metres. The total area of the lot is 666
square metres. Currently, a small portion of the adjacent property's (859 Manawagonish Road) driveway
encroaches onto the subject site. The adjacent property owner has used this encroachment to store heavy
equipment and vehicles.
The subject neighbourhood is a residential community comprised of a mix of large, primarily 1 and 2
family dwellings, the majority of which were constructed prior to 1940. In addition to 1 and 2 family
dwellings there are several 3 to 5 unit buildings along Manawagonish Road. Two 4 unit buildings
currently exist within 100 metres of the subject site and are zoned "R -4" Four Family Residential, while
several other multiple unit buildings exist as either legal non- conforming uses or have been converted to
apartments in accordance with section 810(6) of the Zoning By -Law.
Proposal
The applicant is proposing to construct a 4 unit residential building on the subject site. The proposed
four unit building will contain three 2 bedroom units ranging in size from 77 to 80 square metres (825 to
865 square feet) and one 3 bedroom unit measuring 211 square metres (2,272 square feet). The building
will have a ground floor area of approximately 188 square metres (2,028 square feet) and will have three
levels extending to a height of approximately 11 metres (36 feet). Parking for 4 vehicles will be
provided in a large 2 car garage on the ground floor level of the building and in a driveway located to
the front of the property.
Proposed Rezoning
The property is currently located within the "R -2" One and Two Family Residential Zone which permits
1 and 2 family dwellings, as well as small group homes, home occupations, small daycares, a park or
playground and a doctor dentist office for one or two practitioners. As the "R -2" One and Two Family
Residential Zone does not permit a 4 family dwelling, the applicant has proposed to rezone the property
to the "R -4" Four Family Residential Zone, which permits an identical list of uses, with the addition of 3
and 4 family dwellings.
Municipal Plan Direction
The Municipal Plan establishes direction for the consideration of rezoning applications for properties
located within the Stable Residential Designation, which the subject property resides within.
Stable Residential Designation
The Stable Residential designation is intended for existing, stable residential neighbourhoods.
Development proposals must be consistent with the neighbourhood context and compatible with the
goals and policies of the Municipal Plan. Criteria for the assessment of rezoning applications are
established in Policy LU -88. The policy sets forth six criteria for the assessment of rezoning
applications:
a. The proposed land use is desirable and contributes positively to the neighbourhood;
b. The proposal is compatible with surrounding land uses;
113
Brian Reed
11 Pickard Street
Page 6
April 11, 2014
c. The development is in a location where all necessary water and wastewater services, parks and
recreation services, schools, public transit and other community facilities and protective services
can readily and adequately be provided;
d. Site design features that address such matters as safe access, buffering and landscaping, site
grading and stormwater management are incorporated;
e. A high quality exterior building design is provided that is consistent with the Urban Design
Principles in the Municipal Plan; and
f. The proposal is on a property identified as a Corridor on the City Structure map (Schedule A) or
does not detract from the City's intention to direct the majority of new residential development
to the Primary Centres, Local Centres, and Intensification Areas.
Draft Zoning By -Law
The equivalent to the "R -4" Four Family Residential Zone in the draft Zoning By -Law is the Low Rise
Residential (RL) Zone. This zone permits a similar and modernized list of uses to what is currently
permitted in the "R -4" Four Family Residential Zone. The RL Zone also permits multiple dwellings;
however, the maximum number of dwelling units is six rather than the 4 units permitted in the current
Zoning By -Law. If the proposed rezoning is approved by Common Council, the subject property will
likely be placed in the RL Zone when the draft Zoning By -Law is adopted. Therefore, it may be worth
consideration to impose a condition limiting the use of this property to a maximum of 4 dwelling units.
Consideration of the Proposed Rezoning
1. Desirability of the proposed use: The proposed use is a 4 family dwelling, located in a
neighbourhood that is comprised of primarily 1 and 2 family dwellings. While an increase in
residential density may not typically be a desired use for residents of a residential
neighbourhood, the proposed 4 family dwelling is not contextually incompatible with the
neighbourhood. The proposal will also contribute towards providing an improved choice of
housing type and tenure for the neighbourhood. Additionally, the proposed residential use will
provide a more positive contribution to the neighbourhood than the existing vacant lot which has
been used sporadically for the storage of large vehicles and heavy equipment.
The development of the subject lot is also desirable from the perspective of the City of Saint
John, as it maximizes the return on existing services in the neighbourhood. The subject lot was
subdivided from the parent property for sale and development in 2004. Since that time, 10 years
have passed without the site being developed. The current proposal represents an opportunity for
infill development that is of quality design and contextually compatible with the surrounding
neighbourhood.
2. Compatibility of the proposed use: Although the subject site is in a neighbourhood zoned
primarily for 1 and 2 family dwellings, a considerable number of 4 family dwellings currently
exist in the area. There are two properties which are zoned for 4 family dwellings on
Manawagonish Road and several other properties along Manawagonish Road which were
converted to 4 family dwellings using section 810(6), a provision which sets standards for the
conversion of larger residential buildings built prior to 1930 to mutli- family apartments. Given
the general age and size of buildings in this neighbourhood, there is opportunity for the
conversion of several other buildings to multiple unit apartments.
114
Brian Reed Page 7
11 Pickard Street April 11, 2014
3. Available Services: Municipal water is available off of Pickard Street and sanitary sewer is
available for connection off of Manawagonish Road. A private service easement exists in favour
of the subject site over 859 Manawagonish Road along this property's north eastern property line
to allow for connection to municipal services on Manawagonish Road. It was noted as a
condition of the subdivision approvals creating the subject parcel that the cost and work to install
sewer service is to be borne completely by the landowner.
The subject site is also in close proximity to schools with St. Rose and Barnhill Memorial
Schools nearby on Manawagonish Road. Public transit is highly accessible with the .
Milford /Greendale and Churchill Heights transit routes providing service along Manawagonish
Road and connecting to regional transit routes via Lancaster Mall.
4. Site Design and screening. The proposed site plan meets the setback and landscaping standards
contained in the Zoning By -Law and proposes additional trees and shrubs to screen adjacent
properties from the parking area. Given that the size and scale of the proposed building is not out
of context with the surrounding neighbourhood, the proposed site design meets the intentions of
the Municipal Plan and should complement the existing streetscape. Infrastructure Development
Services has requested that the applicant's engineering consultant provide a detailed storm water
drainage plan and design report indicating how storm water collection and disposal will be
handled. This is recommended as a condition pursuant to Section 39 of the Community Planning
Act.
S. Building Design: The proposed building is of quality design and is consistent with the local
pattern of residential dwellings in the neighbourhood. The setbacks are consistent with
neighbourhood development patterns and meet the standards of the Zoning By -Law. The
proposed building is of a scale and massing consistent with the range of buildings in the area.
Although the proposal does require a variance for maximum height, a three storey building is not
out of character, as the neighbourhood contains primarily two and three storey dwellings.
6. General Municipal Plan Compatibility: The Municipal Plan permits significant new
development to occur in Stable Residential Areas provided that they are along an identified
Corridor or do not detract from the plans intention of directing new residential growth to targeted
intensification areas. The proposed development is immediately adjacent to the Character
Corridor identified along Manawagonish Road and represents a small infill development project
on existing Municipal Services. Therefore, the proposal is considered to be consistent with the
general intentions of the Municipal Plan.
Section 39 Conditions
While approval of the proposed rezoning and variances is recommended, there are several items for
which it is recommended that Common Council impose conditions pursuant to Section 39 of the
Community Planning Act:
Limiting the Proposed Use
As previously noted, the equivalent zone in the draft Zoning By -Law permits a maximum of 6 dwelling
units. Therefore, it is recommended that Council impose a condition limiting the maximum number of
dwelling units to 4.
115
Brian Reed
I I Pickard Street
Page 8
April 11, 2014
Storm Water Drainage Plan
Infrastructure Development Services has requested that the applicant's engineering consultant provide a
detailed storm water drainage plan and design report indicating how storm water collection and disposal
will be handled. This is recommended as a condition pursuant to Section 39 of the Community Planning
Act.
Approval of Detailed Site & Elevation Plans
In order to ensure that the proposed 4 family dwelling is constructed generally in accordance with the
site and elevation plans submitted as part of this application, it is recommended that Council impose a
condition that the proposed 4 family dwelling be developed and maintained in accordance with detailed
site and building elevation plans approved by the Development Officer.
Consideration of the Variances
In addition to a rezoning application, the applicant is requesting approval of the following variances:
Height Variance
The Zoning By -Law limits the height of any building or structure within the "R -4" Four Family
Residential Zone to a maximum of 9 metres. A variance is required to increase the maximum height for
the proposed development to 11 metres. As the requested variance is minor in nature and is not entirely
inconsistent with the existing neighbourhood context, approval of the variance is recommended.
Parking Variance
The Zoning By -Law requires the provision of 5 parking spaces for the proposed 4 family dwelling. The
applicant has proposed the provision of 4 spaces. Therefore, a variance is required to reduce the parking
requirement by 1 space. This variance is minor in nature and approval is recommended as it will still
provide 1 parking space per dwelling unit. It is relevant to note that the draft Zoning By -Law would only
require 4 parking spaces for the proposed development.
CONCLUSION:
The proposed rezoning application represents an opportunity to pursue infill development to further
capitalize on existing City services and to support a mix of housing types and tenure along
Manawagonish Road. The proposed 4 family dwelling is of quality design and is consistent with the
surrounding neighbourhood context. Therefore, approval of the proposed 4 family dwelling is
recommended subject to the noted conditions.
JC
Project No. 14 -352
116
PLANNING AND DEVELOPMENT / URBANISME ET DtVELOPPEMENT
_IA
yr�a
0
4*440
C*
Subject Site/site en question: 71
Location: 11, Rue Pickard Street
Date: March 26 Mars 2014
Scale/6chelle: Not to scale/Pasa 1'6chelle
117
ZA
13
PID(s)/N[P(s):
55173066
PLANNING AND DEVELOPMENT / URBANISME ET DEVELOPPEMENT
t�`�r..^�t,�l�'• ". '' tea► �:'�!�'� •� `/` ��,
•
f
i
400. ' A
oo
o�
• t
ou
C �
- 'v saw � � •.I� '�ti
I
• • MR.7me
ti f
j
118
Lot 04-02 Pickard Street-West Saint John. PID 55173066 Setback Diagram.
pjTel4
Dimensions are indicated in Feet.
2.5,
y
Pickard Street,
119
U
0
R
Wiz%
tj
E
rd
4)
f?
0-
IL
120
rd
4)
f?
0-
IL
Proposed New -4 Unit Apartment Building for Lot 04 -02 Pickard Street - Infest
ye,
Fes♦ �.. '�
i • r • fir'•
Q.
r 4
� - air..• -~
Building will consist of 3 -2 bedroom units and a 3- bedroom unit which
will have garage and family room on lower level. The lot with be
landscaped with sod and shrubs on the front and sides and sod in the
rear. The driveway will be paved and walkways finished with concrete
or paver stone. The front of the building will be finished with artificial
stone, the sides and rear with vinyl siding. All rain eaves trough and
down spouts will be positioned to direct w2ter to Pickard Street.
121
-,gDo
- 11
Z-11' :4411
UU2,97
122
- 11
Z-11' :4411
UU2,97
122
41-
10'-VAT-8"
3,20A,17
3,764,68
3,7600
Wit - -,7 - K::
123
m:
7�i
iw,,xi2mw,
IW-0114�20
W-F"XlW'-4"
, 2 X3,66
3105XVIS
3,20x4,67
12 -4 'x9'.2"
3,76x2,
10'-VAT-8"
3,20A,17
3,764,68
3,7600
Wit - -,7 - K::
123
124
r.
d'
N
N
r
1
A
V
d
C
M
CL
wi
L
0
a
Cyr, Jeffrey
From:
External - Planning
Sent:
April -08 -14 1:16 PM
To:
Cyr, Jeffrey
Cc:
Lockhart, Lynda
Subject:
FW: Re- zoning of 11 Pickard Street
Categories: Orange Category
- - - -- Original Message---- -
From: Lloyd [mailto:fitzey7 @gmail.com]
Sent: April -08 -14 1:11 PM
To: External - Planning
Subject: Re- zoning of 11 Pickard Street
April 7 2014
City Saint John
P.O. Box 1971
Saint John NB
e21 411
Re: Rezoning of 11 Pickard Street
I am a new home owner for 11/2 year's at 17 Pickard Street.
I strongly object to the re- zoning of the land on 11 Pickard Street under the Community Planning Act (sub section 68/7)
from R -2 to R -4.
The reason's are:
- I believe the proposed building will be to close to my property at six feet off the property line.
- Also I would be worried about any water run off on to my land and possible water penetration into my basement.
-The land seem's to small for a 4 unit building to comfortably fit.
-The parking to be changed from 5 to 4 could likely result in more car's parking on Lloyd Street.
- Parking now on Pickard Street is only allowed on one side and there is no room too park after a snow storm.
-Lloyd Street and Pickard Street are well used street's in the winter because people use them when O'Brien Street is to
slippery at the top of the hill.
-Two sometimes three parking spot's on Pickard Street during the winter are used by the people from the
Manuwauganish Road due to snow condition's Parking on Pickard Street now is very dangerous as the Stop sign on the
corner of Pickard and Lloyd Street is not being observed now.
-A 4 unit Apartment building will not enhance the value of homes on Pickard and Lloyd Street's.
Please do not approve this variance.
Thank You for the opportunity to express my opinion.
Sincerely
Lloyd Fitzpatrick.
1L5
Cyr, Jeffrey
From: External - Planning
Sent: April -08 -14 1:54 PM
To: Cyr, Jeffrey
Subject: FW: rezoning & Variance Application 11 Pickard Street
Categories: Orange Category
Lynda Lockhart
Growth & Community Development Services / Services de la croissance et du developpement communautaire
T: (506) 658 -2835
F: (506) 658 -2837
From: Tom Gallant [ mailto:tgallant0795 @rogers.com]
Sent: April -08 -14 1:51 PM
To: External - Planning
Subject: rezoning & Variance Application 11 Pickard Street
Jim & Deb Long
24 Pickard Street
Saint John N.B.
E2M 4n6
April 8 2014
Dear Sir /Madam:
Jim & Deb Long are against the rezoning four unit residential building on 11 Pickard Street.
In the past a Fire Truck was unable to make it down the Street due to the cars parked.
Shortly after the incident the city placed signs: parking was limited to one side of the street only.
Therefore due to the limited parking , an added 4 unit apartment building would put further strain
on an already difficult parking situation.
116
Cyr, Jeffrey
From: External - Planning
Sent: April -09 -14 8:40 AM
To: Cyr, Jeffrey
Cc: Lockhart, Lynda
Subject: FW: Rezoning 11 Pickard St
Categories: Orange Category
From: Brent Cummings [mailto:drwbrent @gmail.com]
Sent: April -08 -14 4:41 PM
To: External - Planning
Subject: Rezoning 11 Pickard St
I am writing to voice my objection to rezoning the lot at 11 Pickard St. The planned apartment is not suitable
for this neighbourhood or the size lot. On a street where parking is already an issue this plan will greatly add to
that. This winter alone was evidence that snow removal is a problem for this street and therefore an issue for
Emergency services.
I group up at 873 Manawagonish Rd just across from this lot. An apartment building of this nature is very much
out of place here and will greatly detract from one of Saint Johns great neighbourhoods.
Please don not allow this rezoning to take place.
Sincerely Dr. Brent Cummings
1�7
Merle and Jane Hoben
859 Manawagonish Road
Saint John, N.B.
E2M 3W9
e -mail - janehoben @hotmail.com
April 8th 2014
City of Saint John
P.O. Box 1971
Saint John, N.B.
E2L 4L1
Re: Rezoning of 11 Pickard Street
We strongly object to the rezoning of the land located a 11
Pickard Street under the Community Planning Act (subsection
68/7) from R -2 to R -4.
The reasons are:
-the proposed building will be too close to our property
-we purchased our home at 859 Manawagonish Road, which runs
down Pickard Street nine years ago. When we moved
in, we had water problems. We had to dig and put
gravel at the front of the house. We had to put gravel
and draintile in the basement to run it out to a dry
well at the side of the house. We are also concerned
that if they put a house there, it will raise the water
table and backup into our basement.
-we do not want to see any variances on this property, as we
keep ours at 10 feet
-we are concerned about snow removal in the winter
- Pickard Street is like a one -way street in the wintertime
and with cars parking on the street it becomes very
narrow. The fire apparatus would have a difficult
time turning down Pickard Street. Also people who
live on Manawagonish Road park on Pickard Street as
well
- City of Saint John plows have to skirt around the vehicles
parked, therefore, making if difficult for them to
navigate on the street
-we feel that this will definitely not enhance or property
or any of the other property owners
128
We hope you will take this all into consideration before making
your decision on in this matter.
Thank you for the opportunity to allow us to express our opinion
on the matter.
Sincerely yours
Merle and Jane Hoben
129
Lockhart, Lynda
t
From:
External - Planning
Sent:
April -11 -14 8:18 AM
To:
Cyr, Jeffrey
Cc:
Lockhart, Lynda
Subject:
FW: Rezoning of 11 Pickard st
From: allisonvienneau fmailto:allisonvienneau @ hotmail.com]
Sent: April -10 -14 10:20 PM
To: External - Planning
Subject: Rezoning of 11 pickard st
To whom it may concern,
It has come to our attention that there is a request to rezone 11 Pickard St from R -2 to R -4 and we would like to
take this opportunity to voice our concerns.
Firstly, we are concerned about the increased traffic flow in the area. As well as the increased parking both on
Pickard St and Lloyd St. These streets are narrow to begin with so with the extra vechicles on the road it would
make it difficult to maneuver especially in the winter months. This would also make it difficult for emergency
vechicles.
Thank you for considering our concerns,
Andrew and Allison Burnham
29 Pickard St
Sem koui tiamsuag NlOhilc
130
— b
*
;y
ta`t �'L5'iA � �
r, ��� r •,i
t
pq
a.
�'Ylet -Ie Woben d5� Y�1ar�a- ,�a�,�histi IZ�.
i.
9�y
BY -LAW NUMBER C.P. 106 -
A LAW TO AMEND THE
MUNICIPAL PLAN BY -LAW
Be it enacted by The City of Saint
John in Common Council convened, as
follows:
The Municipal Plan By -law of The
City of Saint John enacted on the 30th day
of January, A.D. 2012 is amended by:
1 Amending Schedule A — City
Structure, by redesignating a parcel of land
with an area of approximately 15.8
hectares, located at 11 King William Road,
also identified as being PID No. 55159719,
from Stable Area to Employment Area
classification;
2 Amending Schedule B — Future
Land Use, by redesignating the same parcel
of land from Stable Residential to Light
Industrial classification
- all as shown on the plans attached hereto
and forming part of this by -law.
IN WITNESS WHEREOF The City of
Saint John has caused the Corporate
Common Seal of the said City to be affixed
to this by -law the * day of *, A.D. 2014
and signed by:
Mayor
ARRETE No C.P. 106 -
ARRETE MODIFIANT L'ARRETE
RELATIF AU PLAN MUNICIPAL
Lors d'une reunion du conseil
communal, The City of Saint John a edicte
ce qui suit:
L'arrete concernant le plan
municipal de The City of Saint John
ddcrete le 30 janvier 2012 est modifie par:
1 la modification de 1'annexe A —
Structure de la municipalite, afin de faire
passer la designation d'une parcelle de
terrain d'une superficie d'environ 15,8
hectares, situee au 11, chemin King
William, et portant le NID 55159719, de
secteur stable a secteur d'emploi ;
2 la modification de 1'annexe B —
Utilisation future des sots, afin de faire
passer la designation de la parcelle de
terrain precitee de secteur residentiel stable
A secteur d'industries legeres ;
- toutes les modifications sont indiquees sur
les plans ci joints et font partie du present
arrete.
EN FOI DE QUOI, The City of Saint John
a fait apposer son sceau communal sur le
present arrete le 2014, avec les
signatures suivantes :
Common Clerk/Greffier communal
First Reading -
Premiere lecture
Second Reading -
Deuxieme lecture
Third Reading -
Troisieme lecture
132
L
c%. l ong oc
W��Iram R .
�n
.a
c�
UNI
Avertiser Name: Saint John Common Clerk
Avertiser Code: S71206
ize: 4.00 x 13.50 in.
ales Rep: Doug Thomson
PROPOSED MUNICIPAL PLAN
AMENDMENT
RE: 11 KING WILLIAM ROAD !
Public Notice is hereby given
that the Common Council of
The City of Saint John intends to
consider an amendment to the
Municipal Development Plan
which would:
1. Redesignate, on Schedule A
of the Plan, a parcel of land with
an area of approximately 15.8
hectares, located at 11 King
William Road, also identified as
PID No. 55159719, from Stable
Area, to Employment Area, as
illustrated below;
2. Redesignate, on Schedule B
of the Plan, the same parcel of
land, from Stable Residential
to light industrial.
A public presentation of the
proposed amendment will take
place at a regular meeting of
Common Council on Monday,
April 28, 2014 in the Council
Chamber, Lobby Level, City Hall.
REASON FOR
CHANGE:
To permit a
light industrial
park.
Written
objections to
the proposed
amendment
may be made
PROJET DE MODIFICATION DU
PLAN MUNICIPAL
OBJET: 11, CHEMIN KING
WILLIAM
Par les presentes, un avis
public est donne par lequel
le conseil communal de The
City of Saint John a ('intention
d'etudier la modification du
plan d'amenagement municipal
comme suit:
1. Modifier la designation,
a I'annexe A du plan, d'une
parcelle de terrain d'une
superficie d'environ 15,8
hectares, situee au 11, chemin
King William, et portant le NID
55159719, afin de la faire passer
de secteur stable a secteur
d'emploi comme it est indique
ci- dessous.
2. Modifier la designation,
a I'annexe B du plan, de la
parcelle de terrain precitee, afin
de la faire passer de secteur
residentlelstable 5 secteur
d'industrim legiires.
Une
1 �
to the Council,
in care of the undersigned,
by May 28, 2014. Enquiries
may be made at the office of
the Common Clerk or Growth
and Community Development
Services, City Hall, 15 Market
Square, Saint John, N.B.
between the hours of 8:30 a.m.
and 4:30 p.m., Monday through
Friday, inclusive, holidays
excepted.
If you require French services for
a Common Council meeting,
please contact the office of the
Common Clerk.
Jonathan Taylor,
Common Clerk
658 -2862
presentation
publique du
projet de
modification
aura lieu lors
de la reunion
ordinaire
du conseil
communal le
lundi 28 avril
2014 clans la
Salle du conseil,
au niveau du hall d'entree, a
I'h6tel de ville.
RAISON DE LA
MODIFICATION:
Permettre un part d'industrie
legere.
Veuillez faire part au conseil par
ecrit de vos objections au projet
de modification au plus tard le
28 mall 2014 3 ('attention du
soussigne. Pour toute demande
de renseignements, veuillez
communiquer avec le bureau du
greffier communal ou le bureau
du service de la croissance et du
developpement communautaire
a I'h6tel de ville au 15, Market
Square, Saint John, N. -B., entre
8 In 30 et 16 h 30 du lundi au
vendredi, sauf les jours feries.
Si vous avez besoin des services
en fransais pour une reunion
de Conseil Communal, veuillez
contacter le bureau du greffier
communal.
Jonathan Taylor,
greffier communal
658 -2862
Au iyumuer: H i /-+oo i
Ad ID: 6950930
Current Date: Apr 07 2014 04:18PM
Start Date: 4/15/2014
End Date: 4/15/2014
Color: B/W
Client Approval OK ❑
134
Corrections ❑
(aussi disponible en fransais)
Type of Application
V unicipal Plan Am
Zoning By-law Am
endment
❑
Subdivision
[:1
Similar / Compatible Use
g y endment
❑
Variance
❑
Temporary Use
�] Amendment to Section 39 Conditions
❑
Conditional Use
❑
Change / Re- establishment of
❑ Zoning Confirmation Letter
❑
Letter for Liquor
Licensing
Non - Conforming Use
Contact Information
,
�G
—�' !
J
Name of Applicant !
_
�J l�!!J
?
Mailing Address of Applicant (with Postal Code)
1 J aC�
c �t"t 1�
Home Telephone Number (, t, ! L Work Telephone Number S �'
Fax Number E -mail b J /S./,-) Al C ��
Name of Property Y Owner c if different from a Pp licant )
Mailing Address (with Postal Code)
Property Information
Location
ILM
Civic # " / Street ✓ PID l `
Existing Use of Property VGtC:Z,, /! T Proposed Use of Property Z, 1V J %! �' l
Existing Plan Designation of Property . -����^ Proposed Plan Designation of Property
Existing Zoning of PropertyN -/4 ��, .� z . Proposed Zoning of Property
Description of Application
Describe what you propose to do (attach additional pages if pecessary).
A 1 "
J
NOTE: If the applicant is NOT the owner, the Owner's signature or authorization (in writing) to submit this application is
required.
Signature of Applicant Signature of Owner
Date z ,"J, 2 Y. Date
For Office Use Only
Reviewed by
Development Officer
Information Accompanying Application:
❑ Letter of Intent
❑ Site Plan
❑ Fee
Date
❑ Tentative Subdivision Plan
❑ Building Elevations
❑ Other
❑ Floor Plans
❑ Sign Drawings
P.O. Box 1971 Saint John, NB Canada E2L 41 www.saintjohn.ca C.P. 1971 Saint John. N. -B. Canada E2L 4L1
The City ursaw John
135
-Y4
/Z2
SAINT JOHN
From: PETER DYKEMAN [mailto:pjdcharWogers.com]
Sent: April -03 -14 12:31 AM
To: Irving, Brian
Subject: Re: Owners consent to apply for Municipal Plan Amednment and Rezoning
Good Evening, Brian. You have my permission, consent and support in making an
application to apply for a Municipal Plan Amendment and rezoning of the lands at 11
King William Road, PID 55159719, which are the subject of the Conditional Agreement
of Sale which you refer to.
These lands border on Highway no. #1 and on the south limit of the former CPR
railway right of way, which separates and screens PID 55159719 from the residential
properties above the railway right of way. The land is uniquely suited to serving
businesses which require access to and from the Highway and ready access to all
parts of the City and surrounding area.
My hope is that such development will enhance the tax base of the City and provide
jobs for people of the area. It is time to develop it.
Thank you for expediting the closing of the purchase and sale of the 10 acre property
on Galbraith Place. Development of this property will also be of benefit to the City.
My best wishes for the success of your endeavours.
Yours truly,
Peter Dykeman
President
Petrus Holdings Inc.
136
Application to Amend and Rezone PID 55199719
April 2, 2014.
137
Table of Contents
1 Introduction ........................................................... ...............................
2 Why Industrial lands are important in Saint John- ...............................
3 Status of Industrial Lands in Saint John ............... ...............................
4 Site Area and Adjacent Development ................... ...............................
5 Supporting Arguments .......................................... ...............................
5.1 Municipal Plan ( P1anSJ) ................................ ...............................
5. 1.1 Why we need to amend the Plan ............ ...............................
5.1.2 Why this property .................................. ...............................
5.1.3 Subject Property Review ....................... ...............................
5.2 Site Servicing ................................................. ...............................
5.3 Transportation Connections ........................... ...............................
6 Conclusions ........................................................... ...............................
138
.............. ..............................3
.............. ..............................4
.............. ..............................5
.............. ..............................6
............. ............................... 8
............. ............................... 8
.............. ..............................8
.............. ..............................9
............. .............................11
............. .............................12
............. .............................12
............. .............................13
1 Introduction
Saint John Industrial Parks (SJIP) is attempting to purchase a property (PID 55159719), and have it
rezoned from a combination of R -2, TH, RM -1 and B -2 to Light Industrial. Recent events have led
to a significant shortage of serviced industrial lands in the Saint John marketplace and as a result
SJIP has performed a City wide study of lands to identify potential industrial expansion
opportunities. This property was identified as a high priority candidate for light to very light
industrial development provided there is significant buffering from existing adjacent residential
developments.
The development of this property for an industrial use requires a rezoning as well as an amendment
to the Municipal Plan. SJIP has been engaged in the development of industrial lands within Saint
John for four decades. SJIP continues to monitor and anticipate the needs of the marketplace and
has performed extensive research and review of the industrial landscape within the City.
Subsequent sections of this report will discuss why the Municipal Plan actually encourages SJIP
and Council to monitor the supply of industrial lands within the City and when the industrial
landscape reaches it's current situation to amend the plan to support the future sustainability of the
City. The property and development concept will also be discussed and provide rationale as to why
this is the right property and location for this development.
139
2 Why Industrial lands are important in Saint John
The City of Saint John went through an extensive process to adopt a new Municipal Plan in 2011.
This plan clearly highlights the importance of industrial development as an economic driver in the
Saint John region. Section 3.5.2 refers to employment areas as a 'foundational component of the
Municipal Plan" and states that "The City's ability to retain existing employment uses and create
new employment activity will largely dictate the degree of growth and development that will take
place over the planning period. " From this we see that the City's employment areas are very
important to the City and efforts must be made to ensure their continued success.
Industrial areas are a subset of these employment areas. The Municipal Plan says the following
about these Industrial Areas:
Industrial Areas
The City's economy is founded on its industrial and manufacturing operations,
and the community is poised to continue its strong growth in sectors related to
these activities. The City recognizes that while these industrial and manufacturing
operations are critical to our economic growth, industrial land uses can
significantly affect the quality of life in adjacent neighbourhoods and they must be
carefully located to maximize their benefit to the community. As a result, lands
appropriate for industrial development should be retained for future industrial
use.
In order to address this, the Municipal Plan establishes two industrial
designations to steer industrial uses to their most appropriate location: the Light
Industrial designation and the Heavy Industrial designation. The City also plays
an important role in supplying the land required to accommodate industrial
growth through its ownership of Saint John Industrial Parks Limited (SJIPL).
SJIPL will help to ensure that an appropriate supply of land is available in the
Light Industrial and Heavy Industrial designations within carefully planned
industrial parks to fuel the community's future growth.
Section 6.3 of the Municipal Plan discusses Economic Diversification and the role it plays in
growing a diversified and prosperous economy, as well as the role SJIP plays in fulfilling this goal.
Economic Prosperity policies EP -2 and EP -3 outline the role Council has to ensure an appropriate
inventory of industrial land is available, and the role SJIP has to monitor this supply of industrial
land and ensure it is a diversified supply which will meet the needs of the marketplace.
From these references and policies in the Municipal Plan we see that the development and supply of
industrial lands is very important to the economic well being of Saint John, and that both Council
and SJIP have a role to play in ensuring there is an adequate supply.
140
3 Status of Industrial Lands in Saint John
Saint John Industrial Parks (SJIP) has been providing the Saint John marketplace with access to
industrial development sites through it's three industrial parks for more than four decades. SJIP has
a great track record of anticipating market needs and proactively planning to have a wide variety of
sites ready and available to service the needs of the marketplace. In 2004 the McAllister Industrial
Park was expanded to provide an inventory of approximately 100 acres of serviced land. In 2008 a
master planning exercise was undertaken in the Spruce Lake Industrial Park to understand how to
move forward with developing this area and increasing the serviced site offerings in the western
part of the City. This was followed by the various steps required to begin to work towards acquiring
and turning this land into serviced sites. Following the expansion in the cast and the planning and
progress towards expansion in the west, SJIP felt they were well positioned to service the needs of
the industrial marketplace for many years to come.
The City of Saint John went through an extensive process to adopt a new Municipal Plan in 2011.
This plan clearly highlights the importance of industrial development as an economic driver in the
Saint John region. The outcomes and direction of this plan aligned very well with the future plans of
SJIP to develop and expand the McAllister and Spruce Lake Industrial Parks.
In 2013 two unrelated events significantly changed this alignment. In the McAllister park the City
transferred all existing developed land from SJIP back to the City and entered into an option
agreement with Atlantic Potash effectively leaving SAP with no serviced lands remaining in the
park, as well as no connection to the existing services and road networks to support the planned
future expansion of the park. This had the effect of removing the immediate development potential
of 1/3 of the area of the existing McAllister Industrial Park and leaving SJIP with no inventory for
resale. In the Spruce Lake Park, Business New Brunswick indicated an unwillingness to follow
through on the sale and agreements previously negotiated leaving SJIP with minimal holdings and
no expansion plans. This had the effect of removing the immediate development potential of more
than 1/2 of the area of the existing and planned Spruce Lake Park leaving less than 40 acres of land
available for resale.
Throughout 2013 various one -off scenarios were reviewed and assessed to potentially expand the
serviced land holdings within the City. By late 2013 it became apparent that a concentrated and
structured review of lands within the City would be required to assist with site selection to expand
the industrial development sites within the City. In September of 2013 SJIP solicited requests for
proposals to perform a review of lands within the City to identify sites for future industrial
development. Throughout the fall and winter this study was conducted and in January 2014 WSP
Group Inc. presented the results of this study to SJIP.
The key highlights of this report related to West Saint John included three main steps:
• Ensure complete utilization of existing lands within the park
Obtain this proposed property together with a rezoning and Municipal Plan amendment to
include this as part of Spruce Lake Industrial Park thus expanding the park
Renew communications with the Province regarding the Lomeville Industrial Site. This is
seen as a long shot as these discussions have been going on since 2005 and reached the point
in 2012 where there was an Order in Council to close this deal and the final subdivision
plan and transfer documents were on the Misters desk for signatures and execution. Since
this time the Province has indicated they fully intend to retain these lands.
4 Site Area and Adjacent Development
The proposed development is located just north of the King William Road interchange of Route 1.
The subject property comprises an area of about 16 hectares and is currently zoned a combination of
R -2, TH, RM -1 and B -2. South of the site is Route 1 and the existing Spruce Lake Industrial Park.
West of the site is King William Road and additional Saint John Industrial Parks holdings. North of
the site is a former Rail Line and existing residential developments fronting on Ocean Westway.
East of the site is vacant land which the Municipal Plan's Future Land Use Map identifies as Urban
Reserve and the Draft Zoning By -Law designates as Future Development.
Illustration 1: Source - Future Zoning Map
The area highlighted in red illustrates the subject property overlaid on top of the Future Zoning
Map. This illustration highlights the close connection with the existing industrial park to the south
and west. The next illustration helps show the spatial separation between the proposed development
and the adjacent residential development.
The development proposal would include a street access from King William Road running east -west
through the site with lots fronting north and south off this road. Sanitary sewer servicing would be
accomplished through an existing trunk sewer running south and down grade of the site along the
northern limits of Route 1. Water servicing would be accomplished through an existing water main
in King William Road.
The nearest residential development is Birchwooaigace. When this was developed a dedication of
Land for Public Purposes was made south of the lots between these lots and the subject property.
This 10 meter wide strip of LFPP, as well as the existing 20 meter wide former rail line provide a 30
meter buffer between the existing residential development and the subject lot. We are proposing
adding an additional 15 meter buffer area along the northern boundary of the subject lot to further
buffer the development.
Illustration 2: Subject Property
143
5 Supporting Arguments
The supporting arguments for this application include a discussion about the current status of
Industrial lands in West Saint John. Most of these arguments relate to how this application fits with
the current Municipal Plan, but will also discuss servicing and transportation infrastructure.
5.1 Municipal Plan (PlanSJ)
5.1.1 Why we need to amend the Plan
The discussion above in section 2 refers to the policy direction in the Municipal Plan which refers
to the need to monitor the amount of available industrial land and to respond to a lack of sufficient
supply by bringing more land to market.
Section 3 of the Municipal Plan deals with Land Use and is the primary input into an application
such as this. Section 3.1 lays out the Future Land Use Goals. Goal 8 is to "Direct new industrial
development to designated industrial areas, minimizing future land use conflicts and taking
advantage of industrial clusters ". Section 3.2 lays out a number of policies to achieve these goals.
Future land use policy LU -2 directs council to:
Ensure the Future Land Use map (Schedule B):
a. Provides sufficient land to accommodate the projected demands for
residential, commercial, industrial and other land uses over the planing period;
b. Provides for a limited range of compatible uses to occur within the land
use designations, subject to the applicable policies of the municipal plan,- and
C. Provides for more specific delineation of appropriate land uses in the
Zoning Bylaw and neighbourhood plans.
Figure 1 below shows a portion of the Future Land Use Map (Schedule B) for Spruce Lake and
surrounding area.
Ji
de
Schetluh 8. Futon L..d U-
144
In this figure we can see that the Future Industrial Land Use for West Saint John as contemplated by
the Municipal Plan includes the existing Spruce Lake Industrial Park, as well as the proposed
expansion into the Lorneville Industrial Site south of Paddy's Hill Drive. When we review the area
identified for future industrial expansion we see that it includes a significantly larger area than the
existing Spruce Lake Industrial Park. When we drill a little deeper we see that all the unserviced
area for future expansion is owned by a single owner — The Province of New Brunswick. As
identified above in section 3, the Province is no longer willing to work with the City to support the
development of this property.
The following figure shows the same map but with the area that is no longer available for industrial
development highlighted in red. As we can see this is a more than 50% reduction in available lands
for future development, and results in less than 40 acres being left available for development.
j/
: `�, •� Schedule 6 •Future Laryd U.a ,
ff r i
Figure 2 - Future Land Use Plan (Schedule B)
As mentioned above, Policy LU -2.a above clearly demonstrates the need to perform a Municipal
Plan amendment to revise the area highlighted for Future Industrial Development in west Saint
John.
5.1.2 Why this property
General Industrial Land Use Policy LU -71 says to "Concentrate major new industrial developments
in Industrial Parks" This means that the location for Future Industrial Land Use should either be
adjacent to the existing Spruce Lake Industrial Park, or should create an entirely new Industrial
Park.
General Industrial Land Use Policy LU -72 says to "Prohibit residential development in industrial
areas to avoid potential land use conflicts ". This means we want to avoid and/or provide buffering
from existing residential developments.
General Industrial Land Use Policy LU -4 outlines the factors that should be considered while
changing the boundaries of the Future Land Use Mp.
Policy LU -4:
Not consider changing the designation of lands on the Future Land Use map
(Schedule B) through a Municipal Plan amendment, unless the proposal:
a. Is consistent with the general intent of the Municipal Plan and further
advances the City Structure;
b. Is necessary by virtue of a lack of supply of quality land already designated in
the Municipal Plan to accommodate the development;
c. Enhances the community and the quality of life offered to residents of the City;
d. Efficiently uses available infrastructure;
e. Does not negatively impact the use and enjoyment of adjacent lands and
neighbourhoods;
f. Is an appropriate use within the land use designation being sought for the
property, and the proposal is consistent with the specific policies regulating
development in the designation; and
g. Adequately addresses and mitigates any significant environmental impacts.
The study performed by WSP Group Inc. and presented to SJIP in January 2014 used four main
filtering criteria to select sites suitable for Future Industrial Development. These were conformity to
the Municipal Plan and Zoning by -laws, existing and required servicing infrastructure, existing and
required transportation infrastructure, and site specific constraints such as environmental,
geotechnical, topographical and flooding constraints. This report identified this site as the highest
priority medium term opportunity.
This site was referred to as a medium term opportunity as it is not seen as a long term solution to all
of the challenges currently facing SJIP and the City regarding Industrial Development. Currently
SJIP has an inventory of about 40 acres of serviced land located on White Bone Way. This land was
developed and has been marketed as land to service the manufacturing and fabrication sectors, or
more mid -level industrial uses such as those already surrounding this area (Lorneville Industrial,
E.S. Fox, Maguire Excavation, Lenron Transportation, etc.). This site is seen as a solution to the
lack of supply of land for the light and very light industrial uses. These uses typically require a
smaller lot footprint and different servicing and lot configuration than the mid -level industrial uses.
The study looked at two options for this lack of supply. One was to create a new industrial park in
west Saint John, and the second was to expand the existing park. A first choice was identified for a
potential new park, but the study recommends not proceeding without further study and further
negotiations with the Province, perhaps with the support of Council in the negotiations. The
expansion of the existing park was seen as a way to allow more time for these studies,
investigations and negotiations to take place.
"The subject property is the number one recommendation from the study for expanding the existing
park.
5,1.3 Subject Property Review
Future Land Use Policy LU-4 is the primary poli14bto consider when assessing this property. Each
of these will be discussed below with the rational or why this should be supported.
a. Is consistent with the general intent of the Municipal Plan and further
advances the City Structure;
Section 2 above clearly shows that it is the intent of the Municipal Plan to ensure there is an
adequate and diverse supply of Industrial Land available for development and the provision for this
is a fundamental concept to the advancement of the City Structure.
b. Is necessary by virtue of a lack of supply of quality land already
designated in the Municipal Plan to accommodate the development;
Section 5.1 above shows the impact recent events have had on the supply of Industrial Land
available for development. The Municipal Plan shows a significant amount of Future Development
Land but as discussed above, most of this is owned by a single entity and they do not intend to
allow this land to come to market.
c. Enhances the community and the quality of life offered to residents of the City;
Section 2 above clearly shows the importance of Employment Areas within the City. Goal S of the
Future Land Use Goals encourages placing new Industrial uses with existing industrial uses. When
there is a lack of supply of avaialble land there are two outcomes, either the new opportunity is lost
and no development takes place, or development takes place in a less desirable area creating non-
conforming uses. Both of these outcomes are contrary to the intent of the Municipal Plan.
d. Efficiently uses available infrastructure;
Section 4 above discusses the existing sanitary sewer and watermains that would be used to service
this area with no infrstructure extensions required to access exsiting services. The future road would
access King William Road which is a major truck route and has direct access to Route 1.
e. Does not negatively impact the use and enjoyment of adjacent lands and
neighbourhoods;
Section 4 above discusses the buffering that will be provided between the subject property and
adjacent residential uses to the north. The proximity of the interchange for Route 1 will mean most
traffic will not pass into the residnetial area to the north. The intention to develop only light and
very light uses in this area will significantly help in reducing any impacts of industrial uses in this
area. Natural topography will also help in this regard. The proposed site is located at a lower
elevation than the residential lands to the north and the site slopes to the south towards the highway.
f. Is an appropriate use within the land use designation being sought for the
property, and the proposal is consistent with the specific policies regulating
development in the designation; and
All of the discussion above demonstrates this point.
g. Adequately addresses and mitigates any significant environmental impacts.
Environmental and other site sepcific constratins was one of the four main criteria used in the site
selection study performed by WSP Group Inc. The proposed site did not contain any environmental
concerns.
147
5.2 Site Servicing
Servicing of this site will be accomplished through a connection to an existing sanitary trunk sewer
running along the northern boudnary of Route 1, as well as an existing watermain in King William
Road. The ability to service this site using existing infrstructure without the need for an extension of
infrstructure to reach the site is seen as a great positive for the City as any new infrstructure
installed must be maintained and the City already has a very high ration of infrstructure to serviced
lands.
5.3 Transportation Connections
This site is located imediatly north of Route 1 and the development concept sees a new street being
constructed from King William in an east -west direction through the site. This area of King William
Road is an existing truck route and its proximity to Route 1 will result in most traffic movements
being to exit onto King William Road and onto Route 1, thus reducing the potential traffic impacts
on adjacent developments.
6 Conclusions
SHP has been in the business of providing serviced industrial lands to the Saint John marketplace
for four decades. Due to recent events the landscape of the marketplace has significantly changed
resulting in a very limited supply of industrial lands available for development. This proposal is the
first step in addressing this need.
The City's Municipal Plan clearly highlights the importance of industrial developments within the
City and strongly supports ensuring sufficient supply is available to meet the needs of the
marketplace. SHP has commissioned a very detailed study of industrial lands and suitable sites for
new industrial lands within the greater Saint John area and this property was identified as the
number one candidate site for expanding potential industrial development in West Saint John.
Parallel to this rezoning and Municipal Plan amendment SHP is also working on a large scale plan
to address this shortage within the Saint John Marketplace.
We have reviewed the City's Municipal Plan and Growth Strategy as well as existing and proposed
zoning by -laws. Based on this information, we are of the opinion that the proposed rezoning and
Municipal Plan amendment should be approved for the following reasons:
1. The Municipal Plan acknowledges the need to amend the Future Land Use Map when
sufficient supply is not available.
2. The proposed development is consistent with the direction outlined in the Municipal Plan by
clustering future industrial uses with existing industrial uses and respects existing adjacent
residential developments through significant buffering.
3. The site uses existing municipal services for water and waste water servicing as well as
direct links to major transportation routes throughout the City avoiding costly infrastructure
extensions.
4. Detailed study and investigation has gone into the selection of this site. This site was chosen
for it's conformity to the Municipal Plan and ability to best meet the needs of the greater
Saint John industrial marketplace. This is a different approach than that taken for the
majority of rezoning and Municipal Plan amendments which are made to try to shoehorn an
existing site into a proposed use as opposed to carefully selecting the correct site to meet a
specific need.
149
l'
REPORT TO COMMON COUNCIL
M &C2014 -54
April 22, 2014
His Worship Mayor Mel Norton
& Members of Common Council
Your Worship and Members of Council,
SUBJECT: ASPHALT SPREADER REPLACEMENT
BACKGROUND
0
The City of Saint john
There are approximately 126 sections of streets that require reconstruction and are in poor
condition. The City has used its own asphalt spreader to provide a 1" to 1.5" asphalt overlay on
City streets that were mainly in the reconstruction category to make them safe and passable for
motorists. The asphalt spreader was also used to enhance public space surfaces such as King's
Square and Fort Howe in 2013.
The existing spreader is past its Optimum Replacement Point and is severely undersized for the
type of operation that is required to be as efficient and effective as possible. The proposed
asphalt spreader is capable of paving a street in two passes rather than three reducing one asphalt
surface seam and increased hopper capacity from 2 tons to 9 tons. The current operations will
become much more efficient since a truck carrying 6 tons of asphalt will not have to wait for the
current asphalt spreader to empty the 2 ton hopper and refill it two more times. The truck can
now dump all 6 tons of hot asphalt into the hopper and immediately return to the asphalt plant for
another load. Asphalt quality is expected to improve since dumping into the hopper 3 times
allows the asphalt material to cool down. Dumping all 6 tons of asphalt into the hopper allows
for a consistent asphalt temperature being applied to the road surface prior to compaction.
INPUT FROM OTHER SOURCES — MATERIALS MANAGEMENT
Materials Management facilitated the Request for Proposal (RFP) process to solicit proposals for
the new asphalt spreader.
As such, the RFP closed on Thursday, April 10, 2014 with three (3) companies submitting
responses as follows:
Atlantic Tractor & Equipment Ltd. — Fredericton, NB
Sancton Equipment Ltd. — Saint John, NB
J. A. Larue Inc. — Quebec City, QC
150
Asphalt Spreader Replacement
Report to Common Council, M & C 2014 - 54
April 22, 2014
Page 2
INPUT FROM OTHER SOURCES — MATERIALS MANAGEMENT CONT'D...
A review committee, consisting of staff from Materials Management, Fleet Services and
Transportation & Environment Services reviewed the submissions for completeness and
compliance with the RFP requirements and selection criteria consisting of the following:
1. Quality and Completeness — Has the proposal addressed all of the needs as raised? Is the
proposal presented in an organized and professional manner?
2. Minimum Specifications — Has the proposal demonstrated a level of compliance with the
requirements of this equipment?
3. Delivery — Is the stated delivery timeframe realistic and attainable?
4. Service Response Time — Has the proposal demonstrated that the vendor is able to
respond to service requirements within a reasonable timeframe?
S. Value Added — Has the proposal provided any innovative solutions for consideration?
6. Cost — Cost of equipment.
The proposal submitted by J.A. Larue Inc. met and /or exceeded all the requirements as set forth
in the RFP at a cost acceptable to staff. The only proposal to present a lower cost did not meet
the RFP's minimum equipment specifications.
The above process is in accordance with the City's Procurement Policy and Materials
Management support the recommendation being put forth.
INPUT FROM OTHER SOURCES — FLEET MANAGEMENT
The current asphalt spreader, a 2002 Leeboy L1000T was purchased pre -owned on April 4, 2006
for a price of $49,000 (float trailer included). It has served the department well each summer
since it was placed in service eight years ago. It is now beyond its economical service life and
the purchase of a new asphalt spreader is recommended.
FINANCIAL IMPLICATIONS
If awarded as recommended, the cost to supply one (1) asphalt spreader will be $198,448.00 plus
HST.
This is a planned expenditure for which funds are included in the 2014 Fleet Reserve Fund.
151
Asphalt Spreader Replacement
Report to Common Council, M & C 2014 - 54
RECOMMENDATION
April 22, 2014
Page 3
It is recommended that Common Council approve the purchase of one (1) asphalt spreader at a
price of $198,448.00 plus HST from J.A. Larue Inc. as per the City's RFP documents.
Respectfully submitted,
evin Rice B. Sc., CET
Deputy Commissioner
Transportation and Environment Services
Wm. Edwards, P. Eng.
Commissioner
Transportation and Environment Services
J P trick Woods, CGA
Ci anager
152
REPORT TO COMMON COUNCIL
M &C2014 -50
April 22, 2014
His Worship Mayor Mel Norton
and Members of Common Council
Your Worship and Members of Council:
SUBJECT: Contract No. 2013 -16: — Millidgeville Stormwater Detention Pond
BACKGROUND
"tior
The City of Saint john
The approved 2014 General Fund Capital Program includes a carryover project for the
construction of a new 100,000 m3 Stormwater Detention Pond on a City owned parcel of
property between Boars Head Road, Cambridge Drive and Grantham Road.
This facility will attenuate the stormwater flows during a storm event and release the stormwater
in a controlled manner to the Woodward Avenue storm sewer thereby greatly reducing the risk
of sewer surcharging and flooding in the area.
The work includes excavation, installation of new storm sewer along Boars Head Road, removal
and installation of new cross culverts at Cambridge Drive and landscaping within the
construction limits.
TENDER RESULTS
Tenders closed on April 16, 2014 with the following results:
1. Debly Enterprises Ltd., Saint John, NB
2. Fundy Contractors Limited, St. George, NB
3. Fairville Construction Ltd., Saint John, NB
4. Gulf Operators Ltd, Saint John, NB
5. Galbraith Construction Ltd., Saint John, NB
6. Dexter Construction Limited, Bedford, NS
The Engineer's estimate for the work was $5,092,400.
ANALYSIS
$3,982,866.93
$4,063,967.60
$4,296,480.07
$5,434,443.46
$5,778,555.58
$8,351,660.50
The tenders were reviewed by staff and all tenders were found to be formal in all respects. The
tender from Gulf Operators Ltd. Contained an arithmetic error that required correction in
153
M &C2014 -50
April 22, 2014
Page 2
accordance with specification article 2.11 (s) (i). The corrected tender result is indicated above.
Staff is of the opinion that the low Tenderer has the necessary resources and expertise to perform
the work, and recommend acceptance of their tender.
FINANCIAL IMPLICATIONS
The Contract includes work that is charged against the 2012 and 2013 General Fund Capital
Programs. Assuming award of the Contract to the low tenderer, an analysis has been completed
which includes the estimated amount of work that will be performed by the Contractor and
Others.
The analysis is as follows:
Budget $ 4,037,900.00
Project net cost $ 3,829,500.00
Variance (surplus) $ 208,400.00
POLICY — TENDERING OF CONSTRUCTION CONTRACTS
The recommendation in this report is made in accordance with the provisions of Council's policy
for the tendering of construction contracts, the City's General Specifications and the specific
project specifications.
RECOMMENDATION
It is recommended that Contract No. 2013 -16: Millidgeville Stormwater Detention Pond be
awarded to the low Tenderer, Debly Enterprises Ltd., at the tendered price of $ 3,982,866.93
(including HST) as calculated based upon estimated quantities, and further that the Mayor and
Common Clerk be authorized to execute the necessary contract documents.
Respectfully submitted,
o ers, P.Eng.
Municipal Engineer
Wm. Edwards, P. Eng.
Commissioner
Transportation and Environment
154
Brian Keenan, P. Eng.
Engineering Manager
J. Patrick Woods, CGA
City Manager
REPORT TO COMMON COUNCIL
M &C2014 -47
April 22, 2014
His Worship Mayor Mel Norton
And Members of Common Council
Your Worship and Members of Council,
SUBJECT: 2014 ASPHALT PAVEMENTS WORK
The City of Saint John
Purpose of Report: Asphalt maintenance, surface repairs and new road construction are
primary concerns of citizens and a priority of Common Council. This report updates
Council on asphalt pavements work and associated funding allocated for Saint John
roadways in 2014.
BACKGROUND
The following funding allocations have been provided for maintenance and resurfacing of
asphalt pavements, and under the Water and Sewerage Operating budget for utility cut
reinstatements:
Asphalt Material (General Fund) $ 750,000
Asphalt Resurfacing (General Fund) $2,500,000
Asphalt Resurfacing (Capital Fund) $1,000,000
Utility Cut Reinstatements (W &S Fund) $ 970,000
In addition, substantial internal resources (personnel and equipment) are programmed in
the General Fund for in -house asphalt maintenance and repair crews.
There will be full width asphalt reinstatement on some Capital Projects undertaken by SJ
Water on Douglas Avenue, Balmoral Crescent, Dwyer Road and Milford Road.
ANALYsis
Longer -term preventative maintenance is multi- faceted and includes resurfacing, crack
sealing, micro - surfacing and some local area patching; all with the goal of extending
service life of roadways. Resurfacing using contractor resources is planned for 44 street
sections (41.4 lane kilometres) as shown on Appendix B. There will not be any scheduled
micro -work in 2014 as previous work will be measured for performance. Notable in
relation to this work are the adjustment of over 606 roadway structures (e.g. catch basins,
manholes) in conjunction with the actual asphalt resurfacing.
155
2014 Asphalt Pavements Work April 22, 2014
Report to Common Council, M &C 2014 -47 Page 2
Funding in the order of $1,254,168 has been provided for replacement of existing curb
and sidewalk in conjunction with the Asphalt Resurfacing Program. Existing curb and
sidewalk will be replaced on sections of Barbara Crescent, Black Street, Donaldson
Street, Tartan Street and Wildwood Street among others.
Hot mix asphalt material is generally not available until mid -April each year. General
maintenance and repair work by City forces is planned for 29 street sections (22.6 lane
kilometres) as shown in Appendix B, including Wellesley Avenue, Golden Grove Road,
Ellerdale Street, Princess Street, Orange Street, Woodhaven Drive, Kennedy Place and
Highland Road among others. Any requirement for emergency or higher priority asphalt
maintenance could result in some of these street sections not being completed as planned.
Under various Capital Program categories, parts of the following streets will be given
new asphalt surfaces through reconstruction in 2014:
• Prince William Street (Princess Street to Duke Street)
• Hillcrest Drive (Manawagonish Road to Fenton Drive)
• Rodney Street (Watson Street to Civic # 256)
Saint John Water will also be reinstating over 65 utility cuts resulting from water and /or
sewer repairs undertaken during the winter season and an average of over 300 utility cuts
each year, very much improving driveability on the street sections affected.
RECOMMENDATION
It is recommended that Common Council receive and file this report.
Respectfully submitted,
. �KevinRice
Deputy Commissioner,
Transportation and Environment Services
Wm. Edwards, P. Eng.
Commissioner,
Transportation and Environment Services
J. Patrick Woods, CGA
City Manager
156
APPENDIX A - 2014 Asphalt Resurfacing Program
Street
from
to
Lane kms
Curb and /or Sidewalk
Alward Street
Black Street
Woodward Avenue
0.73
Yes
Barbara Crescent
Mclau hlin Crescent
Mclau hlin Crescent
0.93
Yes
Black Street
Daniel Avenue
Dead End
0.99
Yes
Bleury Street
Simms Street
Montreal Avenue
0.43
Bullock Street
Meadowbank Avenue
Manner Sutton Road
0.19
Yes
Burder Street
Kilburn Avenue
Dead End
0.26
Yes
Byron Street
Westmorland Road
Parkhill Drive
0.55
Yes
Canterbury Street
Queen Street
Lower Cove Loop
0.51
Carl Court
Barbara Crescent
Barbara Crescent
0.31
Clearview Row
Island View Drive
Dead End
0.89
Yes
Coster Street
Manawa onish Road
Wilson Street
0.48
Crown Street
Broad Street
Queen Street
1.22
Yes
Cushing Street
Sand Cove Road
Young Street
0.89
Dominion Court
Tower Street
End
0.30
Donaldson Street
Black Street
Woodward Avenue
1.26
Yes
Dwyer Road
Green Head Road
End
1.65
Ellerdale Street
Dead End
Valley Street
0.63
Yes
Forbes Drive
Tartan Street
Millid e Avenue
0.42
Yes
Fourth Street
Cranston Avenue
Park Street
0.48
Gerard Street
Westmorland Road
Parkhill Drive
0.44
Yes
Kennebecasis Drive
Somerville Ferry Landing
Sandy Point Road
1.58
Kilburn Avenue
Ellerdale Street
Westmorland Road
0.45
Yes
Loch Lomond Road
Airport Arterial
Saint Martins Road
6.56
Yes
Manner Sutton Road
Bulluck Street
Dead End
0.84
Metcalf Street
Cunard Street
Elgin Street
0.60
Millid e Avenue
Woodward Avenue
Daniel Avenue
1.79
Nason Road
Martha Avenue
Michael Crescent
0.57
Yes
O'Brien Street
Manawa onish Road
Fairville Boulevard
0.78
Parkhill Drive
Wilwood Street
Gerard Street
0.34
Yes
Patterson Street
Maclaren Boulevard
Taylor Avenue
0.37
Ray Street
Black Street
Woodward Avenue
0.53
Yes
Reed Street
Donaldson Street
Millid e Avenue
0.32
Yes
Rothesay Road
Ashburn Road
Bride
2.21
Simms Street
Bleury Street
End
0.43
Yes
St. James Street
Wentworth Street
Pitt Street
0.33
Tartan Street
Millid e Avenue
Forbes Drive
0.64
Yes
Third Street
Cranston Avenue
Dead End
0.20
Tower Street
Market Place
City Line
1.56
Valley Street
Ellerdale Street
Loch Lomond Road
0.59
Yes
Wesfield Road
Dalton Court
Grenville Lane
2.95
Wildwood Street
Golden Grove Road
Parkhill Drive
0.93
Yes
Wilton Street
Graham Street
End
1.25
Yes
York Street
Cham lain Drive
Rosedale Crescent
0.46
Yes
Young Street ISand
Cove Road I
Havelock Street
1.55
Crack Sealinq
Various Locations
Mill and Seal Area Patching
Various Locations
SJ Water full width reinstatement
Balmoral Crescent
Douglas Avenue
Dwyer Road
Milford Road 157
APPENDIX B - 2014 Localized Asphalt Maintenance Program
Street
from
to
Lane kms
Wellesley Ave
Lansdowne Ave
Somerset Street
2.30
University Avenue
Millid e Avenue
Woodhaven Drive
1.66
Golden Grove Road
Mystery Lake
Citv Boundary
2.16
Ellerdale Street
Westmorland Road
St. Anne Street
1.45
McLeod Street
Ridge Street
Dead End
0.29
Jardine Street
Westmorland Road
Dead End
0.15
Tisdale Lane
Westmorland Road
Dead End
0.22
McLaughlin Crescent
Westmorland Road
Dead End
1.33
Bellevue Street
Mt. Pleasant
Dead End
0.54
Peters Street
Waterloo Street
Coburg Street
0.60
Princess Street
Crown Street
Wentworth Street
0.62
Orange Street
Wentworth Street
Crown Street
0.50
Pugsley Avenue
Beaverbrook Avenue
Currie Street
0.19
Douglas Street
Main Street
Clarendon Street
0.58
Albert Street
Victoria Street
Main Street
0.43
Albert Street
Newman Street
Dead End
0.22
Victoria Lane
Kennedy Street
Dead End
0.09
Kennedy Place
Kennedy Street
Dead End
0.24
Bridge Street
Victoria Street
Spar Cove Road
0.51
Victoria Street
Adelaide Street
Bridge Road
1.51
Holly Street
Victoria Street
Main Street
0.40
Newman Street
Elgin Street
Victoria Street
0.93
Highland Road
Belleview Avenue
Narrows Road
1.42
Woodward Avenue
Cedarwood Drive
Conifer Crescent
0.86
Conifer Crescent
Woodward Avenue
Woodward Avenue
1.52
Sproul Court
Millid e Avenue
Dead End
0.26
Woodhaven Drive
University Avenue
Dead End
0.95
Noel Avenue
Woodhaven Drive
Dead End
0.42
St. John Street West
Market Place
Queen Street
0.34
158
REPORT TO COMMON COUNCIL
M & C 2014 -56
April 23, 2014
His Worship Mayor Mel Norton
and Members of Common Council
Your Worship and Members of Council:
SUBJECT:
t"
The City of Saint John
CONTRACT 2014 -1: DOUGLAS AVENUE (BENTLEY STREET TO CLARENDON
STREET) — WATER, SANITARY AND STORM SEWER RENEWAL AND LIFT
STATION INSTALLATION
BACKGROUND
The approved 2014 General Fund and Water & Sewerage Utility Fund Capital Programs include
project funding for the design and renewal of existing underground services on Douglas Avenue
between Bentley Street and Clarendon Street. The work generally involves the renewal of
sections of the existing watermain and sanitary sewer, installation of a new storm sewer for
separation, installation of a new wastewater lift station and asphalt restoration within the project
limits.
TENDER RESULTS
Tenders closed on April 23, 2014 with the following results, including HST:
1) Fairville Construction Ltd., Saint John $2,134,957.53
2) Galbraith Construction Ltd., Saint John $2,250,619.87
3) Terraex Inc., Saint John $2,358,261.98
4) Gulf Operators Ltd., Saint John $2,604,282.51
The Engineer's estimate for the work was $2,742,312.25, including HST.
ANALYSIS
The tenders were reviewed by staff and were found to be formal in all respects. The tender
from Gulf Operators Ltd. contained an arithmetic error that required correction in
accordance with specification article 2.11 s) (i). The corrected tender result is indicated
159
M & C 2014 -56
April 23, 2014
Page 2
above. Staff is of the opinion that the low tenderer has the necessary resources and
expertise to perform the work.
FINANCIAL IMPLICATIONS
The Contract includes work that is charged against the 2014 General Fund and Water &
Sewerage Utility Fund Capital Programs. Assuming award of the Contract to the low
tenderer, an analysis has been completed which includes the estimated amount of work that
will be performed by the Contractor, City forces and others.
The analysis is as follows:
Budget $3,200,000
Project Net Cost $2,133,172
Variance (Surplus) $1,066,828
Staff will provide recommendations to Council in the coming weeks for
Transportation/Storm and Water & Sewerage Utility Fund related projects to utilize the
surplus funding from this project.
POLICY — TENDERING OF CONSTRUCTION CONTRACTS
The recommendation in this report is made in accordance with the provisions of Council's
policy for the tendering of construction contracts, the City's General Specifications and the
specific project specifications.
RECOMMENDATION
It is recommended that Contract 2014 -1: Douglas Avenue (Bentley Street to Clarendon
Street) — Water, Sanitary and Storm Sewer Renewal and Lift Station Installation, be
awarded to the low tenderer, Fairville Construction Ltd., at the tendered price of
$2,134,957.53 (including HST) as calculated based upon estimated quantities, and further
that the Mayor and Common Clerk be authorized to execute the necessary contract
documents.
Respecffully submitted,
Kevin O'Brien, P. Eng.
Municipal Engineer
Wm. Edwards, P. Eng.
Commissioner
Transportation and Environment
160
l3�
Brian Keenan, P. Eng.
Engineering Manager
J. Patrick Woods, CGA
City Manager
REPORT TO COMMON COUNCIL
M &C2014 -49
April 17, 2014
His Worship Mayor Mel Norton
& Members of Common Council
Your Worship and Members of Council,
SUBJECT: CONTRACT NO. 2014 -8: ASPHALT RESURFACING - 2014
BACKGROUND
I
The City of Saint John
The 2014 General Fund Operating Budget for Transportation and Environment Services and the
General Fund Transportation Capital Program include a provision for the resurfacing of a number
of streets in the City. This is an annual program to upgrade and maintain deteriorating street
surfaces under the maintenance and capital resurfacing programs.
This contract includes all work associated with the resurfacing of a total of 44 streets or segments
of streets. This work consists generally of the supply of all necessary labour, materials and
equipment for the placement of approximately 19,863 tonnes of Superpave hot -mix asphalt.
Also included in this contract is the installation of approximately 11,855 lineal meters of concrete
curb and 5,383 lineal meters of 1.5 meter sidewalk.
TENDER RESULTS
Tenders closed on April 16, 2014, with the following results:
1. Classic Construction (2012) Ltd., Saint John, N.B. $ 4,153,173.75
2. NRB Construction Company Limited, Saint John, N.B. $ 4,443,657.18
3. Debly Enterprises Ltd., Saint John, N.B. $ 5,146,657.22
ANALYSIS
The tenders were reviewed by staff and all tenders were found to be formal in all respects. Staff is
of the opinion that the low tenderer has the necessary resources and expertise to perform the
work, and recommend acceptance of their tender.
161
Contract No. 2014 -8: Asphalt Resurfacing - 2014
Report to Common Council, M &C 2014 -49
FINANCIAL IMPLICATIONS
April 17, 2014
Page 2
This contract involves work that is to be charged to various operating and capital budgets.
Assuming award of this contract to the low tenderer, the following analysis has been completed.
Combined approved budgets 2014 $4,574,168.00
Low tender net cost $3,851,396.26
Variance (surplus) $722,771.74
The variance between the engineer's estimate and the low tendered price can mostly be attributed
to a lower than expected unit price on asphalt concrete.
The City will be tendering a second Asphalt Resurfacing Contract - "Asphalt Resurfacing 2014 -
Phase II" in June of 2014 where the budget surplus will be fully utilized.
POLICY CONFORMANCE
Streets being resurfaced under this contract are located in existing developed neighbourhoods of
the City or areas designated as Stable Residential in the Municipal Plan (P1anSJ). As such, the
project is in accordance with Plan policies that relate to continued maintenance of the City's
existing roadway infrastructure and the overall intent of the plan. Where warranted,
improvements to the City's Active Transportation Network are incorporated in the project in
accordance with the Plan.
The recommendation in this report is made in accordance with the provisions of Council's policy
for the tendering of construction contracts, the City's General Specifications and the specific
project specifications.
RECOMMENDATION
It is recommended
1. that Contract No. 2014 -8: Asphalt Resurfacing — 2014, be awarded to the low tenderer,
Classic Construction (2012) Ltd, at the tendered price of $4,153,173.75 as calculated
based upon estimated quantities;
2. that the Mayor and Common Clerk be authorized to execute the necessary contract
documents.
Respectfully submitted,
A A .
Rod Mahaney C.E.T.
Engineering Technologist
Wm ng.
Commissioner
Transportation and Environment Services
162
Kevin Rice B. Sc., CET
Deputy Commissioner
Transportation and Environment Services
J. Patrick Woods, CGA
City Manager
REPORT TO COMMON COUNCIL
M & C — 2014 -51
23 April 2014
His Worship Mel Norton
and Members of Common Council
Your Worship and Councillors:
SUBJECT: Tender 2014- 084901T — Reinstatement of Utility Cuts — Asphalt Work
BACKGROUND:
The City of Saint john
Tenders were called for the reinstatement of cuts made in asphalt sections of roadway, curb, and
sidewalk by Saint John Water crews doing emergency repairs on underground water and sewer
infrastructure. Milling and sealing was also included in the tenders.
This tender includes work to make permanent repairs to cuts which were temporarily reinstated
with cold mix or granular material during the winter period.
This work consists generally of the supply of all necessary labour, materials and equipment for
the reinstatement of approximately 15,000 square metres of asphalt roadway, 1,500 square
metres of asphalt sidewalk, 200 linear metres of asphalt curb, and 11,000 square metres of
milling and sealing using the methods established in the Municipal Operations General
Specifications.
Tendering this work will allow City forces to focus their efforts on repairing potholes and other
street deficiencies that have become more prominent during the winter and spring freeze and
thaw cycle.
ANALYSIS:
Tenders closed on April 15, 2014 with three companies submitting bids. Staffs of Materials
Management and Municipal Operations have reviewed the bid submissions and have found them
all to be complete in every regard.
163
M & C 2014 -51
23 April, 2014
Page 2
The bids received were as follows:
Debly Enterprises Limited
$1,224,100.00
Classic Construction Ltd.
$984,900.00
NRB Construction Ltd.
$968,000.00
Above amounts are exclusive of taxes
FINANCIAL IMPLICATIONS:
This is a planned expenditure and as such funds to cover the cost are included in Saint John
Water's 2014 Operating Budget and Municipal Operation's 2014 Maintenance Budget.
RECOMMENDATION:
It is recommended that tender 2014- 084901T: Reinstatement of Utility Cuts — Asphalt Work, be
awarded to the low bidder meeting all tender requirements, NRB Construction Ltd., at the
tendered price of $968,000.00 plus HST, and further, that the Mayor and Common Clerk be
authorized to execute the necessary contract documents.
Respectfully submitted,
nL &-
Jodi Stringer -Webb, P.Eng.
Municipal Engineer
Wm. Edwards, P.Eng.
Commissioner
Transportation & Environment
164
Kendall Mason, P.Eng.
Deputy Commissioner
Saint John Water
J. Patrick Woods, CGA
City Manager
REPORT TO COMMON COUNCIL
M &C2014 -46
April 15, 2014
His Worship Mayor Mel Norton
and Members of Common Council
Your Worship and Members of Council:
The City of Saint John
SUBJECT: Engineering Services: Waterloo Street (Castle Street to Richmond Street) &
Richmond Street (Waterloo Street to Prince Edward Street) — Street
Reconstruction
BACKGROUND
The approved 2014 Water & Sewer Utility Fund Capital Program includes design projects for the
renewal of municipal services on Waterloo Street and Richmond Street. The design work
involves renewal of the existing watermain and sanitary sewer, installation of a new storm sewer
and street reconstruction including new granular materials, curb and sidewalk, asphalt base and
surface courses and landscaping.
A Request for Proposal (RFP) was advertised to engage an Engineering firm to carry out the
following services for the above noted project:
♦ Part A — Site Surveys, Preliminary Investigation and Data Collection
♦ Part B — Preliminary Design, Cost Estimates and Design Report
♦ Part C — Conduct Public Consultation Process
♦ Part D — Detailed Design
♦ Part E — Tender Period Services, Materials Testing & Inspection, Red Books and
Record Drawings
♦ Part F — Construction Management
PURPOSE
The purpose of this report is to make a recommendation for consulting engineering services for
this project.
ANALYSIS
With a comprehensive terms of reference document developed by staff, a public call for
proposals was made for consulting engineering services. The Request for Proposal (RFP) closed
165
M &C2014 -46
April 15, 2014
Page 2
on March 27, 2014 with responses received from the following seven consulting engineering
companies:
• Brunswick Engineering & Consulting Inc., Saint John, NB
• CBCL Limited, Saint John, NB
• Crandall Engineering Ltd., Saint John, NB
• exp Services Inc, Saint John, NB
• HILCON Limited, Fredericton, NB
• OPUS, Fredericton, NB
• WSP Canada Inc., Saint John, NB
A Review Committee consisting of staff from Materials Management and Transportation &
Environment Services was formed to evaluate submissions.
Each member completed an independent review of the submissions and a joint discussion was
held to develop the final ranking of submissions. The Review Committee came to a conclusion
on their recommendation, which follows later in the report.
The evaluation process uses the expertise of a variety of staff from Purchasing and Engineering
to ensure a thorough review of the various submissions. The work contemplated is very
significant and supports the City's investment in the urban core as part of the implementation of
P1anSJ. Care must be taken to ensure that the necessary level of effort and expertise is being
directed to the various tasks involved in the work, while still ensuring that costs to be incurred
are appropriate and controllable. It is for these reasons that cost, although very important, cannot
be the sole nor most critical deciding factor in making the selection of a consulting engineering
firm.
The Committee was tasked with the role of reviewing each submission against the proposal
evaluation criteria as defined in the proposal call document. These criteria consisted of the
following:
1. Quality and Completeness — Does the proposal address all of the needs raised? Is the
proposal presented in an organized and professional manner?
2. Consultant's Experience — Has the consultant demonstrated a level of expertise with the
requirements of this project?
3. Experience of Employees /Sub - consultants — Has the consultant demonstrated a level of
expertise for the employees of the company and sub consultants listed?
4. Methodology — Does the approach to the project outlined in the proposal address, in a
realistic sense, attainable goals and is it in keeping with the City's expectations for the
project?
5. Value Added — What additional information, technology, process or options has the
consultant included in his proposal? Is there value added to the consultant's response for
this additional information?
166
M &C2014 -46
April 15, 2014
Page 3
6. Cost — Cost will be a factor, however not the only factor to be considered. Is the price
quoted in line with the City's estimate for the work and has it allowed for each aspect of
the project to be adequately addressed?
After careful, independent consideration of presentation, company experience, personnel and
technical proposal, the Review Committee met to analyze the findings of each member. After
completion of the "technical" evaluation, the financial proposals were opened and addressed.
These had been submitted in separate, sealed envelopes.
After due consideration, the Review Committee selected the submission of Crandall Engineering
Ltd. as the best proposal based on an overall rating of the evaluation criteria - presentation,
company experience, personnel, technical proposal and cost. The submission from Crandall
Engineering Ltd. met all of the requirements of the proposal call, in a manner acceptable to the
committee, with a cost - effective bid for the project.
FINANCIAL IMPLICATIONS
The proposed cost of work from Crandall Engineering Ltd. to provide engineering design and
construction management services for this project is $151,824.99 including HST. This cost is
based on an estimated 16 week construction management period. An amount of $130,000 is
included in the 2014 Water & Sewer Utility Fund Capital Program for engineering design
services.
The cost above includes $88,734.72 including HST for the provision of construction
management services for the reconstruction of Waterloo Street between Castle Street and
Richmond Street and of Richmond Street between Waterloo Street and Prince Edward Street. It
is anticipated that funding for the reconstruction will be included in the 2015 General Fund and
Water and Sewer Utility Fund Capital Programs submissions for Council's consideration. Staff
will only authorize the Consultant to proceed with the work approved under the 2014 Capital
Program ($63,090.27) for now, with the remainder of the engineering services work
($88,734.72) to be carried out after Council approval of the 2015 Capital Programs.
INPUT FROM OTHER SOURCES:
Materials Management facilitated the RFP process to solicit proposals from Engineering
Consultants for the Waterloo Street (Castle Street to Richmond Street) & Richmond Street
(Waterloo Street to Prince Edward Street) — Street Reconstruction project. The committee was
tasked with the role of reviewing each submission against the proposal evaluation criteria as
defined in the proposal call document.
In accordance with the City's policies and procedures, separate assessments of the technical and
financial aspects of the submissions were undertaken by the evaluation committee members.
The above process is in accordance with the City's Procurement Policy and Materials
Management support the recommendation being put forth.
167
M &C2014 -46
April 15, 2014
Page 4
POLICY — ENGAGEMENT OF ENGINEERING CONSULTANTS
The costs incurred by the consultant will be paid in accordance with the terms of the Request For
Proposal at the rates submitted and accepted in the consultants proposal not to exceed the
Recommended Minimum Hourly Rates as contained in The Association of Consulting
Engineering Companies — New Brunswick fee guideline. The Construction Management
component of this project fee is based on an estimated 16 week construction period. The final
fee will be calculated based on the actual construction management period.
RECOMMENDATION
It is recommended that the proposal from Crandall Engineering Ltd. for engineering services for
the Waterloo Street (Castle Street to Richmond Street) & Richmond Street (Waterloo Street to
Prince Edward Street) — Street Reconstruction, Project No. 2014- 091501P (the "Project "), be
accepted as follows:
a) Detailed design and construction cost estimates are to be completed by
Crandall Engineering Ltd. under the 2014 Capital Program, at a cost of
$63,090.27, all applicable taxes included;
b) Subject to Common Council's approval that the funding for the construction
component of the Project will be included in the 2015 General Fund and
Water & Sewerage Utility Fund Capital Programs, the remainder of the
engineering services work for the Project is to be carried out by Crandall
Engineering Ltd. after Common Council approval of the 2015 Capital
Programs at a cost of $88,734.72, all applicable taxes included; and
c) That the Mayor and Common Clerk be authorized to execute the Consulting
Engineering Agreement.
Respectfully submitted,
/Zx,
Kevin O'Brien, P.Eng.
Municipal Engineer
Wm. Edwards, P.Eng.
Commissioner
Transportation & Environment
1S L
Brian Keenan, P.Eng.
Engineering Manager
J. Patrick Woods, CGA
City Manager
REPORT TO COMMON COUNCIL
ITE_�Kal 1r11W1f j
April 22, 2014
His Worship Mayor Mel Norton
And Members of Common Council
Your Worship and Members of Council,
SUBJECT: 2014 SNOW /ICE CONTROL BUDGET UPDATE
rin
The City of Saint john
Purpose of Report: A very difficult winter is now behind us. This report updates Council
on the March 31, 2014 status of the Roadway Maintenance Service Winter Snow /Ice
Control operating budget.
BACKGROUND
The 2014 General Fund Operating Budget has allocated $5,847,890 to the Roadway
Maintenance Service and Sidewalk Maintenance Service for Snow /Ice Control.
ANALYSIS
This last winter has proven to be extremely difficult to manage for a number of reasons.
During a normal winter operation, there is an average of 10 major events where all
resources are required to respond. This winter, here were 19 major snow events and 3
major rain events that were followed by a quick drop in temperature. Adding to the
difficulty was not only the increase in high severity storms but the frequency at which
they came. The City would be plowing and removing snow and ice from one storm when
another storm would hit the city.
ANALYSIS
Pending `normal' winter operations in November and December 2014, the Snow /Ice
Control operating budget is projected to be $8,051,940; a shortfall of $2,204,050.
Resources required that lead to this shortfall include personnel overtime, salt/sand, fuel
and wear parts such as plow edges.
This is provided for Council's information.
169
2014 Snow /Ice Control Budget Update
Report to Common Council, M &C 2014 -48
RECOMMENDATION
It is recommended that Common Council receive and file this report.
Respectfully submitted,
R. Kevin Rice
Deputy Commissioner,
Transportation and Environment Services
Wm. Edwards, P. Eng.
Commissioner,
Transportation and Environment Services
J. Patrick Woods, CGA
City Manager
170
April 22, 2014
Page 2
i2, 9
24 April 2014
His Worship Mel Norton
and Members of Common Council
Your Worship and Councillors:
SUBJECT: 2014 Fleet Replacement Program
BACKGROUND
On an annual basis staff of the Fleet Management division prepare and present to user
departments a list of vehicles and equipment recommended for replacement during the current
year. The list is the result of a review of the City of Saint John Fleet by applying the principles
of an economic fleet usage and replacement program as endorsed by the National Association of
Fleet Administration (NAFA)
This list is then reviewed with the various departments to ensure that the recommendations fall
within the scope of their production requirement. From these discussions a final list is developed
in accordance with available program funding.
The primary objective of the Fleet Replacement Program is to replace light and heavy duty
vehicles and equipment used in the provision of municipal services in a fiscally responsible
manner. The Fleet Administration team uses an Optimum Replacement Point (ORP) analysis to
determine which vehicles will be recommended for replacement. Attached to this report is a
summary of the vehicles being recommended for replacement in 2014.
ANALYSIS
The ORP is a numeric vehicle rating system which takes into account the vehicle age,
accumulated kilometers, total maintenance costs incurred over the life of the vehicle, fuel
consumption rating and, overall vehicle condition. Once a vehicle attains an ORP score of 17 or
greater it is deemed to be ready for replacement during the current the budget year. These
replacement vehicle candidates are also reviewed with the user departments to confirm and meet
departmental requirements. Although vehicle specifications are created to encourage responsive
vendor competition there are some vehicles which are unfortunately only manufactured by one
company and consequently available from only one dealer.
1 171
FINANCIAL IMPLICATIONS
The City of Saint John user departments are billed on a monthly basis, for the supply and use of
Fleet vehicles. This internal funding has two primary financial objectives:
1. To recover the mechanical costs to maintain the City of Saint John Fleet and,
2. To support the Vehicle Reserve Fund of which annually funds the Fleet Replacement
program.
The Fleet Replacement Program was established approximately 14years ago based on the
Province of New Brunswick's Department of Transportation model. The fee structure has been
modified on occasion by Fleet Administration staff to better reflect municipal service needs. The
Vehicle Reserve Fund generated by the fleet replacement program has sufficient funds to fully
cover the cost of the 34 units being proposed for replacement.
Fleet staff have estimated the unit cost of each replacement vehicle based on experience,
historical vehicle cost data, current Canadian vehicle market data, pertinent vendor/
manufacturer pricing, and communications with various Canadian municipalities concerning
their recent vehicle tender awards.
RECOMMENDATION:
It is recommended that Common Council approve the acquisition of vehicle and equipment as
identified in the attached schedule.
Respectfully submitted,
Robert Russell
Manager of Fleet Services
Greg Yeomans
Commissioner of Finance and Administration
�, 4' L13-
atrick Woods, CGA
Cl* Manager
2
172
Mow V414010
SJFD
Mid-Size Sedan
25
$27,000
Leisure Services
1/2 Ton
28
$27,000
Leisure Services
I Ton
27
$65,000
Leisure Services
I Ton
27
$65,000
Leisure Services
Ice Resurfacer
29
$87,000
Leisure Services
Ice Resurfacer
23
$87,000 —
Fleet
1/2 Ton
32
$27,000
Fleet
1/2 Ton
30
$27,000
SJ Water
1/2 Ton
25
$27,000
SJ Water
Cargo Van
17
$45,000
SJ Water
Tandem Dump Truck
31
$225,000
SJ Water
Backhoe
24
$150,000
SJ Water
Backhoe
26
$150,000
SJ Water
Cargo Van
29
$45,000
TES
1/2 Ton
31
$27,000
TES
Mini Packer
34
$150,000
TES
1/2 Ton
33
$27,000
TES
1/2 Ton
32
$27,000
TES
Single Axle Plow Truck
28
$225,000
TES
Packer
26
$240,000
TES
Loader
25
$200,000
TES
Trackless
31
$130,000
TES
Trackless
28
$130,000
TES
Asphalt Spreader (actual bid price)
22
$198,448
SJ Water
Cargo Van
31
$45,000
TES
1/2 Ton
29
$27,000
TES
Snow Blower Atf achment (actual bid price)
n/a
$99,448
TES
Snow Blower Attachment
n/a
$100,000
TES
Trackless
27
$130,000
SJ Water
Hydroescavator (2014 Utility Capitol)
n/a
$425,000
Total
$3,518,896
3
173
REPORT TO COMMON COUNCIL
April 7, 2014
Mayor Mel Norton and Members of
Common Council
Your Worship and Councillors:
SUBJECT: 2014 Service Based Budget — Final Adjustments
41
City of Saint John
The detailed 2014 General Fund Budget prepared in the Service Based Format is included for
Council's consideration. Subsequent to the budget approval given on December 21, 2013 staff
reviewed the various line items in detail and made a number of corrections and refinements
including the final budget amendments approved by Council at that meeting. Pension costs are
now fully attributed to the appropriate wage categories and a range of costs were also allocated
to the particular services consistent with the service based approach.
The main adjustments included;
1. Transportation Service increased $40,000 for grass medians
2. Transportation Service increased $80,000 for safer school zones
3. Transportation Services decreased approximately $131,500 - Transit debt charges
reduced re lower than projected borrowing costs
4. Growth and Development Service increased $7,500 for LivingSJ funding
5. Growth and Development Service increased $4,000 for Pro Kids
6. The management wage increase $165,000 was applied to the individual service areas
7. Public Safety (Police) went down $183,855 and Transportation Services (Pedestrian &
Traffic) went up for transfer of the Cross Walk Guards service
8. Public Safety (Fire) increased approximately $383,400 - Fringes for Holiday Relief Fire
Fighters (These temporary employee's service is pensionable)
9. Finance and Administrative Services increased approximately $125,000 - City Hall
budget for estimated leasing costs
10. Finance and Administrative Services increased $40,000 - Real Estate for actual property
taxes
11. Other Charges budget decreased by $713,400 - Fiscal Charges (Contingencies) to offset
management increase ($165,000) and ISN funding ($82,300), and pension contributions
($466,100)
The total annual budget amount remains as approved as the adjustments were made only
between the appropriate budget lines to fully reflect planned expenditures in the service areas.
Recommendation
That Common Council approve the final adjustments to the 2014 Service Based Budget.
Res ectfully submitted,
GI
Patrick Woods, CGA
y Manager
174
Approved December 23, 2013
175
Table of Contents
ServiceAlignment ......................................................................................................................................................................... ..............................1
2014 Service -Based Budget Summary .......................................................................................................................................... ..............................2
Growth & Community Development Services .............................................................................................................................. ..............................5
PublicSafety Services ................................................................................................................................................................... .............................53
Transportation & Environment Services ...................................................................................................................................... .............................71
Finance& Administrative Services ............................................................................................................... ............................... ............................114
StrategicServices ......................................................................................................................................... ............................... ............................146
LegislatedServices ....................................................................................................................................... ............................... ............................177
Approved 2014
176
2
City of Saint John Service Alignment
Community Planning
Fire and Rescue
Roadway
Drinking
Financial
Human
& Development
Suppression
Maintenance
Water
Management
Resources
Heritage
Technical
Sidewalk
Industrial
Pension
Corporate
Conservation
Rescue
Maintenance
Water
Administration
Planning
Infrastructure Develop-
Hazardous
Pedestrian & Traffic
Asset Management
Intergovernmental
ment Engi neering
Materials Response
Management
Wastewater
Services
Affairs
Geographic
Fire Prevention &
Stormwater
Corporate
Information Systems
Code Enforcement
Management
Communications
Permitting &
Fire
Solid Waste
Information Technology
Inspection
Investigation
Collection
Systems
By -Law
Medical First
Engineering
Enforcement
Responder
Economic Develop-
Emergency
Parks & City
ment Support
Management
Landscape
Neighbourhood
Sport & Recreation
Improvement
Facilities
Recreation & Cultural
Programming
Approved 2014
177
Corporate Admin
(City Manager's Office)
Legislative Admin
(Common Clerk's Office)
Legal
(City Solicitor's Office)
1
City of Saint John: 2014 Service -Based Budget Summary
Community Planning & Development Service
Infrastructure Development (Engineering) Service
Geographic Information Systems Service
Heritage Conservation Service
Permitting & Inspection Service
1,586,837
361,523
311,563
300,994
993,679
1,648,084
400,608
324,060
309,971
998,311
11
18
26
15
22
By -Law Enforcement Service
953,885
997,122
30
Economic Development Related Services
Emergency Management Service
325,421
264,945 69
Tourism Service (Discover Saint John)
845,000
925,000
Economic Development Service (Enterprise Saint John)
2,333,231
2,404,021
Urban Development Service (Waterfront Development)
2,553,352
2,606,226
Industrial Parks Development Service (SJ Industrial Parks)
300,000
300,000
Neighbourhood Improvement Service
705,692
715,389
39
Community Development Service Grants
666,765
903,130
Recreation and Cultural Programming Service
Arts & Culture Grants & Other Funding
1,513,071
560,861
1,542,077
590,993
46
Total Growth & Community Development Services
$13,986,453
$14,664,992
Fire Rescue and Suppression Service 18,906,109 20,348,550 57
Medical First Responder (Fire) Service 86,000 81,500 59
Hazardous Materials Emergency Response Service 120,767 128,231 61
Technical Rescue Service 62,947 58,494 63
Fire Prevention Service
927,111
942,912 65
Fire Investigation Service
21,055
74,879 67
Water Supply and Hydrants
2,270,000
2,340,000
Emergency Management Service
325,421
264,945 69
Police Services (including Public Safety Communications) 25,269,695 26,052,841
Street Lighting 1,075,350 1,096,857
Total Public Safety Services $49,064,455 $51,389,209
Approved 2014
178
City of Saint John: 2014 Service -Based Budget Summary
Roadway Maintenance Service
Sidewalk Maintenance Service
Pedestrian & Traffic Management Service
Stormwater Management Service
Solid Waste Management Service
Engineering
14,861,415 13,163,078 75
1,560,490
1,493,801 81
1,684,800
2,345,317 85
3,366,348
3,165,539 90
3,568,529
3,547,444 92
541,451 499,369 106
Parks & City Landscape Service 2,729,268 2,969,395 94
Sports and Recreation Facilities Service 3,659,644 3,809,404 100
Parking Service (Administration Support) 560,379 560,379 111
Transit Service 6,867,991 6,886,723 108
Total Environment & Transportation Services $39,400,315 $38,440,449
Financial Management Service
Asset Management
Total Administrative Services
3,247,518 3,124,669 117
6,641,116 6,925,147 121
$9,888,634 $10,049,816
Strategic Services 2013 Approved 2014 Proposed Page
Resources Human I 1,528,054 4•
Corporate Planning 499,585 462,531 156
Intergovernmental Affairs
148,658
155,547 161
Corporate Communications
521,505
531,754 167
Information Technology
2,087,058
2,138,707 171
Total Strategic Services
4,684,843
4,816,593
Approved 2014 3
179
City of Saint John: 2014 Service -Based Budget Summary
City Manager
Regional Service Commission
Legal
Common Clerk
Mayor & Council
2013 Approved 2014 Proposed Page
401,268 04 :0
42,054 53,226
703,834 746,755 188
735,400 664,517 184
585,785
588,445
Total Legislated Services $2,468,341 $2,581,988
Other Charges 2013 Approved 2014 Proposed Page
Fiscal Charges 15,938,984 15,652,875
LTD Payments 1,780,743 1,672,243
LTD Premiums 681,610 0
Pension
Total Other Charges
10,020,080
9,504,015
$28,421,417 $26,829,133
Approved 2014 4
:1
Growth & Community Development Services Overview
The Growth and Community 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 and
a vibrant and livable community. 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 and through partnerships, building strong and healthy
communities where people feel safe and connected.
Organizational Goals
To establish the City of Saint John as a service - based, results oriented, high performance public service
organization.
Service Based
• Considering the needs of the
community as a whole
• Creating opportunities for citizen
feedback and input
• Responding effectively and
efficiently to address community
needs
Approved 2014
Results Oriented
• Creating more complete
neighbourhoods and
communities
• Increasing quality of life and the
attractiveness of the City
• Ensuring communities are safe
and healthy
• Ensuring access to diverse
recreation and cultural
opportunities
High Performance
• Collaborative, strategically minded
workforce
• Culture focused on contributing
to community goals through
service delivery
• Resource conscious and
accountable for results
181
Community Planning &
Development Service
Heritage Conservation
Service
Infrastructure
Development
Permitting & Inspection
Service
Geographic Information
Systems (GIS)
By -Law Enforcement
Service
Economic Development
Support
Neighbourhood
Improvement Service
Recreation & Cultural
Programming Service
5
Growth & Community Development Services Financial Summary
* Two seconded positions (back - filled) for One -Stop Development Shop Project (implementation of PlanSJ)
** Recovery from demolitions
Approved 2014
182
Approved
2014
Projected Expenditures
2013
Expenditures
Revenue
FTE 2015 2016 2017
Community Planning & Development Service
1,586,837
1,648,084
120,000
*13.50
Heritage Conservation Service
300,994
309,971
2.00
Infrastructure Development
361,523
400,608
40,400
3.50
Permitting & Inspection Service
993,679
998,311
1,022,500
9.85
Geographic Information Systems
311,563
324,060
37,500
2.50
By -Law Enforcement Service
Dangerous and Vacant Building Program
476,692
422,225
* *183,000
2.15
Minimum Property Standards Program
237,671
297,119
2.95
Other By -Laws
156,779
195,035
2.05
Animal Control
82,743
82,743
Total Service
953,885
997,122
183,000
7.15
Neighbourhood Improvement Service
Community Development
595,276
603,473
2.80
P.R.O. Kids
110,416
111,916
14,700
(contract) 1.00
Total Neighbourhood Improvement Service
705,692
715,389
14,700
3.80
Recreation and Cultural Programming Service
Recreation Programming
1,404,094
1,423,760
22,000
4.20
Cultural Affairs
108,977
118,317
1.00
Total Service
1,513,071
1,542,077
22,000
5.20
* Two seconded positions (back - filled) for One -Stop Development Shop Project (implementation of PlanSJ)
** Recovery from demolitions
Approved 2014
182
Budget Allocations For City Delivered Services
Growth & Community Development Services
o Community Planning & Development
* Heritage Conservation
V Infrastructure Development
o Permitting & Inspection
o Geographic Information Systems
v By -law Enforcement
* Neighbourhood Improvement
1i Recreation & Culture Programming
Approved 2014
183
Summary Continued...
Approved 2014 Projected Expenditures
2013 Expenditures Revenue FTE 2015 2016 2017
Grants: Community Development /Improvement
666,765
Pavilion Cup
2,500
Cherry Brook Zoo
60,035
Library
456,230
Seniors Citizen Centre Rent
41,000
Human Development Council
35,000
Human Development Council Rent
16,000
PRUDE Rent
52,000
Seafarer's Mission
1,000
Senior Resource Center
3,000
Saint John Hotel Association
-
Living SJ
2,000
Clean Cart Program
10,000
Non- Profit Housing Conference
28,000
YMCA Permit Fees
-
Total Grants - Community Development /Improv
666,765
Grants / Other Funding - Arts & Culture
Imperial Theatre
337,039
Saint John Arts Center
74,822
Arts and Culture Board
35,000
Public Art - Maintenance and Repair Budget
15,000
Fundy Fringe Festival
5,000
Jazz and Blues Festival - Salty Jam
20,000
Saint John Theatre Arts
10,000
Festival de la Baie Francois
4,000
New Year / Canada Day Celebrations
15,000
Remembrance Day Ceremonies
2,000
NB Historical Society - Loyalist House
10,000
Unspecified Grants
28,000
Stone Hammer Geopork
-
Sculpture Symposium
5,000
Total Grants / Other Funding - Arts & Culture
560,861
Approved 2014
2,500
60,000
458,130
41,000
35,000
16,000
52,000
1,000
3,000
50,000
15,000
20,000
1,500
148,000
903,130
339,322
85,171
35,000
10,000
5,000
20,000
10,000
4,000
15,000
2,000
10,000
23,000
25,000
7,500
590,993
.,
0
Summary Continued...
*City Market managed through Facility Management within Finance and Administrative Services
Approved 2014
185
Approved
2014
Projected Expenditures
2013
Expenditures
Revenue
FTE 2015 2016 2017
Economic Development
City Market*
937,265
943,036
633,200
(1 contract) 5.00
Enterprise Saint John
475,000
475,000
Saint John Trade & Convention Centre
536,576
534,367
Harbour Station
384,390
451,618
Total Service
2,333,231
2,404,021
633,200
5.00
Industrial Park Development Service
Saint John Industrial Parks
300,000
300,000
1.00
Total Service
300,000
300,000
1.00
Tourism Service
Destination Marketing Organization (DMO)
845,000
925,000
Total Service
845,000
925,000
Urban Redevelopment
Saint John Development Corporation
160,000
175,000
293,000
Waterfront Development Corporation
120,000
105,000
Waterfront Development — Property Tax
-
20,000
Market Square — Common Area
2,273,352
2,306,226
933,800
Total Service
2,553,352
2,606,226
1,226,800
Growth & Community Development
Services Budget
13,986,453
14,664,992
3,300,100
53.5
*City Market managed through Facility Management within Finance and Administrative Services
Approved 2014
185
Table of Contents — 2014 Service Plans
Community Planning and Development Approval Service ................................................................................ ............................... 11
HeritageConservation Service ........................................................................................................................... ............................... 15
InfrastructureDevelopment .............................................................................................................................. ............................... 18
Permitting& Inspection Service ........................................................................................................................ ............................... 22
Geographic Information Systems ( G. I. S.) ........................................................................................................... ............................... 26
By -Law Enforcement Service ............................................................................................................................ ............................... 30
Neighbourhood Improvement Service ............................................................................................................. ............................... 39
Recreation and Cultural Programming Service .................................................................................................. ............................... 46
Approved 2014
:.
10
Community Planning and Development Approval Service
The Community Planning and Development Approval Service supports
economic, social and environmentally sustainable development in the City
of Saint John in keeping with community values. This involves using
various means of public involvement to prepare statutory plans, bylaws,
policies, studies and guidelines for development and land use. The
service is responsible for providing advice and working with developers
and property owners to ensure that development in the community is
consistent with the City's municipal plan and related by -laws. The
Service also plays a significant role in shaping all municipal service
delivery and infrastructure development. The service aims to create land
use and development that contributes to quality of life and our citizens'
health while being efficient and financially viable.
Need for community economic development
Continued need to update Saint John's planning policies and by -laws
Changing demographics and socio- economic trends
Increased emphasis on community sustainability
Requirements of Provincial legislation
Focus on environmental sustainability and conservation
Community's expectation that Plan SJ will be implemented
Demand for more public engagement in the planning process
2013 Community Planning and Development - Service Accomplishments and Performance
Implementation of PlanSJ, the City's first new municipal plan, which will drive all land use and municipal investment decisions in the
community for the next 25 years. Key successes include: delivery of a comprehensive new Zoning Bylaw for public review and participation in
a number of strategic plans that support delivery of PlanSJ: the PlaySJ Strategic Plan, the community led True Growth 2.0 Economic Plan and
AdvanceSJ, the City's new Corporate Strategic Plan.
Continued external recognition of PlanSJ nationally as an innovative and leading edge planning document. In 2013 PlanSJ was cited as a best
practice in various national publications including "Suburban Nation Study ", Queens University, "Suburban Sprawl: exposing hidden costs,
Identifying Innovations ", University of Ottawa, and the new edition of Canadian planning text "Planning Canadian Communities ". PlanSJ
videos were showcased at the 2013 national planning conference in Vancouver as an innovative community engagement tool and PlanSJ was
profiled at the 2013 Cities NB conference and was showcased as a community innovator during the 2013 Global Entrepreneurship event
hosted by Enterprise Saint John.
• Substantial completion of the ZoneSJ process to completely overhaul the City's Zoning By -law including release of a draft Zoning Bylaw for a
six week public review period and the hosting of four public open houses, three stakeholder sessions and special Planning Advisory
Committee and Council meetings.
Approved 2014
187
11
• Progress on Golden Mile Corridor Plan, a plan to maximize the
community benefits resulting from intensified commercial
development on the West Side, with recommendations to be
implemented as part of the new draft Zoning By -law.
• Significant progress on the implementation of a one stop shop for
Development Approvals identified as part of the core service review
implementation including creation of a dedicated project team,
engagement of development industry stakeholders and publication
of the first development bulletin.
• Processed more than 94 applications (YTD to November 22 2013) for
rezoning, subdivision approval, and variances pursuant to the
Community Planning Act, down from levels in 2012.
• Completion of Development Approvals Guide to support a major
waterfront redevelopment on the Coast Guard site.
• Investment of human resources to ensure the City's interests are
advanced in the Province's effort to modernize Local Governance.
Number of Planning Applications
250
200
150
100
50
0
2005 2006 2007 2008 2009 2010 2011 2012 2013
2014 Initiatives, Major Projects and Community Planning and Development Approval Service Highlights
• Complete ZoneSJ adoption process
• Deliver staff training programs to support implementation of new Zoning By -law
• Complete the review of the subdivision by -law for the City to align with PlanSJ
• Develop the neighbourhood planning framework so that work on the first neighbourhood plan pursuant to PlanSJ can begin in 2015.
Continue to support the delivery of service plans and special projects.
• Provide annual reporting of the City's progress in implementing Plan SJ in coordination with Corporate Planning.
Approved 2014
Im
12
• Continued implementation of 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.
• Continued investment of human resources to ensure the City's interests are advanced in the Province's effort to modernize Local
Governance.
• Development support for major waterfront projects including the Coast Guard redevelopment plans and plans to redesign Loyalist Plaza.
• Collaboration with Enterprise Saint John to ensure service area commitments support implementation of True Growth 2.0 Economic Strategy
priorities.
• Project support for Transportation Master Plan, new Strategic Plan to implement PlanSJ directions to promote more choice in transportation.
Approved 2014
:•
13
Community Planning and Development - Service Levels and Resources
Prepare statutory plans, policies, studies • Complete adoption of the City's
and guidelines for the development and Zoning Bylaw and commence review
use of land in the city. of the Subdivision Bylaw
Provide advice and work with developers
and property owners through various
planning approval processes to ensure
that development in the community is
consistent with the City's municipal plan
and related by -laws.
Approved 2014
• Periodic updating and amendment of
the City's planning by -laws
• Delivery of recommended framework
for neighbourhood planning to
implement PlanSJ
• Continue providing advice and
information to property owners and
residents respecting land use and
planning matters. This function
consumes about 10% of total
planning staff resources
• Due to a comprehensive new Zoning
Bylaw and the current economic
climate, 2014 is anticipated to
continue to be a lower than average
year in terms of case volume with
about 100 current planning
applications expected including
rezoning, subdivisions, and variances.
However, a number of complex
planning applications are anticipated
to require senior staff resources over
the course of 2014.
• Provide zoning certificates in support
of property transactions in the City.
Normal volume of 155 letters is
expected in 2014.
The staff complement for this service is
impacted by having a vacant Planner
position and significant demands in
managing ZoneSJ delivery for adoption
early in 2014. The recruitment process
to fill vacant position will impact delivery
of neighbourhood planning framework.
Special project team for the
implementation of the "One -Stop Shop"
was resourced in 2013 with a goal of
project completion in 2016. Contract
Legal resources are required to support
timely delivery of bylaw modernization
effo rts.
Elimination of a planning summer intern
results in reduced support to
Neighbourhood Planning, workplan
(potential impact on timeframe).
However, there is a potential to offset
impacts with vacant Planner (timeframe
to recruit is 3 months).
Reduced capacity for supporting analysis
for major planning applications (i.e.,
industrial risk studies /waterfront urban
design) as a result of less funds allocated
for professional services.
190
Wages & Benefits 1.334,904
Goods & Services 141,680
PlanSJ Implementation 171.500
Total Expenditures $1,648,084
Revenue $120,000
Full Time Equivalent Positions(FTE)
Management 2.00
Professional — Planners 5.00
Professional — special project team 2.00
Inside Workers 4.50
TotaIFTE 13.50
Part -Time Positions 0.30
Administrative / Other Support Services
• GIS — analysis and mapping
• IT— support technical applications
• Legal — legal review of applications
• Common Clerk — by -law processes
• Communications — support
communication related to planning
processes
14
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
Conservation Area under the Heritage Conservation Areas By -Law. If an
area is designated, changes or work done to the exterior of properties in
Heritage Conservation areas is regulated and subject to permit. The
service also provides architectural, technical conservation and design
advice on existing and proposed new construction and provides
incentives including grants and other financial assistance to encourage
and assist in the rehabilitation and development of heritage buildings.
Providing information and education to promote and raise awareness of
the social and economic benefits of heritage conservation to Saint John is
another key deliverable.
Requirements of new Provincial heritage legislation
New Municipal Plan for Saint John
Implementation of a heritage service review
Desire for growth in the community
New development incentive programs delivered by the city
Adherence to heritage conservation practices and procedures
Community's objectives and expectations with respect to heritage
2013 Heritage Conservation - Service Accomplishments and Performance
• Permit volume declined moderately in 2013 from the previous year (69 from historic levels of 100) corresponding to reduced administrative
support and lower development activity levels overall.
• A lack of human resources due to staffing issues was a significant barrier to improving the Heritage Conservation Service in 2013, with
reduced levels of service in place for most of the year. Recruitment of new heritage officer in 2013 improved staffing and plans are to
achieve full staffing in 2014.
• Award of 37 grants (20 Conservation Grants, 14 Maintenance Grants, and 3 Conservation Plan Grants) for a total funding commitment of
$65,000 in grant funding to heritage property owners; Full heritage grant funding of $90,000 was not committed to property owners due to
lower levels of heritage development activity and changes to criteria for the Heritage Grant program.
• Implemented improvements to Heritage Grants program to streamline and add clarity to current process.
Approved 2014
191
15
• Independent review of the Heritage Grants Program Criteria and Process was completed to improve financial accountability for the grants
program.
• Implemented ServiceNB Land gazette tool to improve awareness of the heritage conservation program.
2014 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.
• Transition to digital permit tracking tool for better internal reporting and case management.
• Phased implementation of Heritage Grant reforms recommended in the grant review.
• Continued Heritage awareness and recognition.
• When staffing permits, commence a work plan to review of the Saint John Heritage Conservations Area Bylaw in coordination with One -stop
shop implementation and Neighbourhood Planning (delivery in 2015).
Approved 2014
192
16
Heritage Conservation - Service Levels and Resources
Administer process to have an area
designated a Heritage Conservation Area
under the Heritage Conservation Areas
By -Law.
Process applications for Certificates of
Appropriateness to regulate any changes
or work done to the exterior of prop-
erties in Heritage Conservation areas.
Process heritage grant applications and
offer financial assistance to encourage
and assist in the rehabilitation and
development of heritage buildings.
Provide architectural, technical
conservation and design advice on
existing and proposed new construction
Provide information and education to
promote and raise awareness of the
social and economic benefits of heritage
conservation to Saint John.
• 11 Heritage Conservation Areas at
present, 770 civic addresses (580
properties) designated
• The current number of Conservation
Areas and number of properties
designated is a major challenge given
the limited staff resources and high
level of effort required to administer
the current Bylaw.
• An average year of activity is forecast
in 2014 with approximately 80
applications expected.
• $90,000 in grant funding is proposed
to be available in 2014.
• Staff meets with clients in the office
and on -site to provide information and
expertise with respect to projects
impacting heritage buildings. This
consumes significant resources and
normal demand for this service is
forecast for 2014 but staffing issues
will make this a major challenge to
deliver service effectively for first half
of 2014.
• Various pieces of print materials
• Internet information
The service encourages the retention of
the existing building stock to contribute
to the overall sustainability of Saint John.
• Provide a unique image for Saint John
as a place well connected to traditional
values and steeped in a proud history;
building on our past while developing
for a prosperous and dynamic future.
• Contribute to a prosperous future by
working to rehabilitate heritage
buildings and integrate modern
development in heritage conservation
areas to attract new residents and
support the tourism industry.
The 2014 budget is a status quo budget
but successful delivery of the service at
the desired level will be dependent on
timely recruitment of a new Heritage
Planner.
Funding for the Heritage Grant programs
is proposed to remain at $90,000 with no
application fees for service.
Reduced heritage research and analysis
support with reduction to allocation of
funds for professional services.
Wages & Benefits 189,666
Goods & Services 120,305
Total Expenditures $309,971
Revenue
$0
Full Time Equivalent Positions(FTE)
Professional — Heritage Planner 1.00
Inside Workers — Heritage Analyst 1.00
TotaIFTE 2.00
Administrative / Other Support Services
GIS —database maintenance
• Legal — Heritage By -Law enforcement
• By -law Enforcement - Heritage By -Law
enforcement
Approved 2014 17
193
Infrastructure Development
Infrastructure Development is responsible for engineering and servicing Service Drivers
made necessary by new development. The objective of the Service is to 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
the strategic directions and policies of the City. The Service includes
reviewing and approving plans and drawings for new infrastructure and
also ensuring that what is constructed in the community meets City
standards. The Service also plays a key role in ensuring that infrastructure
issues are appropriately addressed as part of the building permit and
planning processes. Staff also liaises with those who operate and
maintain the City's infrastructure to ensure coordination.
Expectation to protect public health, welfare, and safety
Adherence to sound engineering practice in the development of new
infrastructure
Expectation of an efficient and informed community planning approval
and permitting process
Coordination between services within the City corporation that deal with
infrastructure that is proposed and under construction and the services
responsible for the operation of existing infrastructure
2013 Infrastructure Development - 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 Sewerage Permits and provided field inspections.
• Reviewed and issued approvals for Natural Gas Permits within the municipal right -of -way and provided field reviews and locates.
• 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.
• The Service area actively participated in the initial stages of the Development Approval Process review project with staff interviews and
identification of issues and improvements to the Department's processes. Staff also actively participated in the review and rewrite of the
City's Draft Zoning By -Law.
Approved 2014
194
M
• Processed (Infrastructure Development review, YTD November 27, 2013) Building Permits; Excavation Permits; Water & Sewerage Permits;
and performed infrastructure locates in the field. The following graphs illustrate yearly trends:
Building Permits -
Infrastructure Development Review
500
400
300
200
100
0
2009 2010 2011 2012 2013
Water & Sewerage Permits
250
200
150
100
50
0
2009 2010 2011 2012 2013
Approved 2014
195
3500
3000
2500
2000
1500
1000
500
0
Infrastructure Locates
2008 2009 2010 2011 2012 2013
19
Excavation (Streets) Permits
50
40
30
Revised By -law
Aug 2010
20
10
0
2009 2010 2011 2012 2013
3500
3000
2500
2000
1500
1000
500
0
Infrastructure Locates
2008 2009 2010 2011 2012 2013
19
2014 Initiatives, Major Projects and Infrastructure Development 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 by -laws 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.
• The Service area will actively participate in the Development Process Review project to improve and streamline approval and permitting
process.
• Initiate and track service target deliverables for infrastructure locates. Following receipt of an infrastructure locate request, the goal is to
provide locates within 2 business days while emergency locates response are to be completed within 2 hours.
• Provide training for new staffing to deliver the Service efficiently and effectively.
Approved 2014 20
196
Infrastructure Development - Service Levels and Resources
PERMITS
Applications, Review, Approval,
Inspection
REQUESTS FOR SERVICE /INFORMATION
PAC Memo Review /Comments; Utility
Reviews /approvals; Service Information
requests; Testing- approving,
coordinating; Field locate /layouts of
municipal infrastructure.
Following receipt of an infrastructure
locate request, the goal is to provide
locates within 2 business days while
emergency locates response are to be
completed within 2 hours.
Approved 2014
• W &S Connection Permits - 99
• Excavation Permits - 35
• Building Permits (Engineering Review) -
263
• Natural Gas: Service Permits —17; Main
Line Permits - 5
• An average year of activity is projected
for 2014.
• Tender Packages -120
• Record Information Request
(technologist)- 6,580
• General Inquiry from Public, Consultants,
Legal, Planning, etc.- 950 (professional
staff)
• Customer Inquiry follow -up (field
technologists) — 500
• PAC & Real Estate Memo Reviews — 125
• Infrastructure Locates (Call Before You
Dig) — 2,983
• Street light installation requests — new
development - 15.
• An average year of activity is projected
for 2014.
• Active Subdivisions (various stages) - 25
• Plan reviews for various submissions -
new development servicing; stormwater
drainage - 60
• An average year of activity is projected
for 2014.
197
Although resourced for 2013, due to a
Wages & Benefits
338,370
long recruitment process to backfill an
Goods & Services
62,238
engineering position (finalized in Nov.
Total Expenditures
$400,608
2013), this resource will require
significant training and guidance to
Revenues
$40,400
acquire experience that in the short
term impacts the ability of Infrastructure
Full Time Equivalent Positions(FTE)
Development to improve the processes
Management
1.00
in place to:
Professional
0.50
• Improve the permitting process and
Inside Workers
2.00
process integration with Community
Total FTE
3.50
Plannine and Buildine Inspection:
• Document the City's requirements,
standards, and processes; and
• Develop processes around site
drainage and storm water
management to address flooding
issues.
Administrative / Other Support Services
• Information Technology- hardware and
other support.
• City Solicitor- Subdivision Agreements;
Easements; By -law Enforcement;
Municipal Agreements
• Finance- Permit deposits /refunds
21
Permitting & Inspection Service
The Inspection and Enforcement Service is a public service offered to
those engaging in a construction, renovation, demolition, or change of
occupancy project within City limits. Permitting processes determine if
the proposed design, construction and occupancy of new buildings; the
renovation, demolition and occupancy of existing buildings; or other
proposed activity meets minimum acceptable standards as established by
building and plumbing codes and related by -laws. Inspection processes
determine if the work related to the design approved during the
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.
Regulatory and legislative requirements; new legislation
Penalties available to encourage compliance with by -laws
Projected growth in the community
Organizational capacity
Public expectations related to permitting, inspection, enforcement
2013 Permitting & Inspection - Service Accomplishments and Performance
For the last year and a half, the City of Saint John has been taking advantage of a relatively new 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 Conservation
Areas, 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 has been implemented in a phased approach and will continue into 2014. The service area has already seen
positive outcomes as a result of the use of the Land Gazette. In 2013, 15 notices were added to the Land Gazette for this Service Area; 3 of
those have been complied with and have since been removed from the Land Gazette.
Staff attended training related to the Barrier Free aspects of construction as defined by the National Building Code and the enhanced
standards awaiting regulatory approval. Staff continues to attend relevant training as it becomes available so as to be aware of emerging
technologies, products and methods. Staff also continues to formally meet regularly to discuss and resolve Code and enforcement issues
and to ensure consistent application of Codes and by -law provisions.
The Service area has actively participated in the initial stages of the Development Approval Process review project with staff interviews and
identification of issues and improvements to the Departments' processes. Staff also actively participated in the review and rewrite of the
City's Draft Zoning By -Law.
Approved 2014
.M
22
The Service area continued process improvements to deliver service that meets the community's needs. Permit valuations are monitored
regularly with value and fee adjustments made as necessary to ensure an accurate reflection of actual construction values.
• Investment of human resources to ensure the City's interests are advanced in the Province's effort to modernize Local Governance.
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
Percentage of Building Permits Issued in 10
Business Days
76%
2010 2011 2012 2013
Approved 2014
The percentage of permits that are issued in 10 business days after the receipt of a
complete permit application is shown (left). Given the various degrees of complexity
associated with permit applications, the goal is to issue permits in 10 business days 80%
of the time after receipt of a complete application. In 2013, this was achieved 71
percent of the time, 9 points below the established target. Although process
improvements, such as parallel and streamlined processing were in place in 2013 and
contributed to exceeding the target in 2012, the target was not met in 2013. This is
mainly due to unplanned staffing shortages in the permitting and inspection service area
experienced for the majority of the year. It is also worthy to note that the metric
measures the permit processing time once a complete application is received; in some
cases incomplete applications are still being submitted, resulting in a delay in processing
time while staff and the applicants work toward a complete submission for review. If
complete applications were submitted, it is likely that the target would have been met in
2013. The development approval process review intends to address this issue by clearly
outlining submission requirements and improving communications to applicants of the
requirements. Review of permit processing and resource allocations is ongoing and will
continue in 2014 so that the target will be met in more instances, whenever possible.
199
23
400
300
200
100
Enforcement of Building Permit Violations
First Second Third
t -2011 —2012 --0®2013
Final
The graph (left) depicts the level of by -law compliance when initial enforcement actions
were utilized (violation notices). Effective by -law enforcement will result in 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
application, if necessary. It is expected, and the results indicate, that the majority of
developers, builders or owners will 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 graph. This continual and significant decrease between the progressive notices
shows that enforcement efforts are working to achieve by -law compliance. In addition
to notices, the Service New Brunswick's Land Gazette is another tool that is used to gain
compliance.
2014 Initiatives, Major Projects and Permitting & Inspection Service Delivery
• Staff from the Service area will finalize its review and amendment of the Building By -Law so that it is ready to be adopted once the New
Brunswick Building Code Act and associated regulations are proclaimed by the Government of New Brunswick.
• An "Alternative Solutions" process will be implemented in early 2014 for applicants that apply for approval under the Objective Based
section of the National Building Code of Canada, enhancing service delivery and flexibility 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 phase of Land Gazette implementation will continue into 2014, increasing the number of notifications available to property
owners and the general public.
• The Service area will actively participate in the Development Process Review project to improve and streamline permit processing and
enforcement activities
• Continue with investment of human resources to ensure the City's interests are advanced in the Province's effort to modernize Local
Governance.
Approved 2014
200
24
Permitting & Inspection - Service Levels and Resources
Building permits are issued within ten
(10) business days after receipt of a
complete application eighty (80 %) of the
time.
Projected for 2014:
• 1,200 building permits
• 225 plumbing permits
• 40 demolition permits
• 100 "other" permits and licenses
The rate of by -law compliance with Projected for 2014:
progressive enforcement actions. • 11,000 inspections
Compliance increases with enforcement . 550 violation letters
actions.
Approved 2014
The goal of the Permitting and Inspection
program is to ensure that the public is
protected in that buildings and properties
are safe, healthy, and accessible.
Staffing shortages in 2013 and the result
of the elimination of two inspector
positions in 2012 impacted the service
area in 2013, particularly in meeting
efficiency targets and the inspection and
enforcement of non -life safety matters.
201
Wages & Benefits 847,074
Goods & Services 151,237
Total Expenditures $998,311
Revenues $1,022,500
Full Time Equivalent Positions(FTE)
Management / Professional 1.50
Inside Workers — Technical 6.50
Inside Workers — Administration 1.85
Total FTE
9.85
Administrative / Other Support Services
• Legal — support enforcement cases,
property ownership inquiries, prepare
Orders to Comply, and represent City in
court and at hearings
• Fleet — equipment availability for
inspectors
• IT — support software for scheduling
inspections, recording inspection
results, and reporting
25
Geographic Information Systems (GIS)
The Geographic Information Systems Service is responsible for creating and
maintaining all mapping and associated geographic information for the City
of Saint John. The GIS service is also the official source for civic addressing
and street names within the City of Saint John. Other responsibilities
include coordinating spatial information collection projects for City Service
areas, maintaining the City's Enterprise GIS for employee use and the Web -
Mapping application for public use, producing maps for City departments,
and responding to public and employee enquiries regarding mapping and
geographic information.
2013 GIS Service Accomplishments and Performance
Security and protection the City's geo- referenced data
Demand for useful geographic information from the development
community
Demand for useful applications for citizens to obtain geographic
information
Demand for data from all City service areas
Need to utilize data in accordance with the requirements of the
provider such as Service NB
• 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;
• Participated in and contributed to the Customer Relation Management project;
• Upgraded the SDE geodatabase;
• Upgraded the Maps & Air Photos section of the City web site;
• Developed and deployed a new public web - mapping GIS Viewer accessible through the City website;
• Created a new City tourist map;
• Mapped all city sidewalks;
• Organized the Geomatics Atlantic 2013 conference;
• Updated the snow plow routes, sidewalk plowing and winter street restrictions map;
• Updated the Rockwood Park trails map;
• Mapped the ZoneSJ proposed zoning;
Approved 2014
202
26
• Developed an interactive mapping application for ZoneSJ, accessible through the City website;
• Participated in the New Brunswick Road Network Municipal Outreach project;
• Performed various spatial analysis; and
• Reviewed the provincial wetlands dataset as part of the provincial wetlands improved mapping program.
2014 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 SIDE geodatabase;
• Final mapping to support adoption of a new Zoning By -law.
• Develop service - specific mapping applications for internal and external clients;
• Manage the bi- annual regional orthophotography acquisition project;
• Update the City tourist map; and
• Upgrade the internal GIS Viewer software.
Approved 2014
203
27
GIS - Service Levels and Resources
Creating and maintaining all mapping
and associated geographic information
for The City of Saint John.
Coordinating spatial information
collection projects for City departments.
Assigning all civic addresses and street
names within the City of Saint John.
• Provides and maintains the core
information that is required for many
of the City's information systems
including the maintenance of
approximately 200 different datasets
• Perform spatial analysis and produce
maps for City departments
• Reconcile Provincial property
information with civic addressing on a
monthly basis. This is the core of the
Municipal Information System.
• Assist and guide City departments in
data collection or mapping projects by
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.
• Ensure that street names and civic
addresses are assigned based on
NB911 standards and guidelines, and
respect the "By -law Respecting the
Numbering of Buildings in the City of
Saint John ", the "General Regulation —
Emergency 911 Act" and the
"Emergency 911 Act ".
• The Planning Technician position in
Community Planning is divided between
the Community Planning Service (0.5
FTE) and the GIS Service (0.5 FTE) to
maximize the use of this human
resource.
Wages & Benefits $205,974
Goods & Services 118,086
Total Expenditures $324,060
Revenue
$37,500
Full Time Equivalent Positions(FTE)
Professional 1.0
Inside Workers 1.5
TotaIFTE 2.5
Administrative / Other Support Services
. Information Technology— hardware and
other support.
Approved 2014 28
204
GIS - Service Levels and Resources Continued
Maintaining the City's Enterprise GIS for
employee use and the Web- Mapping
application for public use.
Handling data sales and dissemination to
external organizations.
Responding to public and employee
enquiries regarding mapping and
geographic information.
Approved 2014
• Maintain, update and publish web
services;
• 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
• Geographic data is crucial in major
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.
• The GIS Division encourages self -
service by providing useful tools and
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.
205
29
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 2014.
Ii Dangerous and Vacant Buildings
H Minimum Property Standards
U Other By -Laws
Approved 2014
206
Legislation that supports more effective enforcement
Penalties available to encourage compliance with by -laws
Economic climate affects owner / developer ability to comply
Organizational capacity
Public expectations related to permitting, inspection, enforcement
30
2013 By -law Enforcement - Service Accomplishments and Performance
In 2013, Council provided additional funding to the Dangerous and Vacant Building Program which saw an increase in the targeted number
of resolved cases from 8 to 20 per year. The program had a very successful year, particularly since an additional staff person was hired in
May 2013. With a greater focus on enforcement of the Dangerous and Vacant Building Program, voluntary compliance has increased
substantially, with 40 buildings being repaired and /or reoccupied, and 15 buildings demolished by property owners. The 2013 pilot program
for grass seeding vacant lots after a City- initiated demolition resulted in 2 properties being seeded.
Resolved Cases
60
Notices to Comply
11
Demolitions
20
City- initiated demolitions 5
Property owner demolitions 15
Repairs / Reoccupy 40
• The Minimum Property Standards Program, despite experiencing staffing shortages in 2013, issued 6 Notices to Comply, resolved 90 cases,
and laid one information in Provincial Court.
For the last year and a half, the City of Saint John has been taking advantage of a relatively new 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 Conservation
Areas, 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 has been implemented in a phased approach and will continue into 2014. In 2013, 89 notices were added to
the Land Gazette for this Service Area; 2 of those have been complied with and have since been removed from the Land Gazette.
• Investment of human resources to ensure the City's interests are advanced in the Province's effort to modernize Local Governance.
Approved 2014
207
31
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
Percentage of time complaints are initially checked within five
business days (2013 YTD Results)
Case Type
■ Minimum Property
Standards Cases (MINS)
■ Dangerous and Hazardous
Buildings (DAND)
■ Unsightly Premises
(DANU)
■ Zoning (ZONE)
The Service area measures how quickly it responds to
external complaints; the target is an initial response to a
complaint within 5 business days, 80% of the time. Initial
response generally means an initial inspection or contact
with a property owner or complainant. The performance
results (chart left) indicate that the target is not being
met for these by -laws, with a significant decline in
response times to Minimum Property Standards
complaints from the 2012 result of 59 percent. The
decline can be attributed to a number of staffing
shortages in 2013 at the technical and administrative
levels that were not backfilled for a number of months.
Significant improvement in this area is needed in 2014;
results will depend on continued full staffing of the
program area.
The response time for the Dangerous Buildings program did not meet the target in 2013, mainly due to staffing shortages and transition time for
the enhanced enforcement program that was implemented earlier in 2013. It is anticipated that the response time for this program will meet the
target in 2014, as enhanced staffing is now in place.
Staffing shortages in both the technical and administrative staffing areas are the main reasons why the response times have not been met for the
Unsightly Premises and Zoning By -law enforcement programs. Long -term staffing shortages in addition to the resulting capacity shortage after
budget cuts in 2012 has resulted in increased response times and a lower service level for non -life safety enforcement cases, such as Unsightly
Premises and Zoning infractions.
There is room for continuous improvement to meet these targets, regardless of staffing levels. There are opportunities to modify processes and
procedures to improve response times for all by -law complaints. Process changes are being considered and will be implemented and monitored
on a regular basis to make necessary resource adjustments if required. It is worthy to note that further analysis of the data shows that if the
initial response does not take place within 5 days, it is typically taking place within 6 or 7 business days.
Approved 2014 32
208
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 voluntary by -law compliance. When compliance has not been achieved by the final notice stage, cases proceed to legal action on a
prioritized basis.
Minimum Property Standards By -law
2010 — dr--2011 2012 12013
1LV
100
80
60
40
20
0
First Notice Second Notice Third Notice Legal Actions
This graph indicates that compliance is usually achieved after the issuance of a third
notice. Typically, the trend of notices issued should show a decrease as the higher
levels of enforcements actions are applied. In 2012 and 2013, this expected trend
did not occur, due mainly to the way in which case data is recorded. Review of the
statistics and case monitoring system indicate that changes must be made to the
manner in which data is recorded to more accurately reflect the compliance trends
in this program area. For instance, in 2013, the number of third includes additional
follow up letters to owners as they work to comply with the original notices sent to
them. This data will be tracked differently in 2014 so it can be reported on more
clearly and accurately.
Dangerous Buildings and Structures
— 0-2011 x-2012 2013
140
120
100
80
60
40
20
0
First Notice Second Notice Final Notice Legal Actions
The graph above depicting compliance with Unsightly Premises and Dangerous
Buildings and Structures By -law (concerning dangerous buildings and structures)
indicates that the greatest percentage of compliance is achieved after the issuance of
a first notice. Subsequent notices achieve further compliance, with very few
remaining cases requiring legal action (which includes the issuance of a Notice to
Comply and /or Court proceedings).
Approved 2014 33
209
Unsightly Premises
— 0-2011 (2012 2013
80
70
60
50
40
30
20
10
0
First Notice Second Notice Final Notice Legal Actions
The graph above depicting compliance with the Unsightly Premises and
Dangerous Buildings and Structures By -law (for unsightly premises) indicates
that the greatest percentage of compliance is achieved after the issuance of a
first notice. Subsequent notices achieve further compliance, with very few
remaining cases requiring legal action (which includes the issuance of a Notice to
Comply and /or Court proceedings).
Approved 2014
210
120
100
80
60
40
20
0
Zoning By -law
—0-2010 t 2011 2012 + 2013
First Notice Second Notice Final Notice Legal Actions
As expected, the compliance rate for Zoning By -law infractions increases with the
number of violation notices sent, with the highest rate of compliance achieved
after the first notice. Very few require enforcement action after the final notice
stage. Volumes of complaints /cases and compliance rates have been generally
steady over the past five years. It is worthy to note that enforcement of the
Zoning By -law is based on complaints received from the public.
It is expected that with the anticipated adoption of a new Zoning By -law in 2014,
an increase in complaints concerning the Zoning By -law may occur as the public
have an increased awareness and higher expectations of Zoning By -law
compliance.
34
2014 Initiatives, Major Projects and By -Law Enforcement Service Delivery Highlights
Due to the increase in resources for the Dangerous and Vacant Building Program in 2013, it is anticipated that 2014 will be a very successful
year, as the program capitalizes on momentum gained over the past few years and the increasing rates of voluntary compliance. The Grass
Seeding Pilot Program for the Dangerous and Vacant Buildings Program will continue into 2014; more lots will be seeded after a City -
initiated demolition, and staff will continue to monitor those lots that were seeded in 2013. The Program area will also develop an
inspection program that will outline the frequency of inspections required depending on the condition and priority of the building, in order
to use resources more effectively.
• As the Service area is responsible for enforcement of the Zoning By -law, it will actively participate in the finalization of the new Zoning By-
law. Staff will participate in training and awareness programs in anticipation of adoption of the new Zoning By -law.
• 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 2014, increasing the number of notifications available to property
owners and the general public.
• The Service area will develop a priority setting matrix system to triage non -life safety by -law enforcement cases once all attempts at
achieving voluntary compliance has not resulted in compliance.
• Statistics tracking will be modified, particularly for the Zoning By -law enforcement program, to provide more accurate information about
enforcement activities.
• Continue with investment of human resources to ensure the City's interests are advanced in the Province's effort to modernize Local
Governance.
Approved 2014
211
35
Dangerous and Vacant Buildings Program - Service Levels and Resources
Resolve 20 cases per year • 20 cases resolved annually
Approved 2014
The goal of the Dangerous and Vacant
Buildings program is to ensure the public
and property are protected against safety
hazards caused by vacant, dilapidated and
structurally unsound buildings.
Budget increases in 2013 resulted in a
return to an enhanced service level target
of 20 cases resolved per year. Legislation
enhancements and momentum gained in
2011 to rid the municipality of dangerous
and vacant buildings has resulted in a
trend of increased voluntary compliance
by property owners. Although
approximately 50 new cases are added
each year, with increasing owner
compliance rates, and City actions, the
number of cases resolved in the past two
years is 45 -60.
The City's costs to demolish buildings in
the case of non - compliance are typically
reimbursed by the Province of New
Brunswick. Demolition costs for 2014 are
expected to be $146,000.
212
Wages & Benefits $168,253
Goods & Services 253,972
Total Expenditures $422,225
Revenues (From demolitions) $183,000
Total Revenues $183,000
Full Time Equivalent Positions(FTE)
Management / Professional 1.00
Inside Workers — Technical 0.60
Inside Workers — Administration 0.55
TotaIFTE 2.15
Administrative / Other Support Services
• Legal — support enforcement cases,
property ownership inquiries, prepare
Orders to Comply, and represent City in
court and at hearings.
• Fleet — equipment for inspectors
• IT — support software for scheduling
inspections, recording inspection
results, and reporting
36
Minimum Property Standards Program - Service Levels and Resources
Work to achieve by -law compliance using
progressive enforcement actions.
Compliance increases with enforcement
actions.
Complaints are initially checked within
five (5) business days eighty (80) percent
of the time.
Approved 2014
Projected for 2014:
• 75 new cases
• 250 active cases
• 500 inspections
• 55 complaints from external sources
(varies annually)
The objectives of the Minimum Property
Standards Program are:
1. To adopt and establish standards
governing the condition, occupancy and
maintenance of residential property;
and
2. To provide safeguards for the safety,
health and welfare of the general public
and of the occupiers and users of
residential property.
Reductions in building inspection staff in
2012 have impacted the delivery of this
program in 2012 and 2013 as Minimum
Property Standards inspectors have been
required to backfill or carry out additional
building inspection duties during staffing
shortages or peak periods in the
Permitting and Inspection Service area.
Staffing shortages in 2013 also negatively
affected the service area, resulting in the
initial response target being met only 32
percent of the time.
213
Wages & Benefits $251,704
Goods & Services 45,415
Total Expenditures $297,119
Full Time Equivalent Positions(FTE)
Management / Professional 1.00
Inside Workers — Technical 1.20
Inside Workers — Administration 0.75
TotaIFTE 2.95
Administrative / Other Support Services
• Legal — support enforcement cases,
property ownership inquiries, prepare
Orders to Comply, and represent City in
court and at hearings.
• Fleet — equipment availability for
inspectors
• IT — support software for scheduling
inspections, recording inspection
results, and reporting
37
Other By -Laws Program Service Levels and Resources
Work to achieve by -law compliance using
progressive enforcement actions.
Compliance increases with enforcement
actions.
Includes enforcement of the Zoning By-
Law, Flood Risk Area By -law, Mobile Home
Park By -law, Unsightly Premises for those
cases which are impacting public health
and safety, Dog Control By -Law and the
issuance of a variety of licenses.
The Dog Control service is contracted to
the SPCA Animal Rescue and focuses on
dog control and a very limited cat control
service.
Complaints are initially checked within
five (5) business days eighty (80) percent
of the time.
Approved 2014
Projected for 2014:
• 55 new Zoning By -law cases
• 125 Zoning By -law violation letters
• 5 Flood Risk Area By -law cases
• 5 Mobile Home Parks By -law cases
• 100 Unsightly Premises cases
• 10 Heritage Conservation Areas By -law
cases
The goal of enforcing the Other By -laws
Programs is to support a healthy and safe
community, protect property values,
support an enhanced quality of life, and
promote a sense of community pride.
Departmental staffing reductions in 2012
and staffing shortages in 2013 impacted
this area, as staff focus is on life safety
issues first. Less serious by -law
enforcement cases are prioritized at a
lower level, resulting in fewer resources
utilized in this area. This approach will
continue in 2014 as required.
214
Wages & Benefits $172,414
Goods & Services 22,621
Total Expenditures $195,035
Full Time Equivalent Positions(FTE)
Management / Professional 0.50
Inside Workers — Technical 0.70
Inside Workers - Administration 0.85
TotaIFTE 2.05
Administrative / Other Support Services
• Legal — support enforcement cases,
property ownership inquiries, prepare
Orders to Comply, and represent City in
court and at hearings.
• Fleet — equipment availability for
inspectors
• IT — support software for scheduling
inspections, recording inspection
results, and reporting
M
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 2014.
Neighbourhood Improvement Programs bervice irivers
Growth and diversity in population (age, culture, disability and accessibility)
Diversity of needs among various neighbourhoods
o Community Development Changes in family unit
o P.R.O. Kids Economic uncertainty, inflation, and supply and cost of service
Focus on sustainable communities
Organizational capacity; support from other services (e.g., parks, roads)
Expectations for sustainable partnerships with community groups
Approved 2014
215
39
2013 Neighbourhood Improvement Service Accomplishments and Performance
Community Engagement
• 70+ organizations with 800 staff engagement occurrences
Community Development — Park Projects
• Latimore Lake Recreation Association — Park Improvement Project.
o Repurposed the neighbourhood tennis court into a mini -skate park. Two skating elements in addition to fence repairs, clearing of
brush and clean -up of the playground area were completed.
• Anglin Drive: Phase 3 Developing Active Play Area.
o Working with the Anglin Drive Neighbourhood Improvement Committee supported and completed the installation of a new
basketball area to complement the existing playground.
• New signage program for Jervis Bay -Ross Memorial Park.
o The historical research piece for new interpretive signage for the park was completed. The target date for installation is spring of
2014.
• Official Opening of the Private David Greenslade Peace Park — Final improvements were made including the memorial entrance sign,
memorial stones of each soldier, and the Royal Canadian Regiment flag installed. On June 1, 2013 a memorial service was held with the park
officially being named and dedicated in the memory of the six soldiers who made the ultimate sacrifice for their country. This project was
through a collaborative effort between the neighbourhood committee, Royal Canadian Legion, Base Gagetown, the City of Saint John and
community volunteers.
• Glen Road Playground Development Project - Installed new playground swings and armour rock perimeter.
• Rothesay Netherwood School International Leadership & Volunteerism Program — Outcomes included trail enhancements at Rockwood Park,
converting a soccer field into an outdoor learning classroom at the Glen Falls Elementary School, painting and minor repairs at the Forest Hills
sports field complex, and the beautification with installation of raised garden beds at a vacant lot in the North End in conjunction with Lorne
Middle School.
• Neighbourhood Park Revitalization Projects & Community Clean -up Days (3rd annual Dominion Park Clean -up, Crescent Valley Clean -up Day,
and Anglin Drive Clean -up Day).
Approved 2014 40
216
• Supported the newly established Red Head Community Association Community Clean -up Day held at the Red Head playground in the Ocean
Drive subdivision.
• Supported the Lower South End Neighbourhood Clean —up of the Barrack Green Armoury Green Space.
Supported expansion and enhancements of various community gardens throughout the city.
• Expansion of the Crescent Valley Community Tenants Association Community Garden.
• Shamrock Park Community Garden was at full capacity in only the second year of operation. A garden expansion project began in the fall
of 2013 to double the size of the gardens. In the spring of 2014 the expansion will be completed with additional garden plots provided for
the Old North End neighbourhood.
• Market Place West Community Gardens — Supported the neighbourhood committee with the development of Community Garden in 2013.
Official opening to take place in the spring of 2014.
• Enhancements to the Rainbow Park Community Garden.
• On -going support to Greater Saint John Community Garden.
• Supported creation of the Rainbow Park Memorial Garden Project in partnership with PULSE. The official dedication of the memorial garden
is scheduled for the spring of 2014.
• Marigolds on Market Place - St. Patrick's School.
Marigolds on Main Street — Centennial, Lorne, Princess Elizabeth and Millidgeville North Schools. The City of Saint John received recognition by
the Guinness Book of World Records for planting the most marigolds by the most people at one time.
Community Development — Partnerships
• Active member of the Fundy Wellness Network (third year).
• Westside Food Bank at Carleton Community Centre —6,000 visitations.
Wellness Centres - Partnership with Horizon Health
• Market Place Wellness Centre at Carleton Community Centre — 8,000 visitations.
• HOPE Wellness Centre — Supported by City of Saint John — 2,736 visitations.
• 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 2014
217
41
Community Development — Neighbourhood Development
• Priority Neighbourhoods supported through the Neighbourhood Development Stimulation Grant Program (Vibrant Communities — Around the
Block Neighbourhood Newspaper, Waterloo 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).
• Supported Anglin Drive Tenants Association Story Tent summer program.
• Supported the Christopher Leadership Program delivery to the five priority neighbourhoods for the purpose of building leadership capacity
and confidence (10 participants in the program with all five priority neighbourhood represented).
• Collaborated with the west side community in the creation of the "Red Shirt" neighbourhood volunteers responsible for supervising and
monitoring the newly installed Market Place playground and mini skate park.
Community Development — Special Events /Program Support
• Organizational support of Crescent Valley Days, Market Place West Family Fun Days, Old North End Days.
• Served an active role with the Vibrant Communities Priority Neighbourhoods "Learn & Go" Program.
• 24th Annual Disability Awareness Week — Partnership with 10 Disability Organizations (Partnership Sustainability).
P.R. 0. Kids
• Youth placements in recreational and cultural programs.
[2013] - 650 to 700 placements projected [2012] -796 placements [2011] - 1093 placements
[2010] - 929 placements [2009] -762 placements
• [2013] Funds raised at $150,000
• Canadian Tire Jump Start Program — Year three
• 100+ sponsors of the program including: corporate, service clubs, grants, community organizations and personal donations
• Coordination of 3 major fundraising events /activities: golf tournament, Canadian Tire Jump Start Day, equipment coordination
• Facilitated funding processes to enable establishment of other local recreation programs
Approved 2014
218
42
2014 Initiatives, Major Projects and Neighbourhood Improvement Service Delivery Highlights
Community Development
• Community Grants Program: Develop a new model for managing all community grants that the City of Saint John provides. Create a policy
and process that ensures a consistent approach to accepting applications, recommendation for grants and an evaluation / accountability
framework.
• Implement a Civic Pride / Adopt a Park Beautification Program: The intent of this program is to coordinate and formalize broader awareness
of community based clean -up and improvement efforts. The program will be staged in coordination with Environment Week, Earth Day or
another high profile community event to achieve maximum community exposure and impact. To support this program and other community
clean -up initiatives the purchase of a landscape maintenance trailer is recommended. This trailer will be equipped with landscape tools and
supplies, and will be available to community groups for litter and debris clean -up, graffiti removal and park beautification projects.
• Latimore Lake Park Improvement Project — Develop an action plan for the repurposing of the outdoor recreational space in partnership with
the Latimore Lake Recreation Association.
• Silver Falls — Assist Silver Falls in mobilizing and forming a neighbourhood group to undertake the planning and implementation of
repurposing the under - utilized ball field within the neighbourhood.
• East Saint John - Explore repurposing opportunities of the East Saint John ball field through neighbourhood consultation and engagement.
• Anglin Drive: Phase 4 — Support the Anglin Drive neighbourhood in repurposing the Thornborough ball field into a community garden.
PRO Kids
• Maintain PRO Kids at 700+ youth placements.
• Develop a framework and guidelines that will provide an equitable parental pay responsibility for placing youth for PRO Kids.
• Design and implement a new fundraising program (Arena Signage Advertising) that will benefit PRO Kids.
Approved 2014
219
43
Community Development Program Service Levels and Resources
Encourage community -based
organizations to be empowered to meet
the needs of their neighbourhoods
through forming partnerships and
providing guidance, information and
other available resources.
Administer grants that community -based
organizations may be able to leverage
support from businesses and other levels
of government for neighbourhood
improvement initiatives.
Provide planning assistance and advice to
neighbourhood organizations; support
implementation of community -based
initiatives.
Approved 2014
• 70+ community partnerships &
relationships maintained
• 700+ engagements with community
groups, associations and agencies
• *$152,250 Neighbourhood
Development Stimulation Grants
(Crescent Valley, Lower Westside,
Waterloo Village, Lower South End, Old
North End, East Saint John)
• *$50,000 Community Development
• *$75,450 External Community Centre
Facility Assistance Grants (KBM,
Martinon, Lorneville, Loch Lomond
HOPE Centre, Latimore Lake, Milford,
Randolph)
• *$1,523 in support of the Ability
Advisory Committee
• * *PIayS1— Community Driven Grants
(Passport to Parks / Adopt a Park)
• Support of 10 neighbourhood /
community special events annually
(e.g., Crescent Valley Days, Canada
Day, New Brunswick Day, etc.)
Build community capacity to respond to
opportunities, issues and concerns at the
neighbourhood level.
Programs and services aligned to meet
neighbourhood needs.
Strong inter - neighbourhood relationships
and community networking; promoting
partnerships that encourage information
sharing and collaboration that
strengthens groups and inclusion.
Neighbourhood development funds
support:
• Sustainable neighbourhood groups,
facilities and services, and effective
leveraging of other sources of funding
• Building leadership capacity resulting in
a higher level of neighbourhood
engagement.
• Celebration and promotion of
neighbourhood achievements.
Neighbourhood and community spirit,
collaboration, participation and
involvement.
Strong active community.
Current staff vacancies must be filled to
attain service output targets
220
Wages & Benefits $242,260
Goods & Services 56,990
Community Grants 279,223
PlavSJ Grants ** 25,000
Total Expenditures $603,473
Full Time Equivalent Positions (FTE)
Management 0.50
Inside Workers 2.30
Total FTE 2.80
Administrative / Other Support Services
• Legal — agreements
• Communications — marketing and
media relations
• Parks /Landscape/ Recreation
Facilities —support of neighbourhood
and community development
projects.
• Planning / Real Estate — land
ownership identification, GIS Support,
Zoning, By -laws
• Roadway Maintenance — special event
support (equipment, plowing, street
sweeping)
• Police/ Fire —address
neighbourhood safety concerns
44
P.R.O. Kids Program Service Levels and Resources
Placement of children (age 18 and under)
into sport, recreation or cultural
opportunities suited to their interest
including assisting with the purchase of
equipment and supplies when needed,
and consulting with families on
transportation needs.
Form partnerships with community
recreation, sport and cultural
organizations that donate program
spaces.
Raising funds to purchase additional
program spaces, equipment and
transportation.
Approved 2014
• 700+ placements
• Regional participation extending the
program to include families in
Quispamsis, Rothesay and Grand -Bay
Westfield
• Connecting 700+ youth with
approximately 100 program partners
Target Range for 2014:
$150,000 - $200,000
P.R.O. Kids is a non - profit program that
provides opportunities for disadvantaged
youth participating in positive healthy
recreational, sport and cultural activities.
Providing a safe place for youth to play,
learn and be engaged.
Improving self- esteem of Greater Saint
John youth.
Corporate and community pride in
offering youth positive life experiences &
opportunities.
Diverse programs meeting the various
needs & interests of youth.
Increase program opportunities by
reducing barriers to participation.
Administration costs are covered by the
participating municipalities, allowing
100% of the funds received through
donations, grants and fundraisers to go
directly to placing children and youth in
programs.
Substantial increases in registration fees
for youth activities and programs.
Poor economic climate impacts the level
of parental contribution resulting in an
increased level of support from P.R.O.
Kids.
221
Wages & Benefits
$90,444
Goods & Services
21,472
Total Expenditures
$111,916
Revenue
$14,700
Contract Position
1.00
Part -Time Positions 0.80
Administrative / Other Support Services
•
Communications— marketing and
media relations
45
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 2014.
Recreation and Cultural Programming Programs I bervice irivers
Growth and diversity in population (age, culture, disability & accessibility)
Diversity of needs among various neighbourhoods
o Recreation Programming
Changes in family unit
® 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)
Expectations for better partnerships with community groups
Approved 2014
222
46
2013 Recreation and Cultural Programming Service Accomplishments and Performance
Special Events Support
• Active partner with the organization of the 3rd Annual All American Soap Box
Derby in Rockwood Park.
• Active partner in the development of the PALS Passport to Fitness Rockwood Park
Program.
• 2013 Winterfest in partnership with the Fundy Wellness Network, Greater Saint
John Municipalities and Neighbourhood Groups.
• Active partner with the organization of the 5th Annual Pavilion Cup Pond Hockey
Tournament.
• Organized 3rd Annual City of Saint John Volunteer Recognition Dinner (160
attendees).
• Continued Partnership with Horizon Health in provision of wellness programs at
the HOPE Centre & Market Place Wellness Centre.
• 3rd Annual International Trails Day at Rockwood Park — Volunteers working to
enhance trails.
• City of Saint John support to the 19th Annual Marathon by the Sea.
• 4th Annual Canaport Volleyball Tournament — Proceeds went to support youth
programs at the Carleton Community Centre.
• Tim Hortons '3 -on -3' Street Hockey Championships in Support of Mind Care —
Event Planning Partner and Scheduling Service.
• Active partner with Community Special Events including Canada Day, New
Brunswick Day and Labour Day.
• Organized the 22nd Saint John Sports Hall of Fame Induction Ceremony & Dinner
(200 attendees)
Approved 2014
223
Percentage of citizens satisfied with the overall level
and quality of recreation programming service
100%
80%
v
60%
v 40%
CL V
N
20%
0%
2009 2010 2011 2012
Percentage of citizens that think the City is doing a
good job supporting arts and culture
100%
80%
60% •'
v 40%
a 20%
0%
2009 2010 2011 2012
Note: A citizen survey was not conducted in 2013.
47
• Supported these special events held in Saint John: Triathlon by the Bay, Kids of Steel Triathlon, Anglophone South School District Cross
Country Running Events, Safe Kids Week, Community Autism Walk, Strides for Change, & Terry Fox Run.
Senior Programs
• Senior Friendship Games including activities such as golf, timed -walk, washer toss, badminton, cards, and opening & closing ceremonies (240
participants).
• Seniors' Quarterly Special Events Partnership with Lily Lake Pavilion.
• Senior programs developed in partnership 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.
• Seniors' Springfest and Fallfest at Exhibition Park.
• Seniors' Summer Shuffleboard Program at the Peter Murray Arena.
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).
• Program Partnership with Abilities NB providing weekly sport and recreation opportunities for people with disabilities (boxing, sledge hockey,
bocce ball, goal ball, tennis, and athletics).
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 Beach Day, Soccer Tournament and
Skate Day at the Hilton Belyea Arena. Securing grants through other sources is critical in the sustainability of this level of service.
• Carleton Community Centre Cheerleading Program at 205 participants and attendance to an 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 2013.
• Introduced community use of school evening recreation opportunities at Hazen White -St. Francis School in fall of 2013.
Approved 2014
224
• Re- established free youth programs at Millidgeville and Forest Glen Community Centres in collaboration with the YMCA with funding support
by Common Council.
Increased staff supervision and quality of programming at Somerset, Carleton, and C.E. Nick Nicolle Community Centre, outreach and
playground programs. Youth to staff ratios were improved.
• 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. The O.N.E. change assumed the responsibility for program and service delivery for
the North End neighbourhood in September of 2013. Throughout the phase 2 renovation period (September 2013 to May 2014) of the Nick
Nicolle Community Centre the O.N.E. Change will provide recreational and other opportunities at partnering neighbourhood facilities including
Lorne Middle School, Centennial School and the Main Street Baptist Church.
Cultural Affairs
• Responsible for coordinating the maintenance and repair of the City's public artworks and the installation of the 225th anniversary legacy piece
"Shards of Time" along Harbour Passage (to be officially unveiled in May 2014).
• Awarded $30,000 in small grants for new arts and culture projects.
• Ongoing annual coordination of seven art exhibitions at the City of Saint John Gallery and another seven at the Millennium Artplace (Central
Library).
• Plans the scheduling of promotional signage at King's Square for not - for - profit organizations.
• Planned and organized the Saint John Arts Summit III held Friday, November 1, 2013, with over 75 stakeholders attending.
• Edits and approves all entries to the online City's Events Calendar and promotes events on social media. Following of over 4,500 subscribers.
• Supported two new community festivals (FogLit Festival and Fundy Fringe Festival).
• Chaired and implemented the City's annual Service of Remembrance (November 11th) at Harbour Station - Attendance: 6,800.
• Established committees to begin planning the Biennial Saint John Arts Awards — The Originals to be staged in 2014.
Approved 2014
225
49
2014 Major Initiatives, Major Projects and Recreation and Cultural Program Service Delivery Highlights
Recreational Programming
Organize a new special event in the summer of 2014 called "Passport to Parks ". The purpose of this program is to showcase and increase
citizen's awareness of the City's signature parks such as Rockwood Park, Dominion Park, and Little River Reservoir amongst others. The City of
Saint John Communication Service and Recreation Programming Service will work together on this initiative.
PIaySJ Implementation: Design a new recreation programming service delivery model in the Crescent Valley Community that would see the
eventual decommissioning of the Somerset Community Centre as the construction of the new YMCA proceeds.
Cultural Affairs Programming
• Work with the Saint John Arts Board to development a plan for moving forward the priorities identified at the Saint John Arts Summit III.
• Saint John Arts Awards — The Originals, a biennial recognition and celebration event to be held at Imperial Theatre in early June.
• Saint John Remembrance Day Service, Harbour Station, November 11.
• 2nd Biennial Sculpture Saint John, August & September.
• 100th anniversary of the Signals Corps (Exercising the Freedom of the City), March.
• Organizing seven new exhibitions at City of Saint John Gallery & Millennium Artplace.
• Research and statistics related to funding of the arts in Saint John from federal and provincial agencies.
• Secretary & staff support to Saint John Community Arts Board.
• Unveiling of Saint John 225 legacy public artwork "Shards of Time" at Harbour Passage, May.
• Ongoing maintenance and repair of City's public art
Approved 2014
226
50
Recreation Program - Service Levels and Resources
Deliver programs (direct programming)
that provide a wide range of artistic,
cultural, social, educational and
recreational opportunities that meet the
interests of all ages, regardless of physical
limitation or ability to pay.
Manage contract agreements for
community -based organizations to deliver
recreation programs (indirect
programming) on the City's behalf.
Facilitate the delivery of special
recreation, social and cultural programs in
partnership with various organizations.
Approved 2014
• Operate and manage 2 Community
Centres (SCC, CCC) each offering nightly
and weekend program opportunities -
32 weeks
• 15+ senior programs
• 15+ inclusive /disability specific
programs
•
6+ direct programmed playground sites
• 5+ playground sites supported through
partnerships
• 1 instructional junior tennis program in
partnership with the local tennis club.
• Contract agreements with the YMCA,
Boys & Girls Club, and ONE Change for
4 Community Centres (FGCC, MCC,
SECC, NNCC) - 52 weeks
• Integrated Day Camp at FGCC
• Summer Camps at MCC
• Playground Program at SECC & NNCC
• Support 20+ community special events
(e.g., S1 Sports Hall of Fame, Pavilion
Cup, Winterfest, Soap Box Derby,
Running Events)
• 1 volunteer recognition event
Ensure all citizens have access to inclusive
recreation and leisure opportunities that
meet the diverse needs of our community
Benefits include:
• Healthier citizens (physically, mentally,
emotionally and socially); healthy
communities and a healthy lifestyle
• Investment in the future of our young
people
• Fostering cooperation and good
citizenship
• Positive behaviours
• Involved community; developing
leadership skill as well as developing
physical, creative and social skills
• Fun and enjoyment
• Reduced crime
• Stronger families
• Connected community
• Community pride and engagement
• Celebration of community pride
Current staff vacancies must be filled to
attain service output targets; Staffing
delay expected
C.E. Nick Nicolle Community centre capital
improvements impacts the full
implementation of the O.N.E. Change
agreement.
227
Wages & Benefits $537,291
Goods & Services 418,078
Grants 453,391
PlaySJ Grants 15,000
Total Expenditures $1,423,760
Revenue $22,000
Full Time Equivalent Positions
Management 0.50
Inside Workers 3.70
TotaIFTE 4.20
Part Time Positions
• Community Centres: 21 part -time staff
at 2 centres for 32 weeks
• Playground Program: 20 part -time
employees for 9 weeks
Critical Internal Support Service
• Fleet — vehicles for playground program
• Purchasing — acquisition of equipment
• Insurance —risk management
• Communications — program promotion
• Legal — agreements with service
providers
• Parks /Landscape / Recreation
Facilities — providing safe and
functional park, trail and recreation
facilities; resources for initiatives
• Facility Management — community
centre maintenance; ensuring safety
and functionality
51
Cultural Affairs Program — Service Levels and Resources
Act as a point -of- contact with arts, • 55 arts organizations
cultural and multicultural community- • 24 cultural and multi - cultural
based organization to promote awareness organizations
and support activities.
Promote arts and culture events through
social media outlets, web -based
applications and signage.
• 5,500 arts and cultural events posted in
the Cyber - Calendar
• Weekly bookings for signage in King's
Square.
Provide support and /or facilitate various • 12 events annual average
festivals and events annually.
Administer grant applications for the
Saint John Community Arts Funding
Program (small project oriented funding
for festival ideas and new initiatives).
Facilitate maintenance of public art and
administration of the public art policy.
Coordinate exhibits for showing at
galleries.
Approved 2014
• $35,000 in grant funding available
• 40 applications on average annually
• 1 project annually (1% Public Art
Policy)
• Number of maintenance projects
varies annually
• 7 formal exhibits @ Art Gallery
• 7 informal exhibits @ Millennium Art
Place
• Cultural Affairs program promotes
broad community awareness of access
to, and education, in the arts and
culture sector. The service provides
assistance and information services, as
well as opportunities and support to
artists and arts and cultural
organizations; fosters cross - cultural
understanding; and supports
economic development of tourism,
especially in the uptown core. It also
works to increase awareness of the
role and contribution arts, culture and
heritage make to the City's economy
and quality of life.
228
Wages & Benefits $75,089
Goods & Services 43,228
Total Expenditures $118,317
Full Time Equivalent Positions
Inside Workers 1.00
Total FTE
1.00
52
Public Safety Services Overview
Public Safety Services supports the community in achieving its long -term vision of being a safe, livable
community where people want to live, work, shop and play. Services are delivered to help improve the
safety and well -being of all citizens with a focus on creating safe neighbourhoods that provide opportunities
for individuals to develop and grow.
Organizational Goals
To establish the City of Saint John as a service - based, results oriented, high performance public service
organization.
Service Based
• Considering the needs of the
community as a whole
• Creating safe, livable
neighbourhoods
• Responding effectively and
efficiently to mitigate emergency
incidents
Approved 2014
Results Oriented
• Creating a safe, livable
community
• Improving quality of life and
social well -being of residents
• Building capacity in emergency
response and preparedness
through training and education
High Performance
• Collaborative, strategically minded
workforce
• Culture focused on contributing
to community goals through
service delivery
• Resource conscious and
accountable for results
229
Fire Rescue and Suppression
Service
Medical First Responder
Service
Hazardous Materials
Emergency Response Service
Technical Rescue Service
Fire Prevention and Code
Enforcement Service
Fire Investigation Service
Emergency Management
Service
Police
Services
53
Public Safety Services Summary
* Emergency Management Service budget includes funding for full management /professional position, however, establishment includes one half (0.5) position.
Approved 2014
230
54
Approved
2014
Projected Expenditures
2013
Expenditures
Revenue
FTE 2015 2016 2017
Fire Services
Fire and Suppression Service
18,906,109
20,348,550
286,200
148.35
Technical Rescue Service
62,947
58,494
0.25
Hazardous Materials Emerg. Response Service
120,767
128,231
90,000
0.25
Fire Prevention Service
927,111
942,912
4,000
7.60
Fire Investigation Service
21,055
74,879
0.40
Medical First Responder Service
86,000
81,500
Total Fire Services
20,123,989
21,634,566
380,200
156.85
Water Supply and Hydrants
2,270,000
2,340,000
Emergency Management Service
325,421
264,945
*2.15
Police Services
22,777,842
23,559,662
910,000
Public Safety Communications
2,491,853
2,493,179
792,820
Street Lighting
1,075,350
1,096,857
TOTAL - Public Safety Services Budget
$49,064,455
$51,389,209
2,083,020
*159.00
* Emergency Management Service budget includes funding for full management /professional position, however, establishment includes one half (0.5) position.
Approved 2014
230
54
Table of Contents — 2014 Service Plans
Fire - Rescue Services ........................................................................................................................................... ............................... 56
Fire Rescue and Suppression Service ............................................................................................................ ............................... 57
Medical First Responder Service ..................................... ...............................
Hazardous Materials Emergency Response Service ....... ...............................
Technical Rescue Service ................................................ ...............................
........................................... ...............................
59
........................................... ...............................
61
........................................... ...............................
63
Fire Prevention and Code Enforcement Service ........................................................................................... ............................... 65
FireInvestigation Service .............................................................................................................................. ............................... 67
Emergency Management Service ...................................................................................................................... ............................... 69
Approved 2014 55
231
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 2014.
Fire - Rescue Services
o Fire Rescue and Suppression
® Technical Rescue
* HAZMAT Emergency Response
o Fire Prevention
o Fire Investigation
o Medical First Responder
Approved 2014
4
Regulatory and legislative requirements (life safety and inspections)
Diverse industrial sectors located throughout the community
Large geographic footprint, bisected by a river, marsh and highway
Diversity of needs among various neighbourhoods, focus on priority
Type of housing stock (including dilapidated or vacant buildings)
Multiple mixed -use neighbourhoods (residential, commercial, industrial)
Organizational capacity
Evolving demand for service
232
56
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.
2013 Fire Rescue and Suppression Services Accomplishments and Performance
• 1,824 calls for fire rescue and suppression service (January to November)
• 73 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
• 185 Grass Fires —100% of these fires were contained to the area of origin
• 83 Refuse Fires —100% of these fires were contained to the area of origin
• 29% of calls generate simultaneous demands on the Fire Department resources
2013 Fire Rescue and Suppression Services Impact of Reductions
• Between January 1 and December 5 of 2013 there were 42 occurrences of no fire response capability being available to address the next
incident, up from 6 occurrences in 2011 (prior to service level reductions).
2014 Major Initiatives, Major Projects and Fire Rescue & Suppression Services Delivery Highlights
• Establish a live fire (emergency services) training campus with an industrial partner.
• Investigate / examine opportunities to champion fire rescue and suppression service (training) at a Regional level.
• Introduce a Fire Department Policy and bylaw for Council's consideration.
• Provide technical input to various Environmental Impact Assessment processes from a fire rescue and suppression perspective.
Approved 2014 57
233
Fire Rescue and Suppression Service — Service Levels and Resources
The municipal objective for the initial
apparatus is arrival on scene within 5
minutes and 30 seconds at least 90% of
the time, from the end of dispatch.
Ensure fire rescue operations are initiated
immediately with the objective of saving
lives, protecting property and
environment.
Ensure fire suppression operations are
initiated immediately with the objective of
containing the fire to the area of origin.
Ensure members of Fire Rescue and
Suppression Service are adequately
trained in accordance with all applicable
NFPA and OH &S standards (numerous
NFPA Standards are applicable).
Have sufficient resources to respond to
emergency calls, with minimal stacking of
calls.
To meet the funding level set for the 2014
budget, one position within Fire
Administration is being eliminated. Critical
tasks will be integrated into remaining
administration positions, while non - critical
tasks will be deferred.
Approved 2014
• The number of fire calls over the last
five years ranges from 480 to 745.
• Approximately 75% of city's
geographical area is outside the PDA.
However, approximately 94% of Fire
related calls are within the PDA.
• SJFD is attaining desired response time
80% of the time of single company
response.
• SJFD is only attaining its full response (4
companies) objective of 8 minutes over
a 7.1 sq. km portion of the City (8% of
the PDA). However, this accounts for
28% of fire responses.
• A minimum of 920 hours of pre-
planning, preparation and training per
annum.
• As a percentage of total fires,
residential account for 74 %,
commercial - Industrial 17 %, and
heritage properties account for 9 %.
Heritage properties could be residential
or commercial.
• Facilitate emergency accommodations
needs of citizens displacement by fire
or flood.
An effective and efficient fire response
enhances the ability to contain fires to
their area of origin, minimizing fire loss,
which translates into lower insurance
premiums for property owners. This is
most relevant in the priority neighbour-
hoods of Saint John where multiple unit
dwellings are only feet apart.
• Currently have a sufficient depth of
response to address non - simultaneous
structure fire calls regardless of
complexity. The response time
objective can be met 75% to 80% of the
time within the PDA.
• Currently have an insufficient depth of
response to address simultaneous
structure fires and cannot reasonably
meet the response time objective
outside of the PDA.
• The reduction of one company in early
2012 increased the occurrences of no /
low fire response capability from 6
occurrences in 2011 to 45 occurrences
in 2012 and 42 in 2013 (YTD).
• The establishment of a live fire training
campus will facilitate the development
of competent emergency response
Wages & Benefits $18,740,671
Goods & Services 1,607,879
Total Expenditures $20,348,550
Revenue $286,200
Full Time Equivalent Positions (FTE)
Management
7.10
Professional
1.75
Firefighters
139.00
Inside Workers
— Administrative 0.50
TotalFTE
148.35
Holiday Relief Firefighters 32.0
Administrative / Other Support Services
• IT— supports software required for
operational, and communication
• Human Resources — supports
recruitment, professional development
and attendance management
• Facility Management — station
maintenance, capital planning
• PSCC — receives, records and dispatches
related emergency calls
• Saint John Water — supplies the water
and services the hydrants
• Police — site safety, traffic control, as
well as assists with site evacuation
• Transportation and Environment —
personnel. ensure viable transportation routes
across all weather conditions as well as
• An enhanced and capable emergency site clean -up and materials disposal
response supports economic wellbeing. . Communications — notifications
234
M
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.
Criteria employed by PSCC to trigger a Medical First Responder response
• See side bar
2013 Medical First Responder Service Accomplishments and Performance
• 3,337 calls for medical first responder service (January to November)
• Self- sustaining skill maintenance and acquisition through internal training program
for all 200 first responders
• 56% of the time — the Fire Department arrived on scene prior to Ambulance NB
• 26% of the time — Fire Fighters initiated first aid to advanced life support care
• Between January and November there were 27 occurrences of initiating cardiac care
2014 Major Initiatives, Major Projects and Medical First Responder Service Delivery
Highlights
Criteria employed by PSCC
Chest Pain /Trouble Breathing
Cardiac /Respiratory
MVA With Injuries
Industrial Accident
Possible Stroke
Seizure /Convulsion
Unknown Medical
Public Safety Concern
Hemorrhage /Lacerations
Overdose
Drowning/Diving/Scuba
Falls /Injuries Due To Falls
Choking
Diabetic
• Investigate / examine opportunities to champion Medical First Responder Service (training) through the new Live Fire Training Campus.
• As per the Core Service Review, deliver a report to Council on the assessment of the Medical First Responder Service
Approved 2014
235
59
Medical First Responder Service — Service Levels and Resources
Participate in a tiered response with
Police and Ambulance to emergencies
based on predetermined criteria; motor
vehicle accidents, heart attack, severe
trauma.
• Initial apparatus arrives on scene of the
incident within 5 minutes and 30
seconds from dispatch at least 90% of
the time.
• Provide initial and on -going emergency
medical triage of ill and injured patients
that prioritizes the patient's respective
treatment and transport.
All Fire Fighters are trained to the
national standard of Medical First
Responder
Approved 2014
• The number of calls varies annually, • Having seven locations to respond
MFR currently represent approximately from, the Fire Service arrives in advance
60% of total calls. of ANB about 56% of the time, thereby
initiating lifesaving assessment and
treatment sooner.
• All Fire Fighters are recertified annually
• Higher survivability rates for victims,
supported by national statistics.
• Fire Service's response objectives
provide significant opportunity for
successful intervention on MFR calls.
Minutes mean the difference between
life and death for heart attack or severe
trauma victims.
• During simultaneous call events,
response times to medical calls will
increase based upon the placement of
the remaining resources.
236
Wages & Benefits $0
Goods & Services 81,500
Total Expenditures $81,500
Full Time Equivalent Positions (FTE)
Human resource requirements are
included as part of Fire Suppression and
Rescue Service.
Administrative / Other Support Services
• Fleet — equipment availability,
replacement of equipment and
vehicles and fuel delivery at extended
incidents
• PSCC — receives, records and
dispatches related calls
• Police — scene safety and security,
traffic control, keeping of the peace, as
well as assists with site evacuation
•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.
2013 Hazardous Materials (HAZMAT) Emergency Response Service Accomplishments and Performance
• 169 calls for Hazardous Materials Emergency Response Service (January to November)
• 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
• Delivered one regional hazardous materials training exercise to the Royal Fire Fighters Association
2014 Major Initiatives, Major Projects and Hazardous Materials (HAZMAT) Emergency Service Delivery Highlights
• Increase revenue through an enhanced Regional Hazardous Materials Agreement.
• From the new live -fire training campus, initiate two IFSAC certified Hazardous Materials Technical courses open to any emergency responder
in New Brunswick.
• When invited, participate in CBRNE international training initiatives.
• Continued providing technical input to the FCM railway safety working group.
• Provide technical input to various Environmental Impact Assessment processes from a hazardous materials response perspective.
Approved 2014 61
237
Hazardous Materials (HAZMAT) Emergency Response Service — Service Levels and Resources
First apparatus arrives to the scene of
an emergency within 5 minutes and 30
seconds at least 90 % of the time for
the completion of dispatch.
Hazardous Materials Response is
conducted in accordance with National
Fire Protection Standards NFPA 471 &
NFPA 472; activities include identifying,
isolating hazardous materials releases,
and to beginning recovery planning.
• Scene security is established upon
arrival and the product is identified
within 10 minutes.
• An Incident action plan is developed
and initiated within 45 minutes from
arrival on scene.
Carry out a comprehensive fire training
program that supports the
effectiveness of Hazardous Materials
Response Service.
Approved 2014
• Average of 300 local incidents each
year
• O to 3 regional incident each year
• All personnel trained to NFPA 472
Hazardous Materials operations
level
• Over 50 trained personnel to
Hazardous Materials Technician
Level
• The presence of a well- trained and
reactive Hazardous Materials
Response team ensures minimal
disruption to the community and
impact on the environment arising
from a hazardous materials
emergency response.
• Hazardous Materials Incidents are
the low frequency high impact
incidents that can affect a great
geographical area.
• For non - simultaneous events, the
existing Hazardous Materials
Response team is well positioned to
deal with any incidents that occur
through processing, storage and
transportation of hazardous
materials within the regional
community
• During simultaneous events, where
a Hazardous Materials 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.
238
Wages & Benefits $29,539
Goods & Services 98,692
Total Expenditures $128,231
Revenue $90,000
Full Time Equivalent Positions (FTE)
Management 0.25
Total FTE 0.25
Note: Firefighters are accounted for under Fire
Rescue and Suppression Service
Administrative / Other Support Services
• Fleet — equipment availability, replacement of
equipment and vehicles and fuel delivery at
extended incidents
• GIS — mapping and relevant occupancy data
critical to making decisions related to materials
incident mitigation and /or evacuation needs
• PSCC— receives, records and dispatches related
calls
• Police — scene safety and security, traffic control,
keeping of the peace, as well as assists with site
evacuation
• Roadway Maintenance — provides site clean -up
and materials disposal
• Communications — notifications
62
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.
2013 Technical Rescue Service Accomplishments and Performance
• 33 calls for Technical Rescue Response Service (January to November)
• 170 calls relating to motor vehicle accidents
• 22 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 into the Fire Department's response capability and responded to three incidents across the Greater Saint John
Region.
2014 Major Initiatives, Major Projects and Technical Rescue Service Delivery Highlights
• From the new live -fire training campus, deliver High Angle response competence to a regional market.
• Development of confined space rescue response team.
• Investigate / examine opportunities to champion other Technical Rescue Service at a regional level.
Approved 2014 63
239
Technical Rescue Service — Service Levels and Resources
First apparatus arrives to the scene of an
emergency within 5 minutes and 30
seconds at least 90% of the time from the
completion of dispatch.
Provide highly skilled rescue services not
part of structural firefighting or medical
first responder service, but facilitated
within the same response profile as Fire
Rescue and Suppression Service.
Develop an incident action plan within 10
minutes of arrival on scene.
Skills training is unique to each type of
technical rescue (auto- extrication, water
/ice, confined space and high angle).
Approved 2014
• On average, there are 33 technical
rescues performed annually.
• Introduced high angle rescue capability
in 2012 to give assistance to Saint John
Water.
• Skills as identified in NFPA Standard
1006 — Standard for Technical Rescuer
Professional Qualifications
• Technical rescue capability provides
emergency response to persons
trapped by their environment.
• Saint John Water needs high angle
rescue service to support critical
operations. A relationship agreement
to be signed in 2014.
• Technical rescue helps address the
occupational health and safety
requirement inherent to numerous
tasks.
• Revenue Generation — As the depth of
expertise evolves the Technical Rescue
Service will generate revenue through
the provision of service to third parties
as well as eliminate the service cost for
other City of Saint John services.
• 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.
240
Wages & Benefits $29,539
Goods & Services 28,955
Total Expenditures $58,494
Revenue $0
Full Time Equivalent Positions (FTE)
Management 0.25
TotalFTE 0.25
Administrative / Other Support Services
• Fleet — equipment availability,
replacement of equipment and vehicles
and fuel delivery at extended incidents
• PCSS - receives, records and dispatches
related calls
• Police — provides site safety, traffic
control, assists with evacuations
64
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.
2013 Fire Prevention Service Accomplishments and Performance
• 1011 inspections and 126 re- inspections conducted during 2013 (January to November)
• 590 violations identified
• 499 open violation with 91 violations closed YTD
• 20 Community Event supported
2014 Major 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.
• Through partnerships with local industry, reinstate the Fire Safety House Program (all grade 3 students).
Approved 2014
241
65
Fire Prevention Service — Service Levels and Resources
Carry out inspections (annual, biennial, or
for operating licenses) on properties
requiring inspection (e.g., hotels, schools,
apartment buildings, daycares) as outlined
by the Fire Marshal.
All Fire Prevention personnel trained to:
• National Fire Protection Standard 1031
- Standard for Professional
Qualifications for Fire Inspector as per
National Fire Protection Standard 1035
- Standard for Professional
Qualifications for Public Fire and Life
Safety Educator and NFPA Standard.
Carry out a regularly scheduled public
education program that addresses all
schools in the community in addition to
Children's Fire Safety House, Learn Not to
Burn Program K -2, Juvenile Fire - setter
Counseling, Building Trade Shows, Church
Groups and Business Clubs.
Approved 2014
• At full staffing, the division can
conduct 1,500+ inspections (including
500+ re- inspections) annually, to
complete all required inspections over
a 4 to 6 year cycle.
• At full staffing, the division can
identify and close 2,500+ violations
annually
Numerous fire prevention programs
annually.
In 2014, present to Council a Fire
Department Policy and By -law for
consideration.
Inspections and public education
sessions help to reduce the number of
fire incidents. This supports Council's
priority of creating safe, livable
neighbourhoods as well as reducing
operating costs and those related to
property loss or damage.
The enforcement of fire codes through
inspection activities contributes to public
safety by ensuring that new and existing
buildings are constructed and maintained
to current fire safety standards.
The fire inspection service aims to
inspect nearly 6,000 properties on a
regular rotation. Inspections are
regulated for properties annually or
every two years.
Fire Prevention Service contributes to the
improved public safety within the
community by ensuring that people have
the necessary information to stay safe
and healthy from the adverse effects of
inappropriate uses and behavior of fire.
242
Wages & Benefits $788,631
Goods & Services 154,281
Total Expenditures $942,912
Revenue $4,000
Full Time Equivalent Positions (FTE)
Management 0.90
Firefighters 5.70
Inside Workers — Administrative 1.00
TotaIFTE 7.60
Administrative / Other Support Services
• Fleet — equipment availability,
replacement of equipment
• GIS - provide mapping and relevant
occupancy data critical to the decision
making
• Permitting and Inspection / By -Law
Enforcement — support through their
day -to -day inspection work including
minimum standards and the vacant
building program
• Communications — assists with public
education and awareness
..
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.
2013 Fire Investigation Services - Accomplishments and Performance
• 45 fire investigations were conducted in 2013
2014 Major Initiatives, Major Projects and Fire Investigation Service Delivery Highlights
• Creating additional depth with respect to the capacity to conduct fire investigations.
• Investigate / examine opportunities to champion fire investigation service at a regional level.
• Hosting the Provincial delivery of the Fire Investigator Level 1 course (one week course — 30 participants).
• Not investigate any automobile fire where the outcome is believed to be limited.
Approved 2014
243
67
Fire Investigation Service — Service Levels and Resources
Investigator arrives on within 30 minutes • 45 to 100 investigations on average
of being called. carried out annually
The Saint John Fire Department expects
to identify the area of origin 95% of the
time, the point of origin 90% of the time
and the source of ignition 85% of the
time.
All Fire Investigators are certified to:
• NFPA 912 - Guide for Fire and
Explosion Investigations
• NFPA 1033 - Standard for Professional
Qualifications for Fire Investigator
Approved 2014
Without knowing the cause and origin of a
structure fire, insurance companies may
not payout claims, faulty products may
not be identified, contributing human
behavior and potential acts of arson may
go undetected.
Accurate detection of the cause of fire
helps determine fire education and code
enforcement needs.
244
Wages & Benefits $52,729
Goods & Services 22,150
Total Expenditures $74,879
Full Time Equivalent Positions (FTE)
Management 0.10
Firefighters 0.30
TotaIFTE 0.40
Administrative / Other Support Services
• Fleet — equipment availability — Fire
Investigation Van
• Police — participate in the investigation
of suspicious fires
• Permitting and Inspection / By -Law
Enforcement — support through their
day -to -day inspection work including
minimum standards and the vacant
building program
• Saint John Salvage Corp and Fire Police
— volunteer organization providing site
security and traffic management
T.
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 -
hazards approach to preventing or mitigating risks, ensuring
preparedness through effective response and recovery mechanisms,
and achieving continuous improvement through program evaluation
and revision.
Provincial, Municipal and Federal legislation/ Standards
Community readiness and resilience
Municipal government operational readiness
Industry standards
2013 Emergency Management Service - Accomplishments and Performance
• Implemented two extensive awareness campaigns to promote emergency preparedness
• Trained over 30 people on Sentinel Systems emergency management software
• Through Saint John College, SJ EMO developed draft policies for social media management and public notification.
• Held several joint exercises with industrial partners.
2014 Major Initiatives, Major Projects and Emergency Manager Service Delivery Highlights
• Continue to 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).
• Continue to conduct field exercises in conjunction with local partners.
• Develop specific site emergency response plans to augment the existing all hazards plan, for the purpose of enhancing site specific
catastrophic event mitigation and recovery.
• Re- establish an advisory committee for SJ EMO
• From an SJ EMO perspective, provide technical input in various Environmental Impact Assessment processes.
Approved 2014
245
..
Emergency Management Service — Service Levels and Resources
Strive to maintain an up -to -date
Emergency Plans (including Evacuation &
Emergency Management Units) with
regular operational testing (CSA Z1600).
Strive to ensure that an appropriate
number of people have been identified to
support a prolonged EMO event.
Strive to ensure documentation is
regularly updated
Strive to ensure the identified EMO
participants are adequately trained.
Approved 2014
• The regular engagement of numerous
EMO participants / stakeholders
through planning and exercises
• Effective response to events which
require EMO participation
EOC fully functional within an hour of
the Emergency Measures Organization
activation.
The service strives to: minimize the
impact of emergencies on the residents,
property and environment of Saint
John; support effective and efficient
emergency operations and helps to
develop a knowledgeable and prepared
community. However without
dedicated human resources and
sufficient funding, service outputs are
diminishing.
• Without dedicated human resources
and sufficient funding for the Service,
there will be no regular emergency
event exercises or regular employee
training. Emergency event exercises
and employees training will be
addressed on an ad hoc basis.
Without dedicated human resources
and sufficient funding, public
awareness campaigns will not be
regular or ongoing. It will take longer
to create an informed public about
what to do during an emergency event.
Similarly sporadic awareness campaigns
lack effectiveness.
• The opportunity to lead EMO at the
regional level diminishes without
dedicated human resources.
246
Wages & Benefits $164,125
Goods & Services 100,820
Total Expenditures $264,945
Full Time Equivalent Positions (FTE)
Management /Professional *1.65
Inside Worked - Administrative 0.50
TotaIFTE 2.15
*Funding includes 1 full position in EM —
establishment includes 0.5 EMO position
Administrative / Other Support Services
• Fleet — equipment availability — EMO
Command Trailer
• IT — Facilitates the technological,
software and communication needs of
the Emergency Operations Centre
PSCC — receives, records and
dispatches emergency calls as well as
acts as acts as a resource to the
Emergency Operations Centre during
activation
Communications — notifications,
assistance with public education and
awareness, crisis communications
preparedness
Other Service Areas — provide staff
support to the Emergency Operations
Centre as well as on scene
management when the EOC has been
activated
in
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
environmental stewardship and keeping Saint John clean. Services delivered include Roadway Maintenance,
Sidewalk Maintenance, Pedestrian and Traffic Management, Stormwater Management, Solid Waste
Management, Parks and City Landscape, and Recreation and Sports Facilities. Engineering is an internal
support to the delivery of these services and other services delivered by the City.
Organizational Goals
To establish the City of Saint John as a service - based, results oriented, high performance public service
organization.
Service Based
• Considering the needs of the
community as a whole
• Creating opportunities for
citizen feedback and input
• Responding effectively and
efficiently to address
community needs
Approved 2014
Results Oriented
• Safe, efficient transportation
system with minimal service
interruption
• Quality, fiscally responsible
maintained infrastructure
• Clean and aesthetically
pleasing community
High Performance
• Collaborative, strategically
minded workforce
• Culture focused on
contributing to community
goals through service delivery
• Resource conscious and
accountable for results
247
Roadway
Maintenance Service
Sidewalk
Maintenance Service
Pedestrian and Traffic
Management Service
Stormwater
Management Service
Solid Waste
Management Service
Parks and City
Landscape Service
Sports and Recreation
Facilities Service
Engineering
71
Transportation & Environment Services Summary
Approved 2014
.;
Projected Expenditures
2015 2016 2017
72
Approved
2013
Expenditures
2014
Revenue
FTE
Roadway Maintenance Service
Roadway Surface Maintenance
8,111,112
6,332,016
30,000
28.55
Roadway Snow and Ice Control
5,000,889
4,945,281
200,000
31.73
Street Cleaning
1,749,414
1,885,781
0
20.18
Total Service
14,861,415
13,163,078
230,000
80.46
Sidewalk Maintenance Service
Sidewalk Surface Maintenance
667,233
591,192
0
6.39
Sidewalk Winter Maintenance
893,257
902,609
0
6.37
Total Service
1,560,490
1,493,801
0
12.76
Pedestrian and Traffic Management Service
Traffic Enhancements
404,352
562,876
0
4.49
Traffic Maintenance
1,280,448
1,782,441
20,000
11.05
Total Service
1,684,800
2,345,317
20,000
15.54
Storm Water Management Service
Stormwater Maintenance
3,366,348
3,165,539
0
15.21
Total Service
3,366,348
3,165,539
0
15.21
Solid Waste Collection Service
Solid Waste and Compost Collection
3,568,529
3,547,444
90,000
15.86
Total Service
3,568,529
3,547,444
90,000
15.86
Engineering
541,451
499,369
2,000
4.54
Approved 2014
.;
Projected Expenditures
2015 2016 2017
72
Summary continued...
Total Service
Approved
2014 Projected Expenditures
2013
Expenditures Revenue FTE 2015 2016 2017
Parks & City Landscape Service
Arena Operation and Maintenance
1,442,420
Parks Maintenance
2,237,921
2,512,162 11.56
Urban Forestry
258,627
269,513 3.00
Lifeguards
147,720
117,720
Mispec Park
45,000
30,000
Saint John Horticultural Association
40,000
40,000
Total Service
2,729,268
2,969,395
14.56
Sports and Recreation Facilities Service
Arena Operation and Maintenance
1,442,420
1,508,706
754,701
12.23
Sportsfield Operation and Maintenance
1,325,655
1,224,401
88,300
10.03
Other Facility Operation and Maintenance
362,130
410,405
2.30
Sport Administration (Facility Booking)
Subsidies —Arenas
165,000
169,000
Subsidies — Aquatic Clubs
15,822
15,822
Lord Beaverbrook Rink
154,000
159,000
Aquatic Centre
194,617
322,070
Total Service
3,659,644
3,809,404
843,001
24.56
Parking Service (Administration Support)
560,379
560,379
1,900,000
X1.50
Transit Service
6,867,991
6,886,723
Environment Committee
Total Transportation & Environment Services $39,400,315 $38,440,449 3,085,001 *186.50
Additional 1.5 FTE in Parking Service is funded through the Saint John Parking Commission and is part of the City's establishment.
Approved 2014
249
73
Table of Contents — 2014 Service Plans
Roadway Maintenance Service ......................................................................................................................... ............................... 75
SidewalkMaintenance Service .......................................................................................................................... ............................... 81
Pedestrian and Traffic Management Service .................................................................................................... ............................... 85
StormwaterManagement Service .................................................................................................................... ............................... 90
SolidWaste Management Service ..................................................................................................................... ............................... 92
Parks& City Landscape Service .......................................................................................................................... ............................... 94
Sport and Recreation Facilities Service ........................................................................................................... ............................... 100
Engineering...................................................................................................................................................... ............................... 106
TransitService .................................................................................................................................................. ............................... 108
ParkingService ................................................................................................................................................. ............................... 111
Approved 2014 74
250
Roadway Maintenance Service
The Roadway Maintenance Service provides motorists and cyclists with
safe, functional roads and maintains accessibility of these roads through all
seasons. The service utilizes various techniques and processes to maintain
the integrity of the road surface and extend roadway service life, including
preventive maintenance activities (asphalt patching, crack - sealing) and
maintenance resurfacing of deteriorated roadway sections; mitigation of
the effects of snow and ice during the winter months; maintenance of
roadway structures (retaining walls, guiderails) and medians; surface
reinstatement of roadway excavations; and cleaning streets of sand and
debris.
Service Delivery
Roadways are maintained using a priority system based on
street classification (use / need) and traffic volumes. The goal is
to ensure that service is delivered to minimize the risk of injury
or property damage and service interruptions.
Priority 1: main streets, highway connections, emergency routes
Priority 2: major bus routes, schools, business areas
Priority 3: collector streets, minor bus routes, industrial parks
Priority 4: local or subdivision streets
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 2014.
Roadway Maintenance Programs
Approved 2014
Focus on asset management and integrated planning
Accessibility to various sustainable modes of transportation
Economic uncertainty, inflation, and supply and cost of materials
Global weather conditions and impact on safety and infrastructure
Inventory and condition assessment of transportation infrastructure
Innovation in maintenance techniques and methodologies
Organizational capacity
Expectations for safe, functional roads with timely service response
251
75
2013 Roadway Maintenance Service Accomplishments and Performance
• Council priority to implement recommendations for improvements to the City's roads using pavement condition index (PCI) measures and
increase funding to enable a more aggressive maintenance program resulted in an increase in the PCI rating to 77 %. The improved service
level and funding reflects Council's increased funding commitment.
U
a
v
m
v
100
85
70
55
40
25
10
Total Average Pavement Condition (PCI)
for all City of Saint John Streets (asphalt surface only)
� PCI 70 PCI Target
In 2013 the PCI indicates an increase in asphalt pavement condition
from the previous year. In order to maintain and improve on the
2011 PCI, it was recommended that 61 lane kilometres of asphalt
rehabilitation and /or reconstruction work be completed. Given the
funds allocated to the service, 60 lane kilometres of milling and
v
overlay, microsurfacing and total reconstruction were actually
U completed in 2013. As a result, the percentage of streets below the
tw
critical PCI has remained steady.
Note: A correction in PCI results was applied to account for anomalies in the software. PCI is
a 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
provincial roads (citizens do not consider responsibility for maintenance when determining
their satisfaction with service delivery).
• Developed and implemented manhole inspection, retaining wall, and guide rail preventative maintenance programs to identify
infrastructure deficits and plan maintenance and replacement costs. Permanent repairs were completed for 85 structures as part of the
asphalt resurfacing program (75 General Operating and 10 Capital) and approximately 50 temporary repairs (asphalt collaring) were
completed until permanent repairs can be completed.
• Street sweeping completed for 97% of asphalt street inventory with curb and sidewalk only.
Approved 2014
252
76
• Service objectives for winter maintenance were achieved
during most storm events (chart above). Issues occurred
during storms of higher severity due to 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.
• Winter parking ban supported more efficient operations
and a decrease in insurance claims and associated claim
costs resulting from incidents with parked cars and snow
clearing equipment (in relation to the severity of the
winter storm season).
• Initiated Brine program by purchasing two units, one east
and one west. The goal is to reduce the amount of salt
used by 20 %.
Percent kilometres of streets plowed to service level
standards by storm event for 2012 -2013 Winter Storm Season
■ Primary Standard Secondary Standard ♦ Storm Severity Index
100%
r
H 80%
m
c
a
60%
E
Y
40%
a
v
a 20%
0%
10 -12 -2012 27 -12 -2012 30 -12 -2012 16 -01 -2013 19 -01 -2013 03 -02 -2013
2014 Major Initiatives, Major Projects and Roadway Maintenance Service Delivery Highlights
• Complete an Operational and Financial Analysis of the asphalt maintenance activities.
• Enhance guiderail program to deal with inefficiencies in the inventory
• Resurface chip seal roads with asphalt to reduce maintenance repair costs
• Complete street sweeping analysis (operational financial analysis)
• Develop a best management practice Inspection program for retaining walls
Approved 2014
253
70
60 W
M
c
50 ,>
40 N
E
30 p
kA
20
10
0
77
Roadway Surface Maintenance Program - Service Levels and Resources
Asphalt maintenance of roadway surface
to maintain a network PCI of 77.5 %.
Repair potholes, asphalt damage and
shoulder drop -offs within the timelines
set out below after becoming aware of
the fact 80% of the time.
Emergency or Urgent (hazard to persons
or property, interrupts service or
potential to turn into a hazard and
> 200 cmz in area and 10 cm in depth)
• Priority 1 Streets — 4 days
• Priority 2 Streets — 7 days
• Priority 3 Streets —14 days
• Priority 4 Streets — 30 days
Seasonal repair of potholes, asphalt
damage and shoulder drop -offs as
resources are available or when area
deteriorates to Urgent priority.
Repair or replacement of guiderail or
retaining walls that may be a hazard to
persons or property or interrupt service
within 1 month for guiderail and up to 2
years for major retaining walls of the
becoming aware of the fact.
Approved 2014
• 60 lane km resurfacing (mill and seal)
• 12 lane km microsurfacing
• 30,000 lineal meters of crack sealing
• 700 potholes (average)
• 300 other various types of asphalt
repairs that are generated through
the work order system on average
(water roll, asphalt sidewalks,
curbing).
• 30 km of road shouldering (average)
• Requirements vary annually
depending on citizen requests and
inspection results.
• Service strives to maintain streets to
an acceptable standard to ensure
safety, extend service life, and achieve
the best value for the investments
made in these public assets.
• Proposed asphalt rehabilitation work
will support maintaining and minor
improvements to the PCI standards
and addresses a very small portion of
the infrastructure deficit. Investment
in asphalt rehabilitation reduces long
term costs associated with
maintenance and reconstruction of
streets.
Cost - effective resurfacing of municipal
streets should be coordinated with
curb and sidewalk renewal in order to
realize the expected service life of the
street. Limited funding allocations for
curb in the operating budget (some
curb and sidewalk in capital) means
that the focus of the resurfacing
program will be on roads without curb
and sidewalk.
Asphalt repair (potholes and damage)
addresses immediate safety and
liability concerns.
• Guidelines support customer service
improvement initiatives by providing
better information to citizens on
service expectations and reducing
work order deficit.
• Additional funding in 2013 ($1.3 M) to
increase PCI target to 80 (from 70).
254
Wages & Benefits $1,971,596
Goods & Services 4,360,420
Total Expenditures $6,332,016
Revenue(PDH /RDH) $30,000
Full Time Equivalent Positions (FTE)
Management
0.98
Inside Workers
1.80
Outside Workers
25.77
TotaIFTE
28.55
Part Time Positions (PTE) 0.50
Administrative / Other Support Services
• Fleet — equipment availability
• Purchasing — supply of materials
• Human Resources — staffing / training
• Communications — notifications, assist
with public awareness of service
expectations
• Police — Work Zone Safety monitoring
• GIS — inventorying and displaying
assets for management of
infrastructure
IW
Roadway Snow and Ice Control Program - Service Levels and Resources
Plow all streets of snow (plowing) within
the City's road network to meet service
objectives after a storm event 100% of
the time.
Priority 1: 8 hours — bare travel lanes
2 days — bare curb to curb
Priority 2: 8 hours — bare centre line
2 days — bare travel lanes
Priority 3: 12 hours — bare centre line
3 days— bare travel lanes
Priority 4: 12 hours — accessible / packed
4 Days — bare center line
Remove snow as follows:
Priority 1: Before 20 cm accumulation or
a.s.a.p. after a major storm
Priority 2: Before 30 cm accumulation or
a.s.a.p. after a major storm
Priority 3: Before 60 cm accumulation or
a.s.a.p. after a major storm
Priority 4: As determined by conditions
Response to service requests for winter
drainage issues, plowing and snow
removal within 72 hours after end of
storm 80% of the time - action taken as
resources are available (immediate if
urgent). Drainage issues may not be
resolved until construction season.
Approved 2014
Average 10 -12 storm events annually
• 330.4 lane km Priority 1 (main streets,
emergency routes, highway connect)
• 185.4 lane km Priority 2 (bus routes,
schools, businesses areas)
• 255.4 lane km priority 3 (collector
streets, industrial parks, minor bus
routes)
• 572.4 lane km local streets /
subdivisions
• Tonnes of snow removed from streets
depends on accumulation and
severity of winter storm conditions
• Number of requests varies annually
• The service strives to enhance public
safety by providing functional streets
that allow safe movement of people,
vehicles and goods safely through the
extremes of winter snow and ice
events.
Ability to meet defined service
objectives is dependent on storm
severity and frequency as well as
equipment availability (winter
maintenance operations is hard on
equipment).
• The service strives to meet plowing
objectives for priority 3 and 4 streets.
The public should expect that initial
response or pass to these streets will
occur later than in past winter weather
seasons.
255
Wages & Benefits $2,271,965
Goods & Services 2,673,316
Total Expenditures $4,945,281
Revenue(PDH /RDH) $200,000
Full Time Equivalent Positions
Management
1.01
Inside Workers
0.60
Outside Workers
30.12
TotaIFTE
31.73
Administrative / Other Support Services
• Fleet — equipment availability
• Purchasing — supply of materials
• Human Resources — staffing / training
• Communications — notifications,
assists with public awareness of
service expectations
• Legal — parking / by -law enforcement
• Parking — enforcing the Traffic By -law
• Police — enforcing the Traffic By -law
for the Overnight Parking Ban in the
South Central Peninsula
• GIS —inventorying and displaying
assets for management of
infrastructure
IM'
Street Cleaning Program - Service Levels and Resources
Weekly sweeping of streets in the
Central Business District
Weekly sweeping of city wide priority 1
streets
Annual sweeping of streets with curb
only and designated biking areas city
wide between April and mid - October
(i.e., streets swept once a year)
Maintain and collect garbage from City
barrels and pole baskets (inspected and
emptied 4 times / week)
Illegal dumping complaints cleaned up
within 5 days
Approved 2014
• 36.5 lane km streets
• 41 lane km streets
• 323 km streets annually
• 39 City barrels
• 101 pole baskets
• 485 illegal dumping clean -ups in 2012
• The service strives to clean streets of
sand and debris to make it safer and
cleaner for the community.
• Limiting sweeping operations to only
those streets with curbs minimizes the
impact on stormwater management
operations. However, in areas of the
City where materials and debris builds
up, line painting may deteriorate
faster, dust may be more difficult to
control and may pose a small safety
hazard to pedestrians, cyclists and
motorists.
• To maintain a healthy and attractive
urban environment, the Central
Business District (CBD) receives a
strong focus due to high density of
activity from citizens and tourists
including Cruise Ship visitors.
• The barrel /pole basket program
provides a valuable service in keeping
City streets clean on an ongoing basis.
• Illegal dumping clean -ups mitigate
construction debris on streets and
furniture that can be a fire hazard.
256
Wages & Benefits $1,332,021
Goods & Services 553.760
Total Expenditures $1,885,781
Full Time Equivalent Positions (FTE)
Management
0.57
Inside Workers
0.12
Outside Workers
19.49
TotaIFTE
20.18
Part Time Positions (PTE) 0.10
Administrative / Other Support Services
• Fleet — equipment availability
• Purchasing — supply of materials
• Human Resources — staffing / training
• GIS — inventorying and displaying
assets for management of
infrastructure
:1
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
61 Sidewalk Maintenance
0 Sidewalk Snow and Ice Control
Approved 2014
Focus on asset management and integrated planning
Accessible municipal sidewalk, walkway and trail network
Economic uncertainty, inflation, and supply and cost of materials
Global weather conditions and impact on safety and infrastructure
Maintained infrastructure that connects neighbourhoods
Innovation in maintenance techniques and methodologies
Organizational capacity
Expectation for safe, functional sidewalks with timely service response
257
.M
2013 Sidewalk Maintenance Service Accomplishments and Performance
• The primary service objective for winter sidewalk maintenance
was met 97% the time
• Completed a comprehensive inspection of 50% of the City's
sidewalk assets
• Several sidewalk sections at crosswalks were enhanced in
conjunction with pedestrian crosswalk projects
2014 Major 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.
Approved 2014 82
258
Percent kilometres of sidewalks plowed
to service level standards by storm event.
2012 -2013 Winter Storm Season
100%
—
80
70
x
i
80%
—
60
Y
60%
so
m
c n
40
>
u
40%
30
n
v
20
20%
0
to
n
0%
0
titi 1 titi ti� ti3 ti� ti� ti� ti� ti� p
,yo ,yo ,yo ,yo ,yo ,yo ,yo ,yo ,yo ,yo ,yo
tiff
yo
2014 Major 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.
Approved 2014 82
258
Sidewalk Maintenance Program - Service Levels and Resources
Repair Priority 1 Trip Hazards (sidewalks
that provide direct access to pedestrian
generators with lips or gaps of 25 mm or
greater) within 1 month of receiving a
request between May and October and
within 10 months between November
and April.
Repair Priority 2 Trip Hazards (sidewalks
that do not provide direct access to
pedestrian generators with lips or gaps of
25 mm or greater) within 9 months of
receiving a request between May and
October and within 18 months between
November and April.
Installation of barrier free accesses to
sidewalks at crosswalks.
Mowing of medians and other
greenspaces around sidewalks will not be
completed as part of service delivery
other than are required in areas where
sight -lines are obstructed.
Approved 2014
• Approximately 125 trip hazards
repaired annually
• 14.6 km of concrete curb and 5.7 km
of concrete sidewalk to replace
asphalt curb and sidewalk.
• 10 new access ramps installed
annually
• As required
The service strives to provide
maintenance that ensures there is a
clean, clear, accessible and safe place
for pedestrian traffic, focusing on (1)
repair or replacement of sidewalk
sections to eliminate trip hazards and
(2) installation of access ramps ensuring
sidewalks are accessible to everyone.
• Pedestrian safety improves with repair
to trip hazards.
• Mitigate liability to City with respect to
trips and fall resulting in injury to the
public.
• Lower priority trip hazards remain
unrepaired, with a small chance of
causing injury.
• Improve accessibility to the sidewalk
and walkway network for everyone.
• Mowing of greenspaces around
sidewalks will focus on public safety
issues resulting in areas of the City that
may not be as aesthetically pleasing.
259
Wages & Benefits $445,661
Goods & Services 145,531
Total Expenditures $591,192
Full Time Equivalent Positions (FTE)
Management
0.37
Inside Workers
0.08
Outside Workers
5.94
TotaIFTE
6.39
Administrative / Other Support Services
• Fleet — equipment availability
• Purchasing — supply of materials
• Human Resources — staffing / training
• GIS — inventorying and displaying
assets for management of
infrastructure
Sidewalk Snow and Ice Control Program - Service Levels and Resources
Plow 61% of the sidewalks in the City to
the standards set out below 95% of the
time.
a) plow a pedestrian passage:
• Priority 1 within 12 hours
• Priority 2 and 3 within 24 hours
• Priority 4 within 72 hours
b) plow to a walking surface with traction
standard
• Priority 1 within 2 days
• Priority 2 and 3 within 3 days
• Priority 4 within 4 days
Approved 2014
240 km of sidewalks plowed based on
the following criteria:
• Higher pedestrian volumes (close
proximity to retail areas, SJ Transit bus
stops, schools)
• Continuity of a pedestrian system
• Sun exposure in melting snow and ice
• Efficiency of servicing by sidewalk
plowing equipment
• Higher vehicle volumes or speeds
• The service strives to remove snow
from a portion of the City's sidewalk
infrastructure during and after winter
storm events that include salting and
sanding operations, supporting the
safe, efficient flow of pedestrian traffic
in a portion of the City.
• With the right- sizing of equipment to
support snow control operations, the
public should expect that initial
response (or first pass) to sidewalks
may occur later than in past winter
weather seasons.
260
Wages & Benefits $457,079
Goods & Services 445.530
Total Expenditures $902,609
Full Time Equivalent Positions (FTE)
Management
0.19
Inside Workers
0.22
Outside Workers
5.96
TotaIFTE
6.37
Critical Internal Service Support
• Fleet — equipment availability
• Purchasing — supply of materials
• Human Resources — staffing / training
• 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
X
Pedestrian & Traffic Management Service
The Pedestrian & Traffic Management Service strives to provide 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, the Institute of Transportation Engineers and the International Municipal
Signal Association. This service is guided by the Provincial Motor Vehicle Act and City's Traffic By -Law. The Service consists of year round
maintenance of traffic and pedestrian signals, traffic control and informational (e.g., street name) signage and seasonal painting of traffic lane
lines and markings. The Service also investigates community requests, then implements where warranted traffic flow or safety improvement
enhancements.
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 2014.
Pedestrian and Traffic Management Programs
WTraffic Maintenance
0 Traffic Enhancements
Approved 2014
Road users' knowledge in and participation in following traffic rules
Accessibility to various sustainable modes of transportation
Economic uncertainty, inflation, and supply and cost of materials
Environmental considerations in traffic management
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
Age and /or condition of existing infrastructure
261
.T
2013 Pedestrian & Traffic Management Service Accomplishments and Performance
• Re- painted all crosswalks around schools prior to the start of the 2013 -2014 school year
• Re- painted 100% of the traffic markings (hatches /arrows /crosswalks /lane stop lines) and traffic lane lines inventory except some hatches
• Installed Pedestrian Signals on Westmorland Road between two major malls
• Partly installed Pedestrian Signals on Main Street West with completion planned for early 2014
• Facilitated and worked with community in enhancing a crosswalk near Forest Hills School
• Coordinated with the Province of New Brunswick in mitigating impacts related to the Harbour Bridge Rehabilitation Project including
communicating regular status updates to various stakeholders, re- installing an alternate route for pedestrians and cyclists including the
temporary Main Street Bike Lane and modifying operations at traffic signals
• Installed the Campus Harbour Connection Bike Route, a cycling system connecting Harbour Passage to the University /Hospital area
• Replaced and upgraded all traffic signal infrastructure at the intersection of Somerset Street and Wellesley Avenue
• Completed a comprehensive traffic engineering report for a section of Hillcrest Road in response to a Chief Coroner's request following a
motor vehicle accident resulting in death, which was presented to Common Council and the Chief Coroner
• Completed improvements to the intersection of Bleury Street and Sand Cove Road to, in part, improve motorists' compliance with the
displayed Stop signs
• Worked with Irving Oil Limited in the successful installation of traffic signals at the Irving Oil Refinery on Loch Lomond Road
• Assessed several design plans and reports for planned land development from a traffic engineering perspective
• Assessed design plans and participated during construction in problem solving and inspection of traffic signal installations, particularly those
associated with the One Mile House Interchange
• Reported back to and as a result of direction from Common Council, including relating to on- street parking on Douglas Avenue and Woodville
Road and benefits to traffic flow resulting from the One Mile House Interchange
• Developed and obtained Common Council endorsement of a planned Safer School Zones Program
• Continued to enhance pedestrian access at the intersection of Consumers Drive and Westmorland Road
• Initiated a Leading Pedestrian Interval pilot project at an existing signalized intersection between two major malls on Westmorland Road
Approved 2014 86
262
• Continued to develop a Traffic Signal Division for the City's General Specifications and enhanced specifications for various signal materials
• Completed 16 traffic flow or safety improvement investigations or enhancements. More significant projects are detailed above
• Completed 46 traffic signal maintenance job orders
2014 Major Initiative, Major Projects and Pedestrian & Traffic Management Service Delivery Highlights
• Complete 33% of a Transportation Master Plan (that supports Plan SJ), pending required funding
• Continue to install Accessible Pedestrian Systems at signalized intersections
• Improve traffic flow along Loch Lomond Road
• Compile a recommended update to and consolidation of the City's Traffic By -Law and seek Common Council and Provincial Registrar of Motor
Vehicles approval
• Complete three Safer School Zone Projects (Bayside Middle School, Bayview Elementary School, Price Charles Elementary School)
• Incorporate a Traffic Signals Division and associated Standard Drawings into the City's General Specifications document
• Complete 100 Job Orders related to investigating or completing enhancements in response to requests from citizens for improved traffic flow
or safety
• Complete a design and cost estimate for the introduction of the Trans Canada Trail system west to east through the City
• Manage the school traffic crossing guard program at approximately 30 school sites
Approved 2014 87
263
Traffic Maintenance Program - Service Levels and Resources
Annual painting of all traffic lines and
required street markings (based on
previous markings)
Maintenance of signalized intersections
with a focus on proactively replacing worn
out equipment:
• Temporary solution to Priority 1 signal
maintenance activities such as
malfunctioning red /amber lights,
removed or loose poles and lights to be
completed within 24 of a request with a
permanent solution to follow.
• Priority 2 signal maintenance activities
such as malfunctioning low volume
intersection or some preventative
maintenance tasks to be completed
within 1 month of a request.
Maintenance of the City's inventory of
traffic and information signage:
• Priority 1 sign maintenance activities
(missing Stop and Yield signs) to be
completed within 8 hours of a request
• Priority 2 sign maintenance activities
(missing Warning, Pedestrian crossing,
School Zone, or Street Name signs) to
be completed within 1 month of a
request
• 350 kilometres of traffic lines
• 3,300 traffic markings including
crosswalks
• 71 signalized intersections
• 23 red /amber flashing lights
• 11 signalized pedestrian crossings
• Inspection and inventory of signalized
intersections infrastructure to continue
• 2,000 (approximately) maintained /
installed annually
• Inspection and inventory of sign
infrastructure to continue
Manage school crossing guard program • 30 locations
morning, lunch (some locations) and after
school (September through June)
Approved 2014
• Well- maintained traffic control devices
(signs, markings, signals) remain visible
to roadway users toward keeping them
and other users safe.
• Current inventory of traffic control
markings and signs can be maintained.
• An outstanding opportunity to reach
resources required to preventatively
maintain installed traffic signals exists.
• High priority signage can be maintained
in a timely manner, lower priority (e.g.,
parking and guide signs) will take longer
to replace.
264
Wages & Benefits $1,021,350
Goods & Services 761,091
Total Expenditures $1,782,441
Revenue $20,000
Full Time Equivalent Positions (FTE)
Management
0.89
Inside Workers
3.22
Outside Workers
7.70
TotaIFTE
11.81
Administrative / Other Support Services
• Fleet — equipment availability
• Purchasing — supply of materials
• Human Resources — staffing / training
• GIS — inventorying and displaying
assets for management of
infrastructure
::
Traffic Enhancements Program - Service Levels and Resources
Priority 1 traffic enhancements that meet
the following criteria to be completed
within 1 year of request:
• Potential immediate hazard to road
users
• Intersections that experience a Failing
Level of Service
• Potential pedestrian crossings providing
direct access to high pedestrian
generators
Approved 2014
Complete 25 traffic flow or safety
improvement investigations or
enhancements, such as those related to
• Traffic calming
• Parking restrictions
• Bike lanes
• Pedestrian crosswalks
• Street lighting
• Vehicle traffic flow
• The service strives to improve safety
and enhance the flow of movement
for pedestrian, bicycle, and vehicular
traffic.
• Service delivery is focused on only the
highest priority citizen requests with
resolution of many requests being
delayed.
• An updated Transportation Master
Plan would assist in guiding long term
investment and decision making in the
City's transportation system with the
resources required to complete it
265
Wages & Benefits $322,532
Goods & Services 240.344
Total Expenditures $562,876
Full Time Equivalent Positions
Management
0.28
Inside Workers
1.02
Outside Workers
2.43
TotaIFTE
3.73
Administrative / Other Support Services
• Human Resources —staffing/ training
• Communications — notifications, assists
with public awareness of service
expectations
:•
Stormwater Maintenance Service
The Stormwater Management Service provides
neighbourhoods, roadway users and adjacent property owners
with functional public drainage systems: the minor (piped)
component designed to convey runoff from a 1 in 5 -year level
storm and the major (overland) system a 1 in 100 -year return
period storm. The service utilizes various techniques and
processes to maintain the integrity of drainage courses, ditches,
Focus on asset management and preventive maintenance
Expanding infrastructure
Combined sewers
Economic uncertainty, inflation, and supply and cost of materials
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.
2013 Stormwater Management Service Accomplishments and Performance
• Completed 5 local drainage projects.
• Developed and implemented a Stormwater Retention Pond Preventative Maintenance Program.
2014 Major Initiatives, Major Projects and Stormwater Maintenance Service Delivery Highlights
• Continue with ditching and culvert inventory and condition assessment.
• Development of a Stormwater By -Law
• Increase productivity of stormwater video inspection program through increase coordination with Saint John Water.
• Ongoing stormwater infrastructure inventory condition assessments and local drainage projects.
Approved 2014
266
M
Stormwater Maintenance Program - Service Levels and Resources
Preventative maintenance of stormwater
piping infrastructure:
• Stormwater lines videoed and inspected
• Catch basins cleaned on a 7 - year cycle
Complete 70% of all Priority 1 Critical or
Emergency Service Requests - hazard to
persons or property, catastrophic causing
interruptions to service delivery.
Response is within the construction
season (April to October)
Approved 2014
• 13.5 km stormwater lines videoed and
inspected
• 1,133 catch basins
• Above Data as of November 28, 2013
• Completed 77 of 101 priority 1 service
requests (76 %)
• 4 stormwater lines repaired
• 18 culverts replaced
• 179 structures repaired / adjusted
• 5 local drainage projects
• 3.1 km ditching
• Above Data as of November 28, 2013
• The service strives to effectively control
erosion and mitigate potential damage
caused by flooding
Wages & Benefits $1,106,306
Goods & Services 2,059,233
Total Expenditures $3,165,539
• Removal of material from the piped Full Time Equivalent Positions (FTE)
system to prevent blockages and failure Management 0.77
Inside Workers 2.25
Outside Workers 12.19
TotaIFTE 15.21
• Permit overland drainage of water off
of roads and away from properties to
mitigate flooding
267
Part Time Equivalents 0.25
Administrative / Other Support Services
• Fleet — equipment availability
• Purchasing — supply of materials
• Human Resources — staffing / training
• Communications —flood warnings,
preparedness notifications
• Insurance— claims for damage to
private property from flooded
basements
• Legal — defense of liability for flooded
basements as necessary
r
Solid Waste Management Service
The Solid Waste Management Service provides effective and
efficient collection and disposal of refuse and compost waste to
residential households. Working with the public, the goal is to
achieve optimal waste diversion and to reduce environmental
degradation. Collection is carried out in accordance to the Solid
Waste By -law and the guidelines set out by the Fundy Region
Solid Waste Commission
Focus on sustainability (waste diversion)
Regional partnership relationships, landfill operations
Illegal dumping considerations
Geographic characteristics of the community
Changing customer base (residential mix in relation to commercial)
Organizational capacity, nature of labour intensive work
Public expectations related to collection and diversion
2013 Solid Waste Management Service Accomplishments and Performance
• Completing collection routes within an eight (8) hour shift
at least 99% of the time. The chart to the right illustrates
the percentage of collection routes completed within an 8
hour shift (inclusive of contractors and City forces).
However, the results show a steady improvement in the
efficiency of service delivery over previous years.
• 3,979 bulky items were collected from 1,700 households in
2012.
Approved 2014
120%
100%
v
E 80%
0 60%
0
40%
= 20%
0%
•:
Pecentage of collection routes completed
within an 8 hour shift in 2013.
Refuse Compost Target 95% • Tonnage Tonnage
,>
>
�!�_ ate. �4� e� • ems.
PJCp 5e�� O`1. �0J OeG
1,200
1,000
800 a
on
600 c
c
400 F_
ails'
0
92
2014 Major Initiatives, Major Projects and Solid Waste Management Service Delivery Highlights
• 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 to increase composting & environmental education
• Analysis nightshift collection moving to day shift
Solid Waste Collection Program - Service Levels and Resources
Ensure all residential refuse and compost
collection routes are completed within
an eight (8) hour shift not less than 95%
of the time.
Annual delivery of Bulky Item Pick -Up
(scheduled) and White Goods Drop -Off
programs.
Partner with community organizations to
assist improving the local environment.
Approved 2014
• 22,190 residential household units
covering 53 City administered routes
• Approximately 11,467 tonnes of
refuse and 3,367 tonnes of compost
(2012)
• Year round bulky item pick -up
(Wednesday scheduled pick -up) with
approximately 3,979 items collected
• 4 White Good Drop -Off days (May &
October) with approximately 284
items collected
• 1,000 gloves /1,500 bags and garbage
pickup to 14 neighbourhood cleanups
in ACAP partnership
• Waste Reduction Week / Yard Waste
Program (Partnership with Fundy
Region Solid Waste to promote
awareness, funding component)
• The service strives to provide efficient
Wages & Benefits
$1,074,070
collection of refuse and compost for
Goods & Services
2,473,374
residential households.
Total Expenditures
$3,547,444
• Solid waste collection improves
Revenue
$90,000
quality of life by creating a healthy,
clean place to live work and play.
Full Time Equivalent Positions (FTE)
• Supporting waste diversion programs
Management
0.81
contributes to a sustainable
Inside Workers
0.65
environment.
Outside Workers
14.40
TotaIFTE
15.86
269
Part Time Positions 0.25
Administrative / Other Support Services
• Fleet — equipment availability
• Purchasing — supply of materials
• Human Resources — staffing / training
• Communications —assists with public
education
• Legal — support by -law enforcement
93
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 2014.
Parks & City Landscape Programs
* Parks Maintenance
o Urban Forestry
u Rockwood Park
Approved 2014
Focus of sustainability, asset management, expanding infrastructure
Regulatory and legislative requirements related to maintenance
Economic uncertainty, inflation, and supply and cost of materials
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
270
94
2013 Parks & City Landscape Accomplishments and Performance
• Coordinated local green space park and trail improvements in conjunction with
community groups at: Pvt. Greenslade Park, Rockwood Park, Mispec Park, SJ
Waterfront Development Committee, Dominion Park, Rainbow Park and Milford Park.
• Re- opened Mispec Beach Park with new washroom facilities, new parking lot and
coordinated seasonal maintenance with Canaport LNG.
• Completed signage renewal program in Rockwood Park, including trails, amenities and
billboard signage.
• Completed re- design of www.rockwoodpark.ca
• Coordinated Shamrock Park Community Garden expansion and coordinated
establishment of new community gardens at Lorne Middle School and Carleton
Community Centre.
• Established spring flowers program (15 000+ tulips, daffodils and other spring
flowering varieties have been planted).
• Supported beautification efforts at local area schools for Arbor and Trees Canada Days
• Provided leadership and technical support for the 13th year of Marigolds on Main.
• Supported refurbishment efforts and unveiling of King's Square Bandstand.
• Supported King's Square entertainment series, over 40 events.
• Supported 10 local farmer's market events in City Parks.
Percentage of Citizens Satisfied with
Parks and Trails
Z00%
v 80% • � .
�.2
> .,
v '�, 60%
v aoi
v E
n. o
V)
20%
0%
2010 2011 2012
Citizen satisfaction is an indicator of how well service
delivery is addressing the community's needs. Satisfaction
with service is determined through an independent survey
of Saint John citizens. From 2010 to 2012, it is clear that
citizens are very satisfied with park and trail systems in the
community. A survey was not conducted in 2013.
Satisfaction results in Saint John are consistent with
municipal norms calculated by the consultant (Ipsos Reid)
of 90 %.
• Supported neighbourhood cleanup efforts at Rainbow Park, Chown Field and in the Old North End.
• Planned and supported revitalization of the Glen Falls School yard and playground in coordination with GNB and local volunteers.
• Coordinated programming in Rockwood Park with community groups such as PALS and the Saint John Naturalist club. These programs
attracted over 3000 people to the park and resulted in over 1500 volunteer hours towards various improvements to Rockwood Park's natural
areas.
• Completed Rockwood Park waterways assessment.
Approved 2014
271
95
• Provided resources and assistance for special events (South End Days, 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, Winter Lights Program and many
other smaller events)
Major Initiatives, Major Projects and Parks & City Landscape Service Delivery Highlights
• Big Belly Solar Compacting Waste receptacles installation
• Queen's Square park improvements
• Establish and support streetscape beautification program for Main St west. (hanging baskets)
• Complete installation of Shards of Time public art installation on Harbour Passage
• Create mapping and signage program for Little River Reservoir
• Present Street Trees Bylaw to Council
• Initiate the Saint John Waterways Park plan (route mapping, land agreements)
• Establish Manchester Bird Sanctuary (mapping and initial signage)
• Complete Rockwood Park Arboretum Revitalization plan (mapping, signage and interpretive materials)
• Complete update of Rockwood Park native species inventory
Approved 2014
272
M.
Parks Maintenance Program — Service Levels and Resources
Year round daily maintenance of
Rockwood Park including:
• Mowing, snow removal, planting, leaf
removal, turf maintenance, tree
planting, tree pruning, lighting
maintenance, fertilizing, watering,
pruning, garbage clean up and removal.
• Cross country and snowshoeing trails
maintained
• Mountain biking and general use trail
system maintained
Year round daily maintenance of 14
community parks including:
• Mowing, snow removal, planting, leaf
removal, turf maintenance, tree
planting, tree pruning, lighting
maintenance, fertilizing, watering,
pruning, garbage clean up and removal
• Christmas decoration, set up and
removal
• Water features maintenance.
Approved 2014
• 2,200 acres of nature park space
available for public use year -round
• 56 kms of general use and wilderness
trails maintained
• 30 acres of community parks, such as:
• King's Square
• Queen Square
• Loyalist Burial Grounds
• Harbour Passage
• Victoria Square
• 90,000 annuals planted annually
• 15,000 flower bulbs planted annually
• Service strives to improve the urban
environment by offering highly
maintained parks, greenspaces, trails
and tourist sites. These greenspaces
provide people with safe and beautiful
spaces for both leisure and active
pursuits.
• A wide range of trails are available to
make active living easily accessible to
citizens of all fitness levels and age
groups.
• A first class nature park is available and
easily accessible in the city core, which
promotes healthy living through
connection with nature.
• Environmental benefits include better
air quality, increased water retention
and reduction of noise and pollution.
• Beautiful public spaces increase
property values and promote
community building through citizen
interaction.
273
Wages & Benefits $1,450,246
Goods & Services 1,061,916
Total Expenditures $2,512,162
Lifeguard Grant $117,720
Mispec Park 30,000
Horticultural Society Grant 40,000
Total Grants $187,720
Full Time Equivalent Positions (FTE)
Management
1.31
Inside Workers
2.00
Outside Workers
8.25
TotaIFTE
11.56
Part Time FTE 10.08
Administrative / Other Support Services
• Fleet — equipment availability
• Purchasing — supply of materials
• Facilities Management — building
maintenance and capital
improvements
• Human Resources — staffing / training
• Communications — signage and
promotion of facilities, communication
material development
97
Parks - Resources and Service Levels Continued...
City right -of -way turf maintenance and
Tourist Information Center maintenance:
• Seasonal mowing and trimming
• Soil and pest management as
determined necessary by trained staff
• General clean up and garbage removal
• Washroom cleaning and maintenance
• 134 acres of turf maintained (right -of- • All visitors can easily access Saint John
way) parks and see the pride taken in our
• 6 Tourist Information Sites maintained community.
Seasonal operation and maintenance of •
public beaches:
• Greenspace maintenance, beach
cleaning, and garbage removal
• Lifeguard program supervision
Support various community projects
Approved 2014
Public access (unsupervised) to 5
beaches open 7 days a week from June
to September
• Dominion Park
• Lily Lake
• Little River Reservoir
• Tucker Park
• Fisher Lake
• Marigolds on Main - Support planting of
300,000 marigolds with school children,
and all subsequent maintenance
• Flag Maintenance - Raise and lower all
city flags. Replace as necessary
• Community Gardens - 3 Community
gardens established and maintained —
soil, fencing, water
• Christmas Decorations — Uptown SJ
Christmas Tree program and lighting
• Right of ways maintained to safe
driving standards.
• Orderly City appearance maintained to
foster respect for all public spaces.
• Active living options for entire families
which encourages healthy lifestyles
and community building through
recreation and leisure activities.
• Respect shown to other regions of the
province and country, and also to
veterans through proper flag display
etiquette.
• Environmental awareness raised
through local food production and
community pride instilled in citizens at
a very young age.
• Establishing strong working
relationships between local
government and community groups
working for positive change.
• Additional funds in 2013 for lifeguard
program ($30,000) to extend season
to September 2nd and Mispec Park
($45,000) to contract operations and
maintenance.
274
Urban Forestry Program — Service Levels and Resources
Maintain existing streetscape tree canopy • 200 trees maintained (pruning, no
through the timely removal, maintenance fertilizing) annually
(pruning, fertilize) • 25 unhealthy /dead trees removed
Increase urban forestry canopy by • 22 trees planted (new and
planting new and replacing unhealthy replacements)
existing trees
Respond to citizen requests for tree • Average annual of 264 service
hazards within 4 days (assessed for safety requests for tree removal or
immediately) maintenance
Response to special community -based • Approximately 50+ special requests
groups requests (Christmas decorations, requiring various amount of effort
banners and flags, parks improvement)
Approved 2014
• Service strives to eliminate hazards and
improve the health and aesthetics of
the urban environment.
Resources support efforts to achieve
international municipal urban forestry
standards, so the community can
realize the full benefit the urban forest
(e.g., stormwater mitigation, increase in
asphalt life expectance, improving air
quality, aesthetics).
Wages & Benefits $205,687
Goods & Services 63.826
Total Expenditures $269,513
Full Time Equivalent Positions (FTE)
Management 0.25
Outside Workers 2.75
TotalFTE 3.00
• Service delivery is reactive to hazards Administrative / Other Support Services
and not currently meeting municipal • Fleet —equipment availability
urban forestry standards. • Purchasing —supply of materials
• Facilities Management — building
maintenance and capital improvements
• Human Resources — staffing / training
275
..
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
W Arena Maintenance
o Sportfield Maintenance
Y Other Facility Maintenance
Approved 2014
Focus of sustainability and asset management for aging facilities
Aging facilities require increased maintenance funds
Implementation of PlaySJ
Economic uncertainty, inflation, and supply and cost of materials
Growth and diversity in population (age, culture, accessibility)
Recreation recognized as a community priority
Regulatory requirements for turf maintenance
Changes to tracking and reporting on Tangible Capital Assets
Formal agreements for maintenance of provincial (school) facilities
276
100
2013 Sports & Recreation Facilities Accomplishments and Performance
• Drafting PIaySJ and soliciting final user input through consultation open houses and
survey. Final adoption of PIaySJ by Mayor and Council.
• Updated Ice Allocation and Management Policy with user feedback and input, citing
definition of terms, cancelation clause and insurance requirements.
• Partnered with Anglophone South School District on field and playground maintenance
projects.
• New energy efficient lighting system and low emissivity ceiling installed at Peter
Murray Arena.
• Reviewed our turf maintenance schedule with staff to ensure the program continues
to support best practices of Integrated Pest Management and Canadian Sports Turf
Association standards.
Percentage of Citizens Satisfied with
Recreation Facilities
100%
v 80%
T
v 60%
>
v 40%
vo
a�
20%
0%
2010 2011 2012
• Consolidated and centralized the booking of all Anglophone South School District fields
Citizen satisfaction is an indicator of how well service
with City of Saint John fields to one point of contact allowing for better usage
delivery is addressing the community's needs. Satisfaction
management and customer satisfaction generating approximately $6,000 in additional
with service is determined through an independent survey
of Saint John citizens (a survey was not conducted in
revenue.
2013). Results from 2010 to 2012 indicate that citizens are
• Spring /Summer ice allocated and managed by City of Saint John to allow for more
generally satisfied with recreation facilities in the
equitable access for all program operators while resulting in approximately $79,176 in
community. Satisfaction results in Saint John are below
additional revenue.
the municipal norms calculated by the consultant (Ipsos
Reid) of 87 %.
• Reviewed our service level standards and benchmarks for playgrounds, splash pads,
and courts to ensure support of industry standards and best practices.
• Continued developed performance tracking and reporting system for fields, playgrounds, splash pads, and courts allowing for thorough report
writing capabilities for annual and seasonal performance.
• Provided logistical support for 10 races and special community events
• Hosted 3 National tournaments, 4 Provincial and 2 Eastern Canadian championships on city fields.
Approved 2014
277
101
2014 Major Initiatives, Major Projects and Sport and Recreation Facilities Service Delivery Highlights
• Begin implementation of Play SJ recommendations.
• Increase user fee charges for field and arena facilities by 10% and 2.5% respectively.
• Increase subsidy for arena youth sports in an attempt to off -set 2.5% increase of ice time rentals.
• Review new or updated service level standards with key staff.
• Develop Field Allocation and Management Policy with user feedback and input.
• Develop report on field usage percentage similar to arenas pre - prime, prime, and post -prime usage categories.
• Develop field and playground maintenance manual outlining current condition and recommendations for quality improvements based on
industry standards and best practices.
Approved 2014
278
102
Arena Maintenance Program — Service Levels and Resources
Maintain ice daily at 4 civic arenas for • 4 ice surfaces
public use and organized sporting groups
Lobby, bathrooms, locker rooms,
bleachers, multi - purpose room cleaned
daily.
*Includes spring /summer ice
Approved 2014
• Gorman Arena
• Stu Hurley Arena
• Peter Murray Arena
• Belyea Arena
• *13,280 hours (approximate) of
available Ice time
• *11,052 hours ice time booked
• Booked at 83% capacity
✓ Prime time at 96% capacity
• Approximately 12 ice floods daily
(hourly after each booking or public
skate)
• Youth Sport Subsidy $165,000
• Regular cleaning throughout the day
• Service strives to provide quality, safe
arenas and ice time for recreational
opportunities for all residents to enjoy.
• City arenas available for public use 17
hours per day, 7 days per week from
mid - October to the end of March.
• All prime time (4 pm to 11 pm Monday
to Friday and all day Saturday and
Sunday) ice booked with availability
during other times of the day
279
Wages & Benefits $811,362
Goods & Services 697,344
Total Expenditures $1,508,706
Youth Arena Rental Grant $169,000
Lord Beaverbrook Rink 159,000
Other Expenditures $328,000
Revenue $754,701
Full Time Equivalent Positions (FTE)
Management
0.73
Outside Workers **
11.00
Inside workers
0.50
TotaIFTE
12.23
** FTE based on 26 weeks (seasonal operations)
Administrative / Other Support Services
• Fleet — equipment availability
• Purchasing — supply of materials
• Facilities Management — electrical,
plumbing, carpentry work
• Human Resources — staffing / training
• Communications — promotion of
facilities
103
Sportsfield Maintenance Program - Service Levels and Resources
Class A Fields — Complexes with multiple
field surfaces, lights and amenities:
• Aerate, topdress, fertilize, overseed
completed mid - season and fall
• Mowed weekly
• Lined per game schedule
• Clean -up weekly
• Washroom cleaned daily
Class B Fields — Lower use, single
sportfields with no lights or amenities:
• Mowed weekly
• Response to requests (timing, clean-
up) as time permits
Class C Fields — Neighbourhood
greenspaces that see very limited use:
• Mowed every 2 weeks
• Response to requests (timing, clean-
up) as time permits
Approved 2014
• 4 Complexes (Shamrock, Memorial,
Forest Hills, Allison Grounds)
consisting of 15 Class A Fields
• 124,424 square meters of sports turf
maintained
• 16,947 hours of booking time
available (includes weekends - 8,038)
all fields)
• 3,404 hours booked (representing
67% of total available weekday
capacity May to Sept — tournament
play on weekends)
• Fields customer satisfaction survey
level of "Very Good"
• 15 Class B Fields (e.g., Havelock,
Beaconsfield, Barnhill)
• 8 Class C Fields (e.g., Thornborough,
Barrack Green)
• Limited maintenance on
• East Saint John
• Lorneville
• KBM
o Dennis Morris
o Chown
o Barrack Green
• Service strives to provide quality, safe
sports fields for recreational
opportunities for all residents to
enjoy.
• The goal is to maintain facilities to
accepted standards (aesthetics and
safety) to encourage involvement in
structured recreational activities and
attract tournaments or special events.
WE
Wages & Benefits $785,028
Goods & Services 439.373
Total Expenditures $1,224,401
Revenue $88,300
Full Time Equivalent Positions (FTE)
Management
0.73
Inside Workers
0.50
Outside Workers*
8.80
TotaIFTE
10.03
* FTE based on 26 weeks (seasonal operations)
Part Time FTE 2.15
Administrative / Other Support Services
• Fleet — equipment availability
• Purchasing — supply of materials
• Facilities Management — electrical,
plumbing, carpentry work
• Human Resources — staffing / training
• Communications — promotion of
facilities
104
Other Facility Maintenance Program — Service Levels and Resources
Splash Pads /Ice Pad:
• Filter cleaning twice per week
• Garbage and washroom cleaning daily
• Maintenance of system contracted to
Canada Games Aquatic Centre
• Ice Pad open Dec to Mar
• Ice flooded nightly or when required
• Snow removed from ice pad and
walkways as required
Playgrounds:
• Inspected (6) Regional and District
playgrounds once per month (May -
September)
• Inspected Neighbourhood Playgrounds
(41) twice per season (May and July)
• Mowing and litter pickup weekly
• Remove or replace broken equipment
as required
Tennis Courts:
• Putting nets up and down (seasonally)
• Maintain windscreens
• Litter pick -up daily
Basketball Courts:
• Nets maintained on request
Approved 2014
• 2 splash pads (Rainbow Park and • Service strives to provide quality, safe
Wages & Benefits
$198,448
Fleming Court) playgrounds, tennis courts, basketball
Goods & Services
211,957
courts, and splash pads for recreational
Total Expenditures
$410,405
opportunities for all residents to enjoy
Aquatic Clubs Grant
$15,822
Aquatic Centre
322,070
Other Expenditures
$337,892
• 69 playgrounds- includes Anglophone
South School District Playgrounds:
• Maintenance only at Shamrock Park
(although 31 tennis courts City wide)
• 40 courts (e.g., Rainbow Park,
Dominion Park, Rockwood Park)
281
Full Time Equivalent Positions (FTE)
Management 0.10
Outside Workers* 2.20
TotaIFTE 2.30
* FTE based on 26 weeks (seasonal operations)
Part Time FTE
0.92
Administrative / Other Support Services
• Fleet — equipment availability
• Purchasing — supply of materials
• Facilities Management — building
maintenance and capital
improvements
• Human Resources — staffing / training
• Communications — promotion of
facilities
105
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.
2013 Engineering Accomplishments and Performance
• In 2013 the following Stormwater system projects were undertaken and completed to reduce flooding occurrences:
• Honeysuckle Storm Separation Phase 1
• Milford Drainage Basin
• Millidge Avenue Area Sewers
2014 Major Initiatives, Major Projects and engineering Service Delivery Highlights
• The major initiatives for 2014 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:
• Brentwood Stormwater Detention Ponds
• Milford Drainage Basin
• Honeysuckle /Sherbrooke Street Drainage Basin
• Major Street Reconstruction projects will be completed in the following areas:
• Prince William Street (Princess Street to Duke Street)
• Duke Street (Wentworth Street to Crown Street)
• Hillcrest Drive (Manawagonish Road to Fenton Drive)
• Rodney Street (Watson Street to Civic # 256)
Approved 2014
282
106
Engineering - Service Levels and Resources
Provide design and construction
management for the annual General Fund
Capital Program —Storm and
Transportation Categories as well as the
annual Water & Sewerage Utility Fund
Capital Program
Support annual review and revisions to
general specifications
Coordinate with the City's Finance and
Intergovernmental Affairs Divisions and
the Province and /or Federal Government
on infrastructure funding agreements
Approved 2014
• Infrastructure projects designed and
constructed and outlined in the Capital
program submission
• Updated general specifications
• Sound engineering design and
construction management is essential
to provide an efficient transportation
network and to protect the
environment and provide safe, clean
drinking water by providing
infrastructure that is built properly
using sound engineering standards.
• The development and application of
sound engineering standards ensures
• Funding agreements established to the long -term integrity of the City's
finance infrastructure upgrades transportation network, storm systems
and water and sanitary systems.
283
Wages & Benefits $415,309
Goods & Services 84.060
Total Expenditures $499,369
Revenue $2,000
Full Time Equivalent Positions
Management 0.00
Professional 2.50
Inside Workers 2.04
Total FTE 4.54
Part -Time Positions 0
Administrative / Other Support Services
• Fleet — equipment availability
• Purchasing — engagement of
consultants and contractors
• Human Resources — staffing / training
• Legal — land issues, agreements
• Real Estate — land issues, acquisition
• IT— support of software for design
and asset inventory
• Intergovernmental Affairs —
coordination of funding applications
107
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.
2013 Transit Service Accomplishments and Performance
• In April of 2013, Saint John Transit increased annual service hours from 96,318 to 102,617 as a result of the operating subsidy increase from
Common Council. This increase in service hours allowed for service improvements as follows:
#5/6 Lancaster Mall - Service extended to all Day 5 Trips
Regional /UNB
Via Churchill Blvd
#13 Milford /Greendale Night Service Restored 4 Trips
#14
Churchill Heights
30 Minute Peak Restored
3 trips
Night Service Restored
3 Trips
#20
Wright St /Fort
Added Extra Trips at Night
3 Trips
Howe
#21
South End/ St.
Night Service Restored
4 Trips
Josephs
#23
Crescent Valley
Early Trip Added
1 Trip
40 Minute Peak Service
2 Trips
Added Extra Night Trip
1 Trip
#30
Champlain Heights
Earlier Trip Added
1 Trip
Added Later Trip at Night
1 Trip
Added Sunday /Holiday Service
9 Trips
#31
Forest Glen
Earlier Trip Added
1 Trip
Added Later Trip at Night
1 Trip
Added Sunday /Holiday Service
9 Trips
#33
Champlain Express
Extra Trips in the Morning and
6 Trips
Afternoon for 30 Minute Peak
Hour Service
Approved 2014 108
284
• Replaced the two dilapidated bus shelters on King Square North with two "new
design" shelters approved by the Saint John Heritage Development Board for the
uptown area.
• Saint John Transit continued to see ridership declines that started with the service
reductions in 2012, but the decline in ridership in 2013 will be about half of the
decline last year at 125,000 trips. Over the two years since the drop in service
hours from 119,000 hours, ridership has been reduced by 375,000 trips.
• Saint John Transit is pleased to report that even with the decline in ridership that
we have maintained a cost recovery of 46.8% compared to the Canadian average
for cities under 150,000 population of 35 %.
• Saint John Transit has seen their average fleet age decline to 11.1 years compared
to a Canadian average fleet age of 7.2 years for standard buses. This decline in
average fleet age is threatening our ability to put the service out each day and we
need a replacement schedule of three new buses per year to bring the average age
to an acceptable level of 9.3 years by 2020.
Percentage of citizens satisfied with the
overall level and quality of the Transit Service
100%
-a 80%
v
60%
v 40%
v
a
20%
0%
2009 2010 2011 2012
In 2009 -2011, citizens were very satisfied with the Transit Service
with an average of 80% very or somewhat satisfied well above the
municipal norm of 68 %. In 2012, there was significant drop in
satisfaction down to 56 %, likely as a result of service reductions. A
survey was not conducted in 2013.
2014 Major Initiatives, Major Projects and engineering Service Delivery Highlights
• Continue to deliver service hours similar to 2013.
Approved 2014
285
109
Transit — Service Levels and Resources
Routes
• Service within 500 m of 80% of city
residents
• Main Routes: Monday to Friday —
(6 /7am to midnight), frequency is 20
minutes peak; 40 minutes off peak
• Feeder Routes: Monday to Friday —
6 /7am — 10pm, frequency of 30 -60
min
• Suburban Service : Monday to Friday
(two trips morning and evening)
• Saturday service is less frequent on
mains and feeder routes; Sunday
service is limited to four main routes,
Harbour Bridge and two feeder routes;
No service on Christmas Day
Other Service Provision
• Comex Service (as requested) at net
financial benefit to City
• Low entry buses for wheelchair
accessibility and riders with mobility
impairment —on scheduled routes
• Bike racks available on new buses
• Handi -bus service — available by
reservation Monday- Saturday 7am —
7pm with later hours (10pm) Tuesday
and Thursday; within City limits the
cost is $5,00 one way
• Charter bus service and City tours
available for service fee
Approved 2014
• 102,617 service hours of service
• Projected 2.275 million ridership
(2013)
• Fare range of $2.50 - $3.50 /
Representing approximately 53% tax
subsidy
• In 2012, Saint John Transit reduced
annual service hours by 18% from
117,000 hours to 96,000 service hours.
To meet best practice service standards
that the Commission believes is the
correct goal for Saint John Transit,
would require about 120,000 service
hours per year. To target a sustainable
cities goal of 18 to 20% of the trips
taken in the Saint John area would likely
require in excess of 160,000 service
hours.
• With regards to suburban service, best
practices would suggest three return
trips in both the morning and
afternoon, provided they could be
operated with in a four hour period in
the morning and a four hour period in
the afternoon. A noon hour trip would
also be preferred as part of the
standard. Service standards should
represent the goal based on best
practices.
• Funds added in 2013 ($350,000) to
enhance service in the mornings and
evenings and well as to UNBSJ /SJRH.
:.
Total Expenditures $10,476,578
Surplus (Sale of Building) (178,500)
Revenue (5,138,000)
Net Operating Expenses $5,160,078
Long Term Debt 1,726,645
Total Operating Subsidy $6,886,723
Administrative / Other Support Services
• Finance - administration
110
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.
2013 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
amount of administrative work required to process the summonses for parking
violations, as well as a potential cost savings in summons delivery.
• The City of Saint John, in 2013, invested in several new parking meters to replace the
aging parking infrastructure (80 meters) currently employed on- street. The new
parking equipment is anticipated to increase meter revenue and improve the
experience of visitors to the uptown area.
• Construction of the Carleton - Sewell Parking Garage was ongoing in 2013 and opened
at the end of November 2013. There are a total of 446 parking spaces in the garage
to be used for both short -term and long -term parking.
• In continuing to work towards the implementation of a pay -by -phone technology (as
per Council resolution), a multi - departmental team reviewed a proposal by Hot Spot
Parking to conduct a pilot program in Saint John using their technology. Pay -by-
phone technology will result in easier payment methods for citizens and reduce effort
required to process tickets.
Approved 2014
287
Percentage of citizens satisfied with the
overall level and quality of parking availability
100%
80%
L
0 60%
v
40%
a
20%
0%
2009 2010 2011 2012
Citizens have remained consistent in their satisfaction with parking
availability in Saint John from 2009 -2012.
111
• Revenue for 2013 is projected to be slightly lower than budget projection due to slow economic activity in the uptown core and fewer than
projected parking tickets issued.
2014 Major 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.
• Upgrade handheld ticket writing system and equipment.
• Replace remainder of on- street parking meters.
• As per Council's direction, implement pay -by -phone service.
Approved 2014
KW
112
Parking — Service Levels and Resources
Manage all on- street parking including:
• maintenance of meters and pay -and-
display machines;
• parking by -law enforcement;
• issuance of residential and temporary
parking permits;
• support for snow bans;
• and parking administration (processing
- including tickets, complaints,
customer service)
Not included in the allocated resources is
the service provided by the Saint John
Parking Commission. Expenditures are
not budgeted for under the City's general
fund operating budget, rather under the
Commission's budget.
The Commission manages off - street
(surface lot) parking including:
Approved 2014
• 620 metered and pay- and - display on-
street parking spaces
• 37,000 average number of tickets
issued (annual)
• 900 average number of residential
parking permits issued (annual)
• 400 average number of temporary
parking permits issued (annual)
• Cost of on- street parking is $2.00 per
hour
• 38 Commission surface lots
• 2,340 Commission surface lot spaces
• 3 Commission centrally located
parking garages
• 520 Commission centrally located
parking garage spaces
• As a result of staff cuts in the Finance
Department in 2012, supervisory and
administrative responsibilities related
to parking tickets, summonses and
court processes continue to be
performed by Saint John Parking
Commission staff. Any reduction to
staffing levels would significantly
reduce customer service levels and
hinder summons and court processes.
• In 2013, the number of enforcement
officers was reduced by the equivalent
of one position. It is anticipated that
the current level of enforcement costs
(Corps of Commissionaires) will increase
by 2% in 2014. If the budget amount is
reduced, the SJPC would have to further
cut the number of enforcement officers
on- street which would reduce the
number of tickets issued and associated
fine revenue.
• Ability to meet revenue projects is
impacted by slow economic growth and
weather conditions (i.e., less ticketing
as a result of fewer snow storms and
snow bans).
:•
Wages & Benefits $83,503
Goods & Services 476,876
Total Expenditures $560,379
Revenue
$1,900,000
Full Time Equivalent Positions (FTE)
Inside Workers 1.5
Total FTE 1.5
Additional 1.5 FTEs charged to Saint
John Parking Commission
Administrative / Other Support Services
• Road and Sidewalk Services — parking
signage, alternate side parking and
winter parking restrictions,
• Finance and Administrative Services
— administration and purchasing
• Legal — by -law amendments, parking
tickets (court)
113
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).
Organizational Goals
To establish the City of Saint John as a service - based, results oriented, high performance public service
organization.
Service Based
• Considering the needs of the
community as a whole
• Creating opportunities for
citizen feedback and input
• Responding effectively and
efficiently to address
community needs
Approved 2014
Results Oriented
• Fund the services provided to
the community using
sustainable financial resources
• Ensure corporate assets are of
high quality, fully utilized and
meet established standards
High Performance
• Collaborative, strategically
minded workforce
• Culture focused on contributing
to community goals through
service delivery
• Resource conscious and
accountable for results
290
Financial
Management Service
Finance
Pension Administration
Property Assessment
Asset
Management Service
Materials Management
(Purchasing)
Risk Management (Insurance)
Fleet Management
Facilities Management
(Includes Carpentry Shop /City Hall)
Real Estate
114
Finance and Administrative Services Summary
Approved 2014 115
291
Approved
2014
Projected Expenditures
2013
Expenditures
Revenue
FTE 2015 2016 2017
Financial Management Service
Finance
1,962,447
1,845,817
2,691,828
24.00
Assessment
1,285,071
1,278,852
Total Service
3,247,518
3,124,669
2,691,828
24.00
Asset Management
Materials Management (Purchasing)
971,819
1,056,147
5,000
13.00
Risk Management (Insurance)
157,977
272,430
3.00
Liability Insurance
608,700
615,500
Fleet Management
1,081,302
1,267,518
34.00
Facilities Management (inc Carpenter Shop /cityHall)
3,450,008
3,373,747
78,650
16.00
Real Estate
371,310
339,805
83,100
2.00
Total Service
6,641,116
6,925,147
166,750
68.00
Total Finance and Administrative Services
$9,888,634
$10,049,816
$2,858,578
92.00
Approved 2014 115
291
Table of Contents — 2014 Service Plans
Financial Management Service.
Asset Management Service ......................
Materials Management .......................
Risk Management . ...............................
Fleet Management ..............................
Facilities Management ........................
Real Estate ............ ...............................
Approved 2014
................................................................................. ............................... 117
......................................................................................... ............................... 121
......................................................................................... ............................... 122
......................................................................................... ............................... 127
......................................................................................... ............................... 129
......................................................................................... ............................... 134
......................................................................................... ............................... 142
292
116
Financial Management Service
The Financial Management Service team provides guidance to Common
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
sustainable manner. The service is responsible for financial planning,
control, and decision - making required for the organization to achieve its
financial objectives with respect to service delivery, providing advice and
information that helps to ensure that decisions are informed and made in a
timely manner. The Financial Management team manages the accounting
systems that support financial reporting requirements that allow service
areas to be both accountable and successful in meeting their service
Compliance with regulatory and legislative reporting requirements
Focus on financial planning and policy development
Growth in the community
Global economy
Organizational capacity
Expectations related to accountability / performance reporting
Emerging technology
objectives. The service also plays an important role in customer service relations with our citizen's, rate payers and vendors.
2013 Financial Management Service Accomplishments and Performance
• Completion of the Inventory listing of Tangible Capital Assets for Public Sector Accounting (PSA)
• Completion of Project to have the City of Saint John 2012 Financial Statements PSA Compliant
• Continued payroll review and process improvements
• Automated Municipal Financial Statements — CaseWare Project
• Worked collaboratively with the Transportation & Environment Service Team to provide financial analysis
• Coordinated Annual Audits
Approved 2014
293
117
• Work with Corporate Planning to continue to improve on the Service Based process.
• Completed compliance audits
• Processed payments for goods and services acquired (7,000 cheques / 24,000 invoices)
• Collected money owed to the City for services rendered (92,000 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 (11 times a year and request 3 detail reports back from Service Areas)
• Maintained low debt service ratio (10.43)
• Supported responsible capital spending through long term forecast and project prioritization
• Sent out 18,300 (6 x 3050) metered bills, 28,000 (2 x 14,000) flat rate bills, 1,150 miscellaneous bills for a total of 47,450 invoices per year
• Processed approximately 4,050 water and sewerage delinquent notices (annual average)
• Working on the conversion from Radix to Sensus Meter Software
• Process alignment with the new Shared Risk Pension Plan
• 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 2014
294
118
2014 Major Initiatives, Major Projects and Financial Management Service Delivery Highlights
• Completion of the Tangible Capital Assets for Public Sector Accounting for year 2014
• Completion of TCA Policy for managing and sustaining the City's Capital Assets
• Investigate an asset management solution for the accounting of capital assets of the City
• Support the P3 Safe Clean Drinking Water Project
• Support the Water & Sewerage By -Law review
• Support resolution of expired negotiated water contracts
• Automate PSAB Financial Statements — CaseWare Project for Saint John Parking Commission, Saint John Transit Commission, Saint John
Industrial Parks and Saint John Non - Profit Housing
• Prepare consolidated financial statements for the City of Saint John
• Coordinate Annual Audits and special project audits
• Support a coordinated approach to the 2014 service -based budget process
• Develop a Debt Management policy
• Implement new banking software solution
• Co- ordination of disability applications with 3rd party claims provider
• Members Report for all Pension members
• File all required regulatory filings for the Pension Plan
Approved 2014
295
119
Financial Management - Service Levels and Resources
• Accounting — oversees the production of financial statements and reports for the
• Effective planning and stewardship of
Wages & Benefits
$1,999,445
City and agencies such as Saint John Non - Profit Housing, Transit, Parking and
financial resources provides the
Goods & Services
460,372
Industrial Parks. This service includes Chart of Accounts design and maintenance,
leadership required to ensure the long-
Recoveries
(614,000)
account reconciliation and year -end auditing functions.
term viability of the Corporation.
Total Expenditures
$1,845,817
• Cash Management — projects cash flow requirements, ensures all funds received are
• Sound financial management practices
Revenue
deposited in the City's bank account, sufficient funds are available for the City's day-
support the effective and efficient
Admin Support, Interest and
to -day operations and borrowing cost is minimized.
delivery of City services — ensuring the
Miscellaneous
$2,691,828
• Debt Management — manages long -term debt instruments to ensure rea sonable
City can do what it planned to do in
contributing to the achievement of a
Total Revenue
$2,691,828
debt levels are maintained and financial obligations are promptly paid.
vision for the community.
Full Time Equivalent Positions(FTE)
• Long -term Financial Plan- develops long -term financial strategies to maintain
• Strong financial management processes
Management
4.00
sustainability and financial stability.
also make it easier for the City to report
Inside Workers
20.00
• Revenue Billing and Collection — responsible for the collection of monies owed to the
back to its stakeholders on how well it
Total FTE
24.00
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 • Original budget submission included
services acquired. funding for a resource for Managing the
information and needs for Tangible
• Payroll - Process annual payroll of fifty two million dollars. Weekly payroll processing Capital Assets — this was not included in
for 980 + employees. the final budget
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 2014
296
120
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
the whole lifecycle cost of assets that are needed to deliver public services
that the community requires. The responsibilities for management of the
City's assets are shared by the following areas Fleet, Facilities
Management, Purchasing and Materials Management, and Real Estate.
Service Delivery
Compliance with regulatory and legislative service requirements
Focus on asset management
Global economy
Emerging technology
Organizational capacity
Service requirements and expectations
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 2014
297
121
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.
2013 Materials Management Accomplishments and Performance
Procurement Projects
Request for Proposals
Facilitated the "Request for Proposal" procurement process, evaluation, interview process and debriefing sessions for the following projects:
Engineering:
• Dever Rd. Lift Station
• North End Water Transmission Main
• Millidgeville WWTF Environmental Risk Assessment
• Materials Testing
• Millidge Ave. Sanitary Sewer Installation
Approved 2014
• Millidgeville Stormwater Detention Pond
• Hillcrest Dr. Reconstruction
• Duke St. Reconstruction
• Pr. William St. Reconstruction
• Packaged Lift Station Equipment — Stn A
• Packaged Lift Station Equipment — Stn Y
.R
122
44-11TIXI J,
• Owner's Engineer • Consulting Services — Groundwater Exploration
• Drilling Exploratory Test Wells • Groundwater Exploration — Water Treatment
• Drilling Production Scale Test Well • Groundwater Exploration —Water Distribution
• Communication Services • Legal Services
Other Projects:
• Lifeguarding Services
• Canteen Services
• Line Painting Vehicle
• Fire Safety Trailer
• Fire Pumper
• Fire Department Live -Fire Training Tower
Public Tender Calls
Completed the tendering process for the following Projects
• Canterbury Parking Garage Rehabilitation
• Nick Nicolle Community Center Revitalization — Phase 2
• Works West Renovations
• Chipman Hill Pedway Curtain Wall replacement
• Forest Hills Ball field Fence Replacement
Standing Offers and Requests for Quotes
• Unidirectional Watermain Flushing
• Brine Making Equipment
• Carleton /Sewell Parking Garage Signage
• City Market Air Curtains
• Reinstatement of Utility Cuts
• Vehicle and Heavy Equipment Replacement
• Various Goods and Equipment
Procurement staff established 72 standing offer agreements and issued 78 requests for quotations to provide the necessary goods and services
to all City departments.
Approved 2014
299
123
Inventory Stores
Achieved the best results to -date once again 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.
• Eliminated the Police Clothing Inventory from Central Stores and relocated to the Police Headquarters.
2014 Major Initiatives, Major Projects and Materials Management Service Delivery Highlights
• Work with the City Solicitor's office to update procurement methods for Publicly Advertised Bid Solicitations.
• Update City's Procurement Policy to align with changes to procurement methods.
• Facilitate the procurement processes required by the SCDWP.
• Support all departments with their projects with timely procurement advice, bid solicitations and awards.
• Incorporate required changes to procurement documents to enhance PSAB reporting.
• Improve the City's Procurement Card system by the creation of more comprehensive reporting.
2014 Additional Resources
Reinstatement of the eliminated "Buyer" position
In early 2012 the City saw a reduction in its work force as a result of budget restraints.
The Materials Management division of the Administrative Services saw its staff reduced by 2 positions in the procurement section. The positions
eliminated were the Assistant Purchasing Agent (supervisor) and a Buyer position.
While a plan was formulated that would attempt to distribute the workload of the two eliminated positions across the remaining two buyers,
the workload has proven to be too great.
While the remaining staff has valiantly stepped forward by assuming more responsibility and a greater work load, our efficiency and
effectiveness is beginning to suffer.
Approved 2014
300
124
Turn - around time, from requisition, bidding process, through vendor selection to award and delivery is becoming increasingly longer. Small
errors are beginning to creep into our work and requests for assistance are being pushed to the back burner. All of which detracts from our
effectiveness and credibility. The primary concern is that, if Purchasing is ineffective, then ultimately the City will end up paying more for goods
and services.
Along with the operational and capital projects typically procured throughout the year, the SCDWP will add a significant workload on Materials
Management staff. Staff will be involved with the advertising, distribution and facilitation of the required RFQ and RFP processes required to
complete this project.
With the ever increasing attention to open and transparent processes, it is imperative that procurement staff have the time and resources
necessary to ensure the specifications, terms and conditions of all bid solicitations are comprehensive and without errors, therefore eliminating
the risk to the City of litigation or disputes relating to the procurement of goods and /or services.
Approved 2014
301
125
Materials Management - Service Levels and Resources
• Ensure all City departments continue to comply with all are required Procurement
Legislation and required City Policies including:
• City's Procurement Policy
• New Brunswick Public Purchasing Act
• Atlantic Procurement Agreement
• Agreement on Internal Trade
• NB / Quebec Agreement
• Procure required goods and services for all City departments through established
tendering and request for proposal procedures.
• 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 2014
• The competitive bid process and
increased competition results in lower
costs and therefore, ensures taxpayers
receive the best products and services
at the lowest cost.
• Reduce operational expenses through
the inventory of routinely used goods
and hard to source items.
• Resource levels of procurement staff
directly impacts project timelines and
service delivery for the requesting
departments.
302
Wages & Benefits $928,172
Goods & Services 127,975
Total Expenditures $1,056,147
Revenue
Sale of Surplus $5,000
Total Revenue $5,000
Full Time Equivalent Positions(FTE)
Management
1.00
Inside Workers
5.00
Outside Workers
7.00
TotalFTE
13.00
126
Risk Management
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 evaluating risk, 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. The City is fully committed to regularly assessing and treating these risks to minimize their effect on service delivery.
2013 Insurance and Risk Management Accomplishments and Performance
• Managed 350 claims
• Developed a Risk Management Policy approved by Council
• Oversaw the implementation of the Facility User Insurance Program, very successful and adoption has been wide and feedback very positive.
• Reduced overall claim count by 7% on top of a 13% reduction from year previous.
• Reduced claim payments by 20% (approximate number due to long -tail claims), on top of a 30% reduction from year previous.
• Direct input to revamp of several by -laws and in specific, the Water and Sewage by -law to give clarity on responsibility and liability.
• Obtained and implemented Risk Management and Claims software that will enable the long -term record keeping and evaluation of risks.
• Implementation of cost recovery program from third party insurers in relation to damage to city property.
• Driver's license review program initiated.
• New staff position, Risk Manager, approved by council.
2014 Major Initiatives, Major Projects and Risk Management Service Delivery Highlights
• Optimize insurance program and deductibles to take advantage of City scale and expertise.
Comprehensive review of insurance values for appropriate replacement cost on all insurable assets. Functional replacement versus actual
replacement cost.
Approved 2014
303
127
• Implement Facility Users Insurance program with remaining A, B, C's.
• Develop Business Continuity Plan
• 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
• Form Risk Management committee to review vehicle accidents /incidents.
• Review all properties for proper security and safety levels
• Complete RFP for emergency services relating to insurable losses for damages from fire, water, flood, vandalism etc...
Risk Management - Service Levels and Resources
• Advising on insurance coverage for City contracts
• Acquires and recommends coverage for City along with various agencies, boards
and commissions.
• Develop Risk Management practices for claim avoidance.
• Handling claims and direct outside claim handlers such as adjusters or legal counsel
on city claims.
• Analyzing past losses to develop Risk Management practices to limit future losses.
Approved 2014
• Sound risk management practices
support the effective and efficient
delivery of City services - ensuring the
City limits its own liability, protects
City assets and to protect the public
from damage.
• Potential to generate revenue to
ensure all city damage relating to
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.
304
Wages & Benefits $233,282
Goods & Services 39,148
Total Expenditures $272,430
Liability Insurance $615,500
Full Time Equivalent Positions(FTE)
Management 1.00
Inside Workers 2.00
TotaIFTE 3.00
128
Fleet Management
The City of Saint John owns, operates and, manages a fleet 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 34 management, technical and administrative
professionals who provide front line departments with their vehicle and equipment needs on a year round basis.
2013 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
Operational Efficiency
• 2012 Vehicle Replacement Program recommended and adopted by Council
• Worksafe NB Compliance Orders
• Vehicle and equipment inventory per PSAB 2010, 2011 and, 2012 completed
• SJPF 2012 replacement vehicle program
• Implementation of NBCC and District #8 Co -Op Student program
• Piloting a new program - purchased three pre -owned trucks to determine the optimum cost and damage savings versus renting
• 25 year old Fleet waste oil disposal system replaced
Accountability and Transparency
• Reviewed SJFD fleet service and Fleet Mgmt. response with new program to address concerns
• Monitored EMO Command Trailer maintenance schedule and developing a mechanical repair assessment SOP.
Approved 2014
305
129
Risk Management
• Developed a pre - operational vehicle inspection program for implementation requiring vehicle operators to conduct daily vehicle inspections
• Enhanced standard fleet specifications and specifications library
• Implemented the monthly 5 *22 fleet facility inspection program
• Implemented a comprehensive Fire Safety Plan for the Rothesay Avenue fleet facility, complimented by support from Facility Management
with the install of an upgraded fire alarm system
2014 Major 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 Initiatives - High -Level Review of Fleet Operations
• Develop an annual business plan and fleet report
• Develop and implement the administration of optimizing "Fleet Utilization"
• Issue monthly summary reports of key fleet statistics to Management
• Create a Fleet Advisory Board
• Report on established KPIs for Fleet Management 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 2014
306
130
Operational Efficiency - Governance of Fleet Management Functions
• Complete the program to fully certify Fleet mechanical staff to inspect aerial trucks on a quarterly and bi- annual basis.
• Develop Fleet policies, procedures, & Service Level Agreements (SLAB)
• Implement a formal fleet training program for Management and Staff based on industry recognized certification 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)
• Review the City of Saint John Vehicle Policy
• Implement a SharePoint site for Fleet Management Job and Work requests to include operations at Rothesay Avenue, Macintosh Street,
McAllister Drive and Adelaide Street and to include status reporting
• 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"
• 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
• Complete vehicle Automatic Vehicle Locator system (AVL) installs
Approved 2014
307
131
Accountability and Transparency - Review of the Fleet Business Model including the Chargeback System
• Develop and implement a new internal Vehicle Rate Fee system
• 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
• Develop a comprehensive, proactive customer relationship management program
• Developed custom reporting tool to report on key performance management issues
• Establish new Key Performance Indicators (KPIs) for maintenance response time, overall project completion time, estimates vs. actual costs,
accounts receivable, customer satisfaction
Risk Management
• Continue to develop Standard Operating Procedures (SOPS) for equipment operated by in -house personnel, as time permits
Approved 2014
1:
132
Fleet Management - Service Levels and Resources
• Provision of Fleet maintenance, vehicle and equipment acquisitions, vehicle rentals, • Sound Fleet management practices
fleet fuel management, and AVL management services for 350 City -owned vehicle support the effective and efficient
and equipment with a cost of over $35 million: delivery of City services.
• Identification and prioritization of maintenance and capital renewal requirements
through routine inspections, vehicle condition assessments, and consultation with
user departments.
• Management of routine and preventative maintenance programs which has
historically represented up to $3 million in fleet maintenance costs annually.
• Identification and management of energy reduction strategies through audits,
project implementation, and monitoring
• Management of standing offer agreements for maintenance services with external
Contractors and /or other service providers
• Comply with Federal and Provincial legislation including, but not limited to:
• Province of N.B. Motor Vehicle Act
• Occupational Health and Safety Act
o Clean Environment Act
Approved 2014
• Manage risks associated with
compliance with Federal and Provincial
legislation
• Vital to the support of over $35 million
in Fleet assets and management
• Support operations to focus on front
line service providers while managing
internal Fleet issues
• Reduce operational expenses through
the implementation of preventative
maintenance and sustainable energy
management strategies
• Enhance proactive maintenance by
way of an aggressive vehicle
"Preventative Maintenance" program
309
Wages & Benefits
$2,381,502
Fleet Services
$2,085,983
Fleet Administration
$295,519
Goods & Services
$4,304,572
Fleet Services
$4,270,759
Fleet Administration
$33,813
Total Expenditures
$6,686,074
Internal Recoveries ($5,418,556)
Fleet Fuel Recovery ($1,690,248)
Fleet Maintenance ($3,228,186)
-Equipment Maintenance ($170,790)
- Vehicle Use ($329,332)
Net Expenditures 1,267,518
Full Time Equivalent Positions (FTE)
Management
2.00
Inside Workers
2.00
Outside Workers
30.00
- Fleet Services
20.00
-Welding and Autobody Shops
6.00
Small Engine Shop
2.00
Fuel Truck
1.00
Tire Shop
1.00
TotaIFTE
34.00
Administrative /Other Support Services
• Legal
• Materials Management
• Facility Management
• Finance
• Information Technology
• Human Resources
133
Facility Management
The City of Saint John Facility Management Division is responsible for the management of a portfolio of City -owned building infrastructure,
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.
The portfolio of City -owned buildings is comprised of approximately 80 buildings having an area over 600,000 ft2 that have an estimated
replacement value of over $85M; and have annual maintenance expenditures of approximately $1.2M per year on average (excluding other
facility operating costs such as property tax, electricity, fuel, insurance, etc.). Currently, the portfolio of buildings with which Facility
Management is responsible for excludes buildings operated by Saint John Water as well as Agencies, Boards, and Commissions (ABCs).
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.
2013 Facility Management Accomplishments and Performance
Building Project Highlights
• Completed Phase 1 of the Nick Nicolle Community Centre Revitalization, and commenced Phase 2 of the project which includes the complete
renovation of the building interior, HVAC, electrical, plumbing, and fire suppression and alarm systems
• Completed the construction of a Shoreline Protection System and pathway down to beach at Mispec Park
• Coordinated the rejuvenation of the King Square Bandstand as the Owner's representative with the Contractor who was commissioned by a
donor to complete the work
• Completed the installation of a new environmentally compliant waste oil disposal system for Fleet Services
• Acquisition physical due diligence, design development, tender, and management of the construction of Phase 1 of renovation of the new
West Works facility
Approved 2014 134
310
• Conducted a comprehensive analysis of the Loch Lomond Community Centre to evaluate its condition, use, and fit within the overall portfolio
of community recreational facilities as it relates to Plan SJ and other factors, and managed its decommissioning and demolition in accordance
with the Clean Water Act
• Commenced the replacement of the curtain wall, roof, and cladding systems of the Chipman Hill Pedway
• Managed significant cleanup /remedial work associated with various insurance claims, including: City Market Tower Sewerage Backup; City
Market Hall Sewerage Backup; Fleet Garage Welding Shop Fire; and Shamrock Park Clubhouse Fire
• Acted in a consultant capacity to the Canada Games Aquatic Centre Commission to facilitate and coordinate the emergency replacement of a
gas -fired boiler which is critical to the operation of the facility
• Acted in a consultant capacity to the Canada Games Aquatic Centre Commission to develop a Request for Proposals for a comprehensive
external study for the facility, which will guide the strategic direction of the facility over the next 20 years
• Acted in a consultant capacity to the Board of the Lord Beaverbrook Rink (LBR) to review, facilitate, and coordinate the emergency
replacement of the sprinkler and fire alarm systems at the direction of the Office of the Fire Marshal, while maintaining 24/7 fire watch at the
facility for the duration of the project
• Acted in a consultant capacity to the Saint John Transit Commission to demolish existing and construct two new transit shelters at the north
end of Kings Square
• Acted in a consultant capacity to the Saint John Parking Commission on various aspects of the construction of the new Carleton - Sewell Street
Parking Garage and the future maintenance thereof
• Completed over 1,700 work requests at City -owned buildings to address urgent, routine, and preventative maintenance requirements,
representing over $1.6 million in maintenance costs (up from 1,600 and $1.1 million in 2012)
• Police Headquarters (PHQ) Facility at One Peel Plaza
• Engaged contractors in standing offer agreements for approximately 15 different preventative maintenance services
• Continued start -up and commissioning of building systems
• Completion of construction deficiencies and warranty items
• Development and implementation of comprehensive Fire Safety Plan
• Implementation of building takeover at substantial completion of construction
Approved 2014 135
311
Organizational Initiatives
• Continued to develop and refine building Tangible Capital Assets (TCAs) for all City -owned buildings to meet Public Sector Accounting Board
(PSAB) requirements and to support asset management, and worked with financial auditors through the auditing process
• Implemented an Occupancy Agreement between the City and the Board of Police for the occupancy and management of the new Police
Headquarters (PHQ) facility
• Participated in the development of the corporate strategic plan for the City of Saint John — AdvanceSJ
• Completed 8 -10 office renovations and relocations stemming from the organizational realignment
Operational Efficiency
• Continued the development of Standard Operating Procedures (SOPS) for functions within the Facility Management Division, as time
permitted
• Developed and commenced implementation of a new file structure for archived building operations files
• Developed and delivered a two -day Arena Attendant training program
• Attended the first annual CPWA Building Infrastructure Council meeting in Fredericton, including Facility Management professionals from
other municipalities in the Province of NB
Accountability and Transparency
• Working with IT, developed weekly timesheet entry system to input and report on staff utilization (i.e. time allocated to projects, inspections,
general administration, etc.)
Used custom reporting tools through our financial management system to develop Key Performance Indicators (KPIs) for the Facility
Management Division (Facility Management Technologist personnel only) at the departmental and staff levels, and established KPI baseline
data for future performance goal setting and management (partial year data below)
• Customer satisfaction survey score — achieved a score of 83.1% versus an initial target of 75%
• Average time to compete a Facility Maintenance Request — achieved an average of approximately 25 days versus an initial target of 15
days
• Average time to close a job order — achieved 41.4 days versus an initial target of 40 days
Approved 2014
312
136
• Average billable time — achieved average of 69.8% versus an initial target of 60%
• Estimate versus actual project cost — achieved an accuracy of 54% versus an initial target of 30%
• Monthly job completion rate — achieved a rate of over 140 per month versus a target of 120
• Completed and analyzed a customer satisfaction survey for the City Market, receiving feedback for over 120 customers
• Developed a Tenant /Merchant Handbook for the City Market
Risk Management
• Calculated and analyzed Facility Condition Indices (FCls) 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 (e.g. Loch Lomond Community Centre)
• Completed an Asbestos Survey update of the Fleet Garage, as well as the abatement of Asbestos Containing Materials in the building
• Continued the development of Fire Safety Plans for City -owned public facilities
• Developed and initiated a plan to prepare for the future renewal of the City Market Head Tower
• Developed a Standard Operating Procedures (SOPS) for facility inspections
• Developed Standard Operating Procedures (SOPS) for carbon monoxide, ammonia, and other gas detection systems for City -owned arenas
Other Accomplishments
• Successfully implemented "Fish Tales" at the City Market in coordination with the local School District
• City Market voted and named as Canada's Great Public Space for 2013 with over 100,000 total public votes cast across Canada for the 68
entries in the contest
• Negotiated and executed new and renewal leases for eight (8) separate permanent tenants in the City Market, some of which have not had
leases with the City for over 15 years
• Rebranded the City Market complete with new logo to match the City of Saint John's branding more closely
• Developed and launched a revitalized website for the City Market
Approved 2014
313
137
2014 Major Initiatives, Major Projects and Facility Management Service Delivery Highlights
Major Building Projects
• Subject to Common Council Approval of the 2014 Capital Budget:
o Begin Phase 1 of the Renewal of the City Market Head Tower
o Commence design work associated with Phase 2 of the Renewal of the City Market Head Tower
• Police Headquarters (PHQ) Facility at One Peel Plaza
• Continue to provide 24 -7 maintenance and operation services for PHQ facility
• Develop and implement Standard Operating Procedures (SOPS) related to the operation and management of the PHQ facility
• Continuous testing and commissioning of building systems
Organizational Initiatives
• Physical relocation of departments and staff in relation to the Organizational Re- alignment and "Restack" of City Hall
• Implement the corporate strategic plan for the City of Saint John — AdvanceSJ
Operational Efficiency
• Refine and report on established KPIs for the Facility Management Division at the departmental and staff levels, including the Carpenter Shop
• 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 2014 customer satisfaction survey 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 2014
314
138
• As time and resources permit:
• Develop and implement service level agreements or guidelines for the provision of Facility Management services to internal
departments
• 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 Strategic Marketing Plan for City Market
• Develop and implement a mandatory Contractor Orientation session for service providers working on facility related projects
• As time and resources permit:
• 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
• 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 2014
315
139
Facility Management - Service Levels and Resources
• Provision of building maintenance, capital renewal, and energy management
services for over 80 City -owned building assets with a value of over $85 million and
an average age of 30 years, including:
• Tourist information centers and destinations
• Historic properties
• Community and recreational facilities
• Maintenance and storage depots
• Police and fire stations
• Administrative buildings
• Excludes water and wastewater treatment facility buildings
• Excludes Agencies, Board, and Commission(ABC) buildings
• Identification and prioritization of maintenance and capital renewal requirements
through routine inspections, building condition assessments, and consultation with
user departments, currently representing approximately $45 million in cumulated
deferred maintenance
• Management of routine and preventative maintenance programs which has
historically represented the completion of approximately 1,400 -1,700 work orders
or up to $1.6 million in maintenance costs annually, including in -house maintenance
(e.g. Carpenter Shop)
• Development, implementation, and management of capital renewal projects which
has historically represented an average of $4 to $6 million in capital costs annually
• Identification and management of energy reduction strategies through audits,
project implementation, commissioning, and monitoring
• Completion of comprehensive analysis for space optimization, changing functional /
operational needs, feasibility studies, and life cycle renewal of existing and proposed
facilities
• Negotiation and administration of approximately ten (10) third -party license, lease,
management, and /or operating agreements for the Pedway system, City Hall,
Community Centres, Reversing Falls Restaurant, and other City -owned buildings
Approved 2014
• Sound facility management practices
support the effective and efficient
delivery of City services, ensure public
safety, and improve accessibility and
functionality of City -owned buildings
• Manage risks associated with
compliance with Federal and Provincial
legislation
• Vital to the protection of over $85
million in building assets and
management of $45 million in
cumulated deferred maintenance
• Allow operations to focus on external
facing services rather than dealing with
facility issues
• Reduce operational expenses through
the implementation of sustainable
energy management strategies
• Resource levels directly contribute to:
• Reactive versus proactive
maintenance
• Magnitude of the backlog of service
requests and deferred maintenance
• Degree of ability to comply with
legislative requirements, including
asbestos management, fire safety,
and environment
• Inability to manage facilities
currently operated by ABCs and SJ
Water
316
Wages & Benefits
$1,637,001
Facility Management
624,033
Carpenter Shop
647,496
City Market
365,472
Goods & Services
$6,223,968
Facility Management
1,468,495
Police Headquarters
1,006,373
Carpenter Shop
233,279
City Market
577,564
City Hall
1,841,400
Street Lighting
1,096,857
Internal Recoveries
($2,447,329)
Facility Management
(1,000,956)
Police Headquarters
(1,006,373)
Carpenter Shop
(440,000)
Total Expenditures
$5,413,640
Revenue
- Facility Rentals 78,650
Total Revenue $78,650
- City Market Rentals 633,200
Full Time Equivalent Positions (FTE)
Management
1.00
Professional
1.00
Inside Workers
5.00
Outside Workers
13.00
Carpenter Shop
9.00
City Market
4.00
TotaIFTE
20.00
Contact Positions (City Market) 1.00
140
Facility Management - Service Levels and Resources Continued
• Management of over 20 standing offer agreements for maintenance services with
external Contractors and /or other service providers
• Comply with Federal and Provincial legislation including, but not limited to:
• New Brunswick Building Code Act
• National Fire Code of Canada
o Fire Prevention Act
• Occupational Health and Safety Act
• Boiler and Pressure Vessel Act
• Electrical Installation and Inspection Act
• Plumbing Installation and Inspection Act
• Elevators and Lifts Act
• Heritage Conservation Act
• Clean Environment Act
• Day to day operational management of the Saint John City Market, including:
• Negotiation and administration of over 20 long term leases
• Administration of 60 -80 temporary occupancy agreements annually
• Merchant/ tenant relations
• Marketing and promotions
• Managing accounts receivable and accounts payable
• Process and policy development
Approved 2014
317
Administrative / Other Support Services
• Legal
• Materials Management
• Fleet
• Finance
• Real Estate
• Information Technology
• Human Resources
Note:
• City Market expenditures, revenue and
FTEs recorded in Growth and
Development and Street Lighting In
Public Safety — managed through
Facilities Management
• City Market managed through facility
management, but contributes to the
Growth and Development Services
Program
• Street Lighting managed though facility
management, but contributes to Urban
Environment Service Program
141
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.
2013 Real Estate Accomplishments and Performance
TAX REFERRAL
• Received 800 +/- tax notices for 2013 representing $1.75m in total billings to the City
• Organize, analyze and refer to SNB those with questionable assessments
• Process the tax notices for payment and assignments to the appropriate cost center
• 2013 referral work resulted in $28,395 in savings. Since 2009 the annual savings represents slightly less than $228,000 and when
compounded represents approximately $960,000 over the 5 year term
ACQUISITIONS
• 17 Real Estate acquisitions for 2013 primarily Harbour Clean Up work for lift stations and associated infrastructure. This cumulative work has
resulted in more than 100 such acquisitions over the past 4 years
• 3 acquisitions for 1 Mile House Interchange
• Various other acquisitions such as Works West Depot and storm pond Boars Head Road
DISPOSITIONS
• Gorman Arena Property - Shannex Development. Lead the sale of the Gorman Arena backlands to Shannex for a seniors complex which
represents approximately $40m in new tax base, creates significant investment, much needed construction jobs and legacy patient care jobs
Approved 2014
318
142
MISCELLANEOUS
• Facilitated 10 stop up and closures in support of a variety of developments such as Coast Guard site and the Churchill Blvd. redevelopment
• Supported the PSA requirements regarding R/E activity for 2013 retroactive to 2011
REVENUE
• Completed the lease agreement and repurposing of the Hockey Excellence building adjacent Harbour Station
Actively involved in the management of approximately 25 revenue generating leases or licenses ($75,000 annual revenue); including but not
limited to urban renewal development agreements, the reversing falls tourism related activities, lot leases dating back to the early 1900's and
parking agreements with Commercial Properties to name a few
2014 Major Initiatives, Major Projects and Real Estate Service Delivery Highlights
TAX REFERRAL
Receive, organize, analyze and refer to Service New Brunswick those 2014 assessments with questionable valuations or increases in
valuations. 800 tax assessments representing approximately $1.75m in disbursements to the Province to be processed and assigned to the
appropriate cost centre for payment
ACQUISITIONS
• Real Estate acquisitions for 2014 are expected to primarily support the Clean Safe Drinking Water (CSD) program. The volume of acquisitions
for CSD has yet to be determined. Access for well drilling and preliminary routing planned for the upcoming year
• A variety of smaller land interests will be required for intersection infrastructure improvements, road improvements and water and sewerage
improvements
Approved 2014
319
143
DISPOSITIONS
• Call for a second round of interest regarding the Peel Plaza surplus properties
• Secure an Agreement of Purchase and Sale for the Millidgeville Fire Training lands
• Identify any marketable properties which may be surplus to the City's needs
• Call for expressions of interest for any surplus properties
REVENUE
• Negotiate the renewal of the Rocky's rooftop lease, HSBC pedway agreement, Admiral Beatty Rooftop Agreement, Boardwalk Cafe license
agreement, Reversing Falls tourism agreements as necessary and the City /Commercial Properties Parking Agreement.
• Remain actively involved in the management of approximately 25 revenue generating leases or licenses ($75,000 annual revenue + / -);
including but not limited to urban renewal development agreements, the reversing falls tourism related activities, lot leases dating back to
the early 1900's and parking agreements with Commercial Properties to name a few
MISCELLANEOUS
• Support the decision making process around City Hall today and tomorrow. Activities include but are not limited to; Data gathering,
comparative analysis, best practices, space spec. determinations, site criteria establishment, financial modeling and associated
recommendations
• Ongoing support for the PSA requirements regarding R/E activity for 2014
• Support the routing for Energy East Pipeline in City owned lands
Approved 2014 144
320
Real Estate - Service Levels and Resources
• Acquiring land interests for municipal projects
• Actively manages the City's Real Estate Assets (e.g., tax management, surplus land
sales)
• Provides professional analysis of land values, negotiating strategies and advice
around real property matters throughout the organization
• Reports to Council in such land matters
Approved 2014
• Sound property management practices
support the effective and efficient
delivery of City services - ensuring the
City has access and /or ownership to
land required for the delivery of
municipal services or capital projects.
• Aggressive management of the tax roll
has resulted in a cumulative savings of
$725,000 since 2009 supporting the
organizations cost control initiatives.
• Revenue streams in the form of land
agreements, land sales and any
ensuing development generate highly
desired revenue and tax base for the
City. More than $75,000 of annual
revenue is under management in this
category.
321
Wages & Benefits $187,348
Goods & Services 72,457
Property Tax (Land) 80,000
Total Expenditures $339,805
Total Revenues $83,100
Full Time Equivalent Positions(FTE)
Management* 0.00
Professional 2.00
Total FTE
2.00
* Management position paid for out of the
Saint John Industrial Parks budget and
allocates time in the amount of 0.35 FTEs
145
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
continuous improvement of service delivery; and building a high performance public service. Strategic Services
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
measuring and reporting to Council and citizens on organizational performance to improve accountability for
service delivery.
Organizational Goals
To establish the City of Saint John as a service - based, results oriented, high performance public service
organization.
Service Based
• Considering the needs of the
community as a whole
• Creating opportunities for
citizen feedback and input
• Responding effectively and
efficiently to address
community needs
Approved 2014
Results Oriented
• Respond to constant changes
in the community through
communication, collaboration
and technology
• Demonstrate value for
investment in the community
• Build capacity the
organization to effectively and
efficiently deliver service
High Performance
• Collaborative, strategically
minded workforce
• Culture focused on
contributing to community
goals through service delivery
• Resource conscious and
accountable for results
322
Human
Resources Service
Corporate
Planning Service
Intergovernmental
Affairs Service
Corporate
Communications Service
Information Technology
Systems Service
146
Strategic Services Summary
Approved 2014 Projected Expenditures
2013 Expenditures Revenue FTE 2015 2016 2017
Human Resources
1,428,037
1,528,054
10.20
Corporate Planning
499,585
462,531
3.20
Intergovernmental Affairs
148,658
155,547
1.20
Corporate Communications
521,505
531,754
3.20
Information Technology Systems
2,087,058
2,138,707 48,000
17.20
Strategic Services Budget
$4,684,843
$4,816,593 48,000
35.00
Approved 2014
323
147
Table of Contents — 2014 Service Plans
Human Resources............
Corporate Planning..........
Intergovernmental Affairs
Corporate Communications ........
Information Technology Systems
Approved 2014
............................................................................................................... ............................... 149
............................................................................................................... ............................... 156
............................................................................................................... ............................... 161
............................................................................................................... ............................... 167
......................................................................... ............................... 171
324
Human Resources
We provide support services aimed at ensuring "a skilled and
knowledgeable workforce demonstrating commitment, integrity
and responsibility in service to the citizens of Saint John." Our sub -
services include human resources, salary and benefits
administration, job staffing, employee training and development,
industrial relations, performance management, organizational
development and employee health and safety programs. We also
provide Human Resources services that support the strategic
direction of the organization in the achievement of corporate goals
and achievements —a service based, results oriented, high
performance public service organization.
Compliance with regulatory and legislative requirements
Focus on strategic plan, human resources planning, priority setting and policy
development
Organizational effectiveness
External labour market and economy
Emerging technology
2013 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 services for 860 + pensioners
• Managed 45 Return to Work Cases
• Managed 14 Workers Compensation Cases as of Oct 22, 2013
• Transition reporting to align with new Career Development System, Outside Workforce
• Prepared for Transition to New Records Management System — On -going
• Improved the Return to Work Program, including new OMA for Outside Workforce
• Drafted Attendance Management Program for all employees
Approved 2014
325
149
Organizational Development
• Supported the on -going implementation of the new organizational alignment
• Provided internal consulting services to managers
• Drafted policy for Respectful Workplace Program
• Initiated an employee communication /engagement strategy in partnership with Corporate Communications i.e. service pins
• Supported special interventions arising from a variety of sensitive workforce issues
Occupational Health and Safety
• Facilitated 15 accident investigations and required follow up in all service areas
• Provided value -added Safety Program Development and Internal Consulting Services to all Departments
• Protected the City's Corporate Compliance Record and Due Diligence Posture
• Increase operational effectiveness of the 5 *22 through communication, training, and audits
• Conducted Manual Material Handling Pilot Project
• Initiated Standard Operating Procedure Project
• Initiated Pre - operational Safety Inspection Project
• Initiated High Angle Rescue Project
• Initiated review of records management requirements with respect to the 5 *22 Safety Management System
• Wellness Program — reviewed current wellness initiatives and drafted scope for 2014
Job Staffing
• Staffed 233 positions - Internal and External Candidates
• Successfully delivered Year Four of the LEAD Program
• Conducted numerous orientation sessions & on boarding activities
Approved 2014
326
150
Performance Management
• Administration, training and monitoring of performance reviews for employees in our inside and outside workers, non - union, and
management /professional employee groups
Industrial Relations
• Maintained positive relations with employee groups and resolved issues through ongoing communication and collaboration
• Managed rights arbitrations, various workforces
• Managed grievance process, various workforces
• Managed the disciplinary process, all workforces
• Commenced preparation for 2014 negotiations
Training and Development
• Administered and 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 19 in -house safety training programs
• Liaised with government departments, agencies and professional associations to integrate current standards of certification and licensing into
the Outside Workforce Career Development System
• Enhancements made to corporate coaching program
Approved 2014
327
151
2014 Initiatives, Major Projects and Human Resources Service Delivery Highlights
The Corporate Strategic Plan, Advance SJ, shapes the future direction of our Human Resource service. The Service Principles drive our work and
our commitment to the organization. As a support department we will strive to assist others in achieving their goals, as we also strengthen and
confirm our leadership within organization as change agents in the management of people. We will accomplish this through the alignment of our
Corporate HR initiatives with the strategic direction of Advance SJ generally, and with the following initiatives specifically.
➢ 4A Continuous Improvement
➢ 4B Service -Based Accountability
➢ 4C Proactive Labour Relations
➢ 5A Customer Service Improvement
➢ 5C Information Management System
➢ 6A Workplace Development
➢ 6B Employee Performance Management
➢ 6C Heath, Wellness and Safety
➢ 7A Communication Framework
Human Resources, Salary and Benefits Administration
• Continued improvement to the Return to Work Program
• 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
• Conduct Long Service Recognition and Retirement Banquet
• Implement service recognition program — "years of service" and "excellence" programs
• Management job evaluation and compensation review
• Update management /professional terms and conditions of employment
Approved 2014
328
152
Organizational Development
• Review and update Human Resource Policies and Administrative Procedures, and manage the Implementation of Human Resource Policies
and Administrative Procedures
• Implement Respectful Workplace Program
• Enhance Corporate Wellness Program
• Further design an employee communication /engagement strategy in partnership with Corporate Communications, including
enhancements to Engage
• 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 initiatives
• Provide internal consulting services to all City departments
Occupational Health and Safety
• 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
• Provide internal consulting services to all City Departments
• Finalize common corporate Drug and Alcohol Policy (in collaboration with cites of Moncton and Fredericton)
• Engage the City Manager and Senior Staff with the 5 *22 through the Champions Team
• Complete implementation of Pre - operational Inspection Project
• Extend Manual Material Handling Project to all Operational service Areas
• Extend Implementation of Standard Operating Procedure Project
• Implement improved 5 *22 Records Management Model
• Authorize Joint Safety Policies in relation to the High Angle Rescue Program (Saint John Water and Saint John Fire Department)
• Engage City Manager and senior staff with 5 *22 Champions Team
Approved 2014
329
153
• Prepare Organization for Changes to NBOHSA
• Re- Establishing "we look after the City, please look out for us" the summer safety campaign in partnership with Corporate Communications
Job Staffing
• Staff vacant positions, all workforces, in accordance with approved 2014 establishment
• Audit staffing processes and procedures
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 and negotiate with C.U.P.E Local #18, Outside Workers
• Prepare for and negotiate with C.U.P.E Local #486, Inside Workers
• Prepare for and negotiate with I.A.F.F. Local #771, Fire
• Strengthen mutual interest processes with all City workforces
• Conduct, manage, coordinate and support special investigations and HR reviews
Training and Development
• Enhance orientation package for managers on Human Resource processes
• Enhance and deliver Foreman /Operator training
• Review and revise training structures to ensure alignment with operational requirements and new employment structure
• Develop and manage Outside Workforce 2014 Training Plan
• Manage career training system for Inside Workers
Approved 2014
330
154
Human Resources - Service Levels and Resources
• Review and enhance existing plans that support succession planning, recruitment,
performance management, employee wellness and recognition and employee
orientation.
• Compensation and benefit administration, review and update
• Manage staffing process for all employee groups
• Collective agreement administration
• Mutual Interest Committee facilitation
• Grievance administration
• Update interpretive guidelines
• Interpretation and administration of Collective Agreements
• Negotiations
• Employee development including performance reviews, training and development,
and coaching
• Manage Return to Work program for all Employee Groups, including Workers
Compensation claims
• Facilitate Job Evaluation
• Deliver bi- monthly orientation sessions
• Provide internal customer service
• Provide guidance and support to managers and employees on a variety of
employment issues
• Complete numerous benefit and payroll requests from internal customers
• 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
• Facilitate, prepare and present:
• human rights complaints
• grievances
o arbitrations
• investigations
• discipline processes
Approved 2014
• Ensure compliance to legislation
governing employees in the workplace.
• Increase organizational capacity.
• Improve organizational performance.
• Supports the organization in building
capacity to effectively and efficiently
delivery service to the public and
respond to change.
• Fulfilling employer obligations.
• Human Resources was staffed at 80%
strength in total. This impacted the
2013 service delivery.
• Unplanned service demands requiring a
program response are inevitable and
consume significant resources and
reduce ability to carry out service plans.
Disability administration workload, Tal
Op updates, pension /long -term
disability changes, hiring freeze lifted,
and special investigations are examples
in 2013.
331
Wages & Benefits $1,004,225
Goods & Services 523,829
Total Expenditures $1,528,054
Full Time Equivalent Positions(FTE)
Management
2.20
Professional
4.00
Non -Union
4.00
TotaIFTE
10.20
155
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
strategic planning processes that ensures service delivery aligns with the
vision and goals for Saint John; facilitating a corporate -wide performance
methodology that support the Corporation in meeting its accountability
objectives; providing project management for corporate initiatives that are
transformative in nature; managing a continuous improvement 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.
2013 Corporate Planning Service Accomplishments and Performance
Emergence of consultation and collaboration as a decision - making tool
Expectations for transparency and accountability in local government
Organizational capacity
Requirement to respond to evolving needs of the community
Focus on strategic planning and demonstration of results
Strategic Planning
• Designed and facilitated a process to create AdvanceSJ, the City's new corporate strategic planning, that aligns with Council's Priorities and
sets the direction for establishing the City of Saint John as a service - based, results- oriented, high performance public service organization.
Identified baseline performance indicators to measure progress on Council's Priorities and the strategic directions outlined in AdvanceSJ.
Indicators presented in AdvanceSJ are intended to be a starting -point and will evolve overtime.
• Managed a facilitated process to support Common Council in reviewing their priorities and identify the initiatives required to achieve stated
objectives. The process was conducted to ensure alignment with AdvanceSJ.
Project Management
• Managed implementation of customer service improvements as outlined in the Customer Service Strategy. Main deliverable for 2013 was
implementation of Sungard One Solution Customer Relationship Management (CRM) software (pilot in Transportation & Environment Services
and Saint John Water). A second planned deliverable was finalizing a customer service policy and corporate standards.
Approved 2014
332
156
• Provided coordination to implement the Sungard One Solution Land application to support effective and efficient use of the CRM software.
This was a significant undertaking as Land integrates with a number of the City's ERP components and requires effective implementation to
ensure efficient integration with potential future installations of OneSolution applications and existing applications.
• Participated in the evaluation of the groundwater exploration proposals as part of the Safe, Clean Drinking Water Program in addition to
preparing case studies on lessons learned on municipal P3 projects across Canada.
Consulted with service areas on project management methodologies and best practices to support delivery of service -based projects and /or
initiatives. This includes preparing for a supporting role for managing records related to Safe, Clean Drinking Water Program (December
2013).
Performance Management, Service Improvement and Organizational Effectiveness
• Finalized report and recommendations including implementation plan for the first year of the core service review. Report also included
recommendations for year two service reviews. Monitored and coordinated reporting on progress of year one recommendations.
• Reviewed report and provided feedback to TalOp to finalize the function mapping report. Coordinated service area feedback to finalize
corporate function map (including police). Evaluated function mapping outcomes and processes to determine alignment and integration with
service improvement initiatives. Findings will be integrated into a continuous improvement program as appropriate.
• Outlined an annual public reporting framework that is intended to facilitate reporting of progress on Council's priorities, results of key service
performance indicators, and financial position of the City.
• Supported 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.
Budget Planning
Continued coordination of service planning and improvements (limited in 2013 with available resources) to the service -based approach to
budget presentation.
• Coordinated reporting on results related to of 2013 service -based budget commitments.
Approved 2014
333
157
2014 Major Initiatives, Major Projects and Corporate Planning Service Delivery Highlights
Strategic Planning — Planning, Portfolio Management and Reporting
• Develop a four year work plan to achieve the strategic directions outlined in AdvanceSJ.
• Develop and deliver a communications program to create awareness among employees as to the priorities for the organization and how
service delivery contributes to the achievement of the strategic directions outlined in AdvanceSJ. A particular focus should be on employee
engagement related to our service principles. Contributes to the achievement of 6A Workforce Development (employee engagement) strategic
initiative in AdvanceSJ.
• Redesign the service -based budget format and process to achieve full implementation that supports evidence based decision making. The
focus will be on further developing service levels for both public and enabling services and ensuring alignment with Council's Priorities, the
strategic directions outlined in AdvanceSJ and other policy documents such as PlanSJ. Additional objectives include linking stated public
service levels and enabling resource requirements. Aligns with 4B Service -Based Accountability strategic initiative in AdvanceSJ.
• Develop high -level objectives and process considerations for public engagement in collaboration with Corporate Communications and Growth
& Community Development Services to support the appropriate involvement of citizens and other internal stakeholders in key decision -
making. Aligns with 5B Citizen Centered Service Delivery strategic initiative in AdvanceSJ.
• Facilitate a process to develop a corporate communications framework that is intended to improve the City's approach to engaging and
informing citizens, employees and stakeholders. Aligns with 7A Communications Framework strategic initiative in AdvanceSJ.
• Support the development of a Council reporting system that links Administrative recommendations to Council's priorities, the strategic
directions outlined in AdvanceSJ and other policy documents such as PlanSJ in collaboration with the Common Clerk's Office. This may include
reorganization of Council meeting agendas to support better decision - making.
• Design a portfolio management process to support the achievement of the strategic directions outlined in AdvanceSJ. The process should
provide input to the senior leadership team's decision - making related to priorities, capacity and resource allocation.
• Provide project management consulting (support) for corporate projects or initiatives as they arise and align with AdvanceSJ. Potential
projects may relate to 5C Information Management System, 2D Transportation Master Plan and 3C Quality Drinking Water strategic initiatives
in AdvanceSJ.
Approved 2014
334
158
Continue to providing project management for the implementation of customer service improvement initiatives designed to enhance citizen
contact experience. Focus should include developing process around corporate customer relationship management (CRM) building on the
results of the pilot project, rolling out corporate customer service standards and creating awareness around customer service expectations as
defined in the policy, completing a training needs analysis and delivering a phased customer service education program. Process development
should contemplate corporate ownership and accountability for customer service. Aligns with 5A Customer5ervice Improvement strategic
initiative in AdvanceSJ.
• Publish an annual report that outlines progress on Council's priorities, results of key service performance indicators outlined in AdvanceSJ, and
financial position of the City. Aligns with 4D Measuring Results strategic initiative in AdvanceSJ.
Continuous Improvement - Performance Management, Service Improvement and Organizational Effectiveness
• Redesign the accountability framework to outline an integrated process for identifying opportunities for improvement, conducting service and
process reviews, and implementing recommendations. Redesign will involve evaluating existing (core service review, value for money,
function mapping) and emerging (i.e., lean six sigma 'waste walk') methodologies to develop an approach to continuous improvement that
promotes innovation and citizen- focused service delivery. Contributes to 4A Continuous Improvement strategic initiative in AdvanceSJ.
• Manage year two of core service review (delayed with 2013 focus on function mapping), focused on identification of cost savings or service
improvements and supporting the service -based budget process. Potential focus on asset management (i.e., pavement and buildings).
Contributes to 4A Continuous Improvement strategic initiative in AdvanceSJ.
• Administer value for money audits (service reviews) as approved in the 2014 operating budget. Particular focus will be on developing terms of
reference, support for contract management (as required) and consulting on the establishment of service levels and analysis. Contributes to
4A Continuous Improvement strategic initiative in AdvanceSJ.
• Develop and implement a framework to coordinate reporting of service performance metrics and PlanSJ service measures. As time and
resources permit, implement a web -based performance reporting tool, with continued focus on measuring and reporting on citizen
satisfaction. Will require resources to conduct a citizen survey. Aligns with 4D Measuring Results strategic initiative in AdvanceSJ.
• Provide consulting and support to the Strategic Services team in working to achieve the strategic directions outlined in AdvanceSJ, ensuring
alignment with strategic planning and continuous improvement initiatives.
Approved 2014
335
159
Corporate Planning - Service Levels and Resources
Strategic Planning - ensuring the City's services are aligned with the vision and goals
• Strategic planning and continuous
of the community. This is achieved through the facilitation and engagement of
improvement initiatives support the
Council, staff, citizens and other stakeholders.
City in establishing itself as a service-
• Lead the strategic planning cycle (four year cycle) that aligns with service planning
based, results- oriented, high
and budgeting
performance public service.
• Direct the implementation of strategic planning initiatives through portfolio
• Supports the organization in
management with updates to the senior leadership team three times a year
communicating strategic direction and
(minimum) and ensure project management related to assigned projects achieve
reporting of service results as a means
the deliverables and quality objectives outlined in the scope statement (budget and
to demonstrate value for public
time to be considered as project management best practices mature in the
investment in the community.
organization)
• Facilitate the measurement, tracking and reporting of progress and outcomes
• Planned work outlined in the 2014
related to strategic initiatives with delivery of an annual report
service -based budget is based on a full
staff complement (3 positions).
• Administer a framework for public engagement to ensure the needs of citizens are
Approved resource allocations will
addressed in setting a strategic direction and making decisions about service
impact the ability to facilitate and
delivery including the delivery of a least one large scale public engagement
engage in strategic planning and
program every two years
continuous improvement initiatives in
Continuous Improvement — ensuring that public service delivery is innovative,
terms of volume and quality.
efficient and effective in addressing the evolving needs of our community. This is
• Assignment of unplanned initiatives to
achieved through the application of process and tools to evaluate service
the Corporate Planning work plan may
performance, generate improvement strategies, and implement change.
result in a change in direction or in the
• Lead service reviews to determine core service improvement opportunities on an
execution of planned priorities for
annual cycle (depends on allocation of resources in the operating budget); report
2014.
back on the impact, both qualitative and quantitative measures of continuous
improvement, of results of implementing service improvement initiatives from an
organizational efficiency and strategic planning perspective
• Coordinate reviews of business process to improve organizational effectiveness (as
assigned)
• Administer a service -based performance management system that is designed to
achieve the City's accountability and transparency objectives in delivering cost -
effective public service (annual evaluation and recommendations)
Approved 2014
336
Wages & Benefits $330,651
Goods & Services 131,880
Total Expenditures $462,531
Full Time Equivalent Positions(FTE)
Management
1.20
Professional
1.00
Inside Workers
1.00
TotaIFTE
3.20
160
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 coordinated, strategic and consistent with the objectives of the City of Saint
John, including the 20 -year community goal: "Our City plays a leadership role with other local, provincial and national elected officials to
address common challenges and opportunities for our community." As a
new function within the City's administrative structure, the goal will be to
work collaboratively with key stakeholders from other levels of
government, other organizations, and service areas, building relationships
and improving the outcomes of Common Council's priorities 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.
Drivers
Financial and policy interests of the City
New legislation or changes to existing legislation
Availability, competition and focus of external grant and subsidy
programs
Communication with federal and provincial staff members
Successful implementation of intergovernmental strategy
Developments from other levels of government and external partners
Organizational capacity
2013 Intergovernmental Affairs Service Accomplishments and Performance (November 2012 to October 2013)
City of Saint John involvement in municipal associations
• Led the planning of the 2013 Cities of New Brunswick Association (CNBA) Annual General Meeting in Saint John. With the support of City Staff
and Members of Council, the City was able to raise approximately $15,000 for the meeting through corporate sponsorship.
• Supported and coordinated City Staff and Council involvement in the CNBA.
• Facilitated dialogue amongst Members of Council on merits of joining the committee structure of the Federation of Canadian Municipalities
(FCM), submitted a City of Saint John application to FCM, and subsequently the City was appointed to two FCM committees. Supported and
coordinated City Staff and Members of Council involvement in the Federation of Canadian Municipalities, including the Municipal
Infrastructure and Transportation Policy and Municipal Finance and Intergovernmental Affairs Committees.
• Facilitated internal dialogue on merits of joining the Association of Municipal Administrators of New Brunswick (AMANB), and subsequently
sought full membership in the association for the City of Saint John.
Approved 2014
337
161
Support and coordination to the Safe, Clean Drinking Water Project (SCDWP)
• Developed and implemented Awareness and Education Plan (February to Apri12013).
• Developed Roles, Responsibilities and Staffing Requirements Plan for duration of project.
• Coordinated relationship and facilitated regular exchange between P3 Canada and the Government of New Brunswick.
Facilitated a Fredericton Day in Saint John
Developed action plan to coordinate the goals and objectives of a Fredericton Day in Saint John, where provincial elected officials would visit
Saint John and receive an overview of municipal accomplishments, challenges and priorities.
• Through a partnership between the City's Intergovernmental Affairs Office, the Mayor's Office, Premier's Office, local Members of the
Legislative Assembly, community and private sector partners, organized a bus tour and luncheon for the Provincial Government Caucus.
City of Saint John's involvement /response to the Province's Local Governance Reform Agenda
• Ensured that Members of Council and City Staff receive regular updates and developments on provincial reform agenda.
• Developed, implemented and evaluated the City of Saint John Engagement and Feedback Plan as it relates to legislative modernization.
• With the support of Members of Council and Senior City Staff, developed the Saint John Position Paper on Legislative Modernization, which
was later submitted to the Cities of New Brunswick Association as well as the Government of New Brunswick.
External funding opportunities for the City of Saint John
• Developed internal process to evaluate priorities and subsequently submitted applications to the following external funding opportunities:
Atlantic Canada Opportunities Agency's Community Infrastructure Improvement Fund; Environmental Trust Fund.
Intergovernmental Affairs involvement with external partners
• Supported Common Council's Pre - Budget Submission to the Government of New Brunswick in 2013.
• Working with Members of Council /City Staff, helped build the Multi -City Transit Initiative between Fredericton, Moncton and Saint John.
Approved 2014
338
162
• Coordinated ongoing interaction between Saint John, Fredericton and Moncton, identified common objectives, linked to efforts with the
Cities of New Brunswick Association, and exchanged best practices.
Intergovernmental Affairs involvement with local partners
• Working with Enterprise Saint John and UNBSJ, supported the research and development of an Urban Agenda for New Brunswick.
• Ongoing participation on the Community Advisory Board: Homelessness Strategy.
• Contributed to the Urban Development Working Group linked to True Growth 2.0, and provide ongoing support to the initiative.
Intergovernmental Affairs involvement with City Staff, Agencies, Boards and Commissions
• Intergovernmental Affairs received inquiries, requests for support and /or coordinated common initiatives from virtually all branches of every
corporate service area, including, but not limited to: Fire and Rescue Services; Recreation and Cultural Programming; Growth and Planning
Services; Permitting and Inspection Services; Roadway Maintenance; Solid Waste Collection; Financial Management.
• Intergovernmental Affairs received inquiries, requests for support and /or coordinated common initiatives from a variety of Agencies, Boards
and Commissions, including, but not limited to: Discover Saint John; Saint John Development Corporation; Saint John Industrial Parks; Saint
John Parking Commission; Saint John Transit Commission; Enterprise Saint John; Saint John Port Authority.
Internal action plans and briefings
• Developed and implemented 10 internal action plans and 13 briefing notes on variety of topics to Senior City Staff and Council.
Council reports
• Researched, supported and /or formulated 16 Reports to Council on a variety of issues, including, among others: funding from Community
Recognition Award, Legislative Modernization, World Energy Cities Partnership, and Elections New Brunswick.
Approved 2014
339
163
Special projects /initiatives assigned by the City Manager and /or Commissioner
• The Commissioner of Strategic Services and the City Manager assigned 14 special projects to the Intergovernmental Affairs Office, including,
among others: coordination of City involvement in the Big Data Congress; development of City of Saint John Financial Stability Inventory;
support to Freeman of the City; coordination of City of Saint John involvement in UNBSJ MBA Research Methods Class; SCDWP Roles,
Responsibilities, Staffing requirements; Shards of Time; Economic Development Capital Priorities initiative.
Ongoing intergovernmental support
• Above and beyond regular correspondence, from November 2012 to October 2013, the Intergovernmental Affairs Office participated in over
300 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.
2014 Major Initiatives, Major Projects and Intergovernmental Affairs Service Delivery Highlights
According to Advance SJ, the City will "Advance the interests of the City of Saint John by proactively engaging in a range of intergovernmental
initiatives aimed at strengthening partnerships and promoting our priorities." In addition, the office of intergovernmental affairs will support
a variety of other objectives from Advance SJ, including, but not limited to: Economic Development Coordination, Financial Sustainability for
the City, Community Investment, Community Partnerships, and Quality Drinking Water.
• 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.
Approved 2014
340
164
• 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;
• Support Commissioner of Finance with involvement in pan - provincial working group on municipal property assessment;
• Coordinate efforts in and around the transition into the regional service commission.
• Continue contributing to the SCDWP and providing intergovernmental support.
• Respond to IGA requests from Council, City Staff, ABCs, external partners.
• Develop briefing material to City Staff and Common Council.
• Ongoing support to True Growth 2.0 process.
• Coordinate the City's strategic involvement in FCM, CNBA, AMAMB and other external organizations.
• Support to 'Urban Agenda' efforts with the support of key local and external partners.
• Coordinate and facilitate City Staff in building sustainable relationships with municipal, provincial and federal counterparts.
• Finalize the contractual obligations, installation and public announcement of Shards of Time.
Approved 2014
341
165
Intergovernmental Affairs - Service Levels and Resources
Support projects that require policy or financial support from other levels of
government in order to accomplish. Projects will include those defined by Council
priorities or otherwise advised by Council.
Support to agencies, boards, commissions and City Staff in developing, implementing
and monitoring intergovernmental initiatives.
Complete initiatives that will improve the effectiveness and efficiency of advancing the
City's financial and policy interests.
Coordinate and support the completion of grant applications to various funding
programs (varies annually).
Prepare correspondence, reports, presentations and submissions that support
intergovernmental initiatives.
Periodic updates to Common Council and Senior Leadership Team as required.
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 2014
342
Intergovernmental Affairs works with
other levels of government, regional
agencies and organizations to form
mutually beneficial relationships that
work to garner support and financial
resources that benefit the residents of
Saint John.
A reduction in travel over previous
years will limit the quantity of out -of-
province travel for the Inter-
governmental Affairs portfolio.
Innovative use of technology may help
to continue to build relationships out -
of- province.
Wages & Benefits $144,747
Goods & Services 10,800
Total Expenditures $155,547
Full Time Equivalent Positions(FTE)
Management 0.20
Professional 1.00
TotaIFTE 1.20
166
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
will foster positive relationships between the City, our employees, our
citizens and other organizations. Corporate Communications works with
service areas across the Corporation to help the public understand what
they can expect as a result of delivery of municipal services and the value
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
using various channels including print, online and media.
Organizational capacity
Public expectation with respect to all public service delivery
Regulatory / legislative requirements for translation, public notifications
Communication requirements for information and public engagement
Emerging technology for effective communication
Diversity in population (age, culture, accessibility)
2013 Corporate Communications Service Accomplishments and Performance
• Supported the ZoneSJ initiative by providing project support, communications counsel and collateral preparation and advertising to
encourage public participation in the process
• Provided input and support to AdvanceSJ, the corporate strategic plan
• Key organizer of the Common Council's Volunteer Recognition Awards Dinner, where over 130 volunteers and their nominators were
celebrated
• 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. The front page and news sections were re- designed and a content audit was performed
• Developed implemented communications initiatives and materials for the City's Safe, Clean, Drinking Water Project
• 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 re- opening of Mispec Park, the Loch Lomond
Road reconstruction project and creating awareness around the Harbour Bridge construction
• Provided support to over five (S) 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)
Approved 2014
343
167
• Provided support (through a variety of communications channels) to a number of community events including the dedication of Pte. David
Greenslade Peace Park, Canada Day, Sports Hall of Fame, May 15 RNS Community Service Day, CCC Community Garden, Lorne Middle School
Garden, Marigolds on Main, CCC Family Fun Day, the Canada Games Flag Relay, Winterfest and many seniors and community center events
• Developed and promoted the "Hooked on the Market" and "CIP Best Places in Canada" communications campaigns for the City Market. The
Market won in its category.
• Acted as project manager for the King Square Revitalization event.
• Collaborated with HR to design a "years of service" pin and recognition events.
• Re- instated Engage, the employee newsletter and assisted the "One Stop Development Shop" to deliver the "Development Bulletin ".
• Supported awareness efforts for Rockwood Park (including new billboard and photography), the Campus Harbour Connection (including
signage and an interactive map (with IT)), and the SJFD Gala.
• Supplied speaking notes for Mayor and Council, and produced a number of advertisements and letters (over 20) on behalf of the Mayor's
Office and Common Council.
• Issued and posted (as of November 25, 2013) over 125 bilingual news releases, advisories and PSAs.
• Provided strategic communications on a number of sensitive files and unplanned initiatives.
• Organized an intergovernmental event designed to highlight the award winning MEEP program to the Minister (and staff) of Environment and
Local Government (the program won a "Community Recognition Award ").
• Wrote and submitted an application resulting in the City's Energy Manger being named as Energy Efficiency Champion — Individual category at
the Premiers Energy Efficiency Awards.
• Supported large- scale, ongoing projects such as the Harbour Clean -up, the Winter Management Plan and the 2013 construction season.
• Participated in several EMO initiatives including Sentinel training and several mock exercises.
• 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).
Approved 2014
344
.:
2014 Major Initiatives, Major Projects and Corporate Communications Service Delivery Highlights
Develop and implement a communications framework to improve the City's approach to engaging and informing citizens, employees and
stakeholders. This includes continuing to develop and document communications, brand and media relations standards. Aligns with 7A
Communications Framework strategic initiative in AdvanceSJ. Supporting initiatives include:
• work 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.
• work with key stakeholders and others in the organization to develop a social media policy.
• work with the nominating committee to develop a campaign designed to encourage volunteer applications to the City's ABCs.
• work with Corporate Planning to publish an annual report.
• Design an employee engagement strategy with Human Resources. Planned initiatives that contribute to 6A Workforce Development
(employee engagement) strategic initiative in AdvanceSJ include:
• implementing the "years of service" and "excellence" programs
• developing SharePoint as the delivery system for Engage, our employee newsletter (in conjunction with IT)
• re- establishing "We look after the City, please look out for us" the summer safety campaign
• Continue to provide strategic support as well as enable service areas to perform basic communication activities (such as emergency
notification).
• 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
• Provide communications counsel and support to the City's Safe, Clean, Drinking Water project. Contributes to 3C Quality Drinking Water
strategic initiative in AdvanceSJ.
• Address needs for public education about City services and operations. New initiatives (in conjunction with the Neighbourhood Enrichment
service and aligns with 2A Vibrant, Safe Neighbourhoods strategic initiative in AdvanceSJ) include:
• developing an event designed to promote the helmet by law requirements
• develop a park passport program, designed to promote the PlaySJ goal of "providing quality, accessible recreation and leisure
facilities maintained at a high standard and used to their maximum potential."
• In collaboration with Saint John Water, plan a media and community event around the completion of Harbour Clean Up (summer 2014)
Approved 2014
345
169
• Support True Growth 2.0, through various True Growth Alliance working group initiatives. Contributes to 18 Economic Development
Coordination strategic initiative in AdvanceSl.
• Provide communications support to the cross - functional team that will be responding to Common Council's request for an Open Data Policy.
Contributes to Information Management System strategic initiative in AdvanceSl.
Corporate Communications - Service Levels and Resources
• Establish communications standards and processes across the organization,
improving organizational competencies, expertise and management practices to
support the delivery of high - quality communication services.
• Respond to media requests and media coordination within one business day (95
percent of the time). This accounts for approximately 25 % of the daily activity.
• Develop and delivering strategic messaging for the City of Saint John.
• Support service areas in developing and executing communication plans and
products that educate the public on service initiatives and service levels and
responsibilities.
• Work with service areas to ensure communication meets quality standards.
• Website maintenance including updating news events and content, responding
to external requests from the public.
• Produce print collateral -- flyers, posters, print advertising for various
publications (over 75 pieces annually).
• Provide 24 hour — 7 days a week communication support coverage in response to
emergency events (not including fire and police unless required otherwise).
• Respond to request for information from the public, other levels of government
and other organizations) within two business days (95 % of the time).
• Monitor media and social media sites to ensure that communication reflects City
messaging.
• Organize, facilitate or assist community and media events and meetings
(approximately 10 per year).
• Produce speaking notes and presentations for City sponsored events.
Approved 2014
• Corporate Communications works with
service areas across the Corporation to
help the public understand what they
can expect as a result of delivery of
municipal services and the value their
investment has in the community,
promoting Saint John as a great place to
live, work and invest.
• Corporate communications strives to
foster positive relationships between
the City, our employees, our citizens
and other organizations building trust
and confidence in the City as a public
service provider.
• Common Council has adopted Priorities
for their term, one of which is strategic
communication.
• At current staffing levels, the
department can only function in an
operational, reactive capacity, affecting
ability to communicate and educate.
• Unplanned and "ad hoc' work affects
ability to respond and response times.
• Full staff complement (3) is lower than
similar sized municipalities.
346
Wages & Benefits $307,362
Goods & Services 224,392
Total Expenditures $531,754
Full Time Equivalent Positions(FTE)
Management
1.20
Professional
1.00
Inside Workers
1.00
TotalFTE
3.20
170
Information Technology Systems
Information Technology (IT) is responsible for delivering services to the Service Drivers
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 has Legislative requirements around protection of privacy
the potential to help most business processes in the organization become
Organizational capacity; needs of service areas
more efficient.
IT further supports all of their services during regular business hours by Expectations of internal users of information technology assets
means of a service desk, and after hours via on call technicians providing
24/7 coverage.
2013 Information Technology Systems Service Accomplishments and Performance
• Managed and supported technology used to deliver services to the
community.
• Completed 6,650 service calls from internal customers (a 5%
increase 2012). Service calls relate to application and hardware
issues.
• The single outage current in January 2013 as a result of a winter
storm affecting Data Center cooling. Its failure compromised
Emergency responses to a storm and large water main break.
• Desktop / Laptop fleet achievements
• Complete City wide upgrade of all desktops and Laptops to
Windows 7 and Office 2010 for all City assets ( +500 devices).
• Replaced 56 desktops and 21 laptops as part of the Evergreen
Program.
• This was achieved in -house without hiring a contractor and saving
$25,000.
Approved 2014
347
171
• Refreshed and replaced all City mobile devices and moved to the new mobility contract rates (150 Cell Phones, 120 Smartphones, and 65
Data devices). The result of the new contract and efforts to convert over quickly resulted in substantial saving for the organization.
Police Head Quarters (PHQ) at One Peel Plaza:
• Provided the Police Force expert guidance in creating required security documentation and certification.
• Tested systems to ensure high availability and functionality.
• Managed and maintained IT in PHQ under the frame work of a Memorandum of Understanding.
Server and network infrastructure maintenance program.
• The program that streamline and simplified internal processes, and in addition save over 15% over maintenance costs.
• Installed +100 security updates and maintenance patches on over 150 servers in 2 environments.
• The City's server infrastructure is now over 95% virtualized. At this level the City is ahead of most municipalities. Virtualization provides
greater flexibility and capacity, increases reliability and redundancy, and reduces licensing and management costs.
• Replaced 50% of the City's virtual farm servers.
• Installed new primary City Firewalls to protect ALL the City's information systems.
• Selected and implement Mobile Device security for mobile devices. All City owned mobile devices are managed from a single console and
common management policies have been implemented.
• Purchased a vault for backup tapes and installed necessary access control and monitoring in the new storage location outside of City Hall.
This will allow the City's data stores to grow and be protected.
• Implemented a video conferencing system for City staff. Video conferencing will reduce travel requirements of staff and associated costs.
• Expand the use of alternative technologies for enabling staff to complete roles; this includes Thin Clients, Virtual Desktops, and tablets.
• Implemented SharePoint 2010 in the City's environment and renamed the service as eCity.
• Installed WiFi and enabled public internet access in Kings Square. Public access at one sporting event exceeded 150 users per day.
• Renegotiated a network (WAN, LAN) and telephony (VoIP and POTS) contracts that will save the City $28,000 year which will be reinvested
into community and service improvement project (e.g. public WiFi, connecting City buildings).
• Renewed the City's Microsoft Licensing contact that is worth $177,000 per year for 3 years. The 11% increase absorbed unpredicted
Microsoft licensing changes and costs that threatened a 30% to 40% increase in costs, a 400% increase in database costs, and an 86%
increase in the number of servers in service in the City.
Approved 2014
.;
172
In support of AdvanceSJ and the development of an employee engagement strategy, developed SharePoint / eCity as the delivery system for
Engage, our employee newsletter (with communications).
Created over 60 reports and online systems for a variety of service areas including Common Council (system to track and report on Council
action resolutions) and Track time for the legal department.
2014 Major Initiatives, Major Projects and Information Technology Systems Service Delivery Highlights
• Support operational process improvement through the use of technology in particular the eCity intranet system. Contributes to 4A
Continuous Improvement strategic initiative in AdvanceSJ.
• Implement and support the records and information management system ensuring it meets our records and document life cycle obligations
and enhance data and information driven decision - making. Contributes to 5C Information Management System strategic initiative in
AdvanceSJ.
• Investigate partnerships with City Service areas, boards and commissions to expand the City's public WiFi offering in a sustainable way that
aligns with Council priorities of sustainable infrastructure and community of choice.
• Continue to support the implementation of customer service improvement strategy. Key contribution will be the implementation and
testing of the 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. Contributes to 5A Customer Service Improvement strategic
initiative in AdvanceSJ.
• Continue to review the Desktop Computer asset inventory and deliver desktop services (e.g., Thin Clients and VDI) to service areas. The goal
is to maintain a sustainable service. Contributes to 3A Asset Management strategic initiative in AdvanceSJ.
• Investigate and implement software to manage the City's fleet (vehicles and equipment). Contributes to 3A Asset Management strategic
initiative in AdvanceSJ.
• Redesign and implement a new City of Saint John network core that is central to all IT services. The new core will enable and support future
technologies, and incorporate best practice security design and reliability. Contributes to 4A Continuous Improvement strategic initiative in
AdvanceSJ.
• Continue to support all City information technology assets including maintenance and licensing agreements (including Financial and 911
Systems), server replacements, and internal service requests.
Approved 2014 173
349
• Investigate providing IT services and hosting to other municipalities (fee for service).
• Develop and test procedures for back -up and restoration for data and system.
• Complete a security test of the City's logical and physical networks and the information protection systems.
• Work 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. Aligns with 7A Communications Framework strategic
initiative in AdvanceSJ.
• Work with key stakeholders and others in the organization to develop a social media policy
• Provide IT support to the cross - functional team that will be responding to Common Council's request for an Open Data Policy. Contributes
to Information Management System strategic initiative in AdvanceSJ.
• Continue to provide support that will enable service areas to perform basic communication activities (such as emergency notification) (with
communications).
• 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.
Approved 2014
350
174
Information Technology Systems - Service Levels and Resources
Provide technology support for all aspects of corporate software as required for
service related operations ensuring software is available and is licensed, maintained
and upgraded based on an agreed upon lifecycle (approximately 20 different
applications)
• Exchange — email and calendar coordinations
• SharePoint — Intranet and Information Management
• External Web presences — hosting saintjohn.ca, and other web sites
• Shared drives — network drives for storing City documents
• Databases that store booking records for facilities, Parking Commission
interfaces, Billing applications, network health logs, GIS, Scheduling
applications.
• CCTV camera installations, networking, and storage of recordings
• Building management and access control systems
• Enterprise resource planning (ERP), Work Order, and Financial Systems
• Support Emergency services
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
Approved 2014
• IT service delivery is integral to
all aspects of services delivered
to our citizens.
• Vital to the protection of the
City's information assets and
citizens' personal data.
• Enables effective and efficient
communications (internally and
externally).
• Supports continuous
improvement of service delivery
by ensuring that technology is
utilized in a way that makes
service delivery more effective
and efficient. IT will need to
work collaboratively with other
service areas for project
management and training
expertise support.
351
Wages & Benefits
$1,386,077
Goods & Services
871,770
Recovery (Saint John Water)
(35,000)
Recoveries (Police HQ)
(84,140)
Total Expenditures
$2,138,707
Revenue
$48,000
Full Time Equivalent Positions(FTE)
Management 1.20
Inside Workers 16.00
TotaIFTE 17.20
175
Service Levels and Resources Continued...
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 (e.g. Fire Stations, Municipal
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 City's servers and services including:
• Over 90 servers (physical and virtual)
• 20.4TB 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 2014
352
176
Corporate Services
Corporate 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.
Organizational Goals
To establish the City of Saint John as a service - based, results oriented, high performance public service organization.
Service Based
• Considering the needs of the community as a
whole
• Creating opportunities for citizen feedback
and input
• Responding effectively and efficiently to
address community needs
Results Oriented
• Providing strategic leadership in delivery cost -
effective service to the community
• Ensuring access to Council and its decision
through corporate records management
• Protecting the interests of the City as a
corporation
Hif7h Performance
• Collaborative, strategically minded workforce
• Culture focused on contributing to
community goals through service delivery
• Resource conscious and accountable for
results
Approved 2014 177
353
Corporate Services Financial Summary
Approved 2014 Projected Expenditures
2013 Expenditures Revenue FTE 2015 2016 2017
City Manager's Office 401,268 529,045 3.00
Regional Services Commission
Common Clerk's Office
City Solicitor's Office
Common Council
Mayor's Office
Council
Total Common Council
Legislated Services Budget
Approved 2014
42,054
53,226
735,400
664,517 6.00
703,834
746,755 5.00
183,305 185,895
402,480 402,550
585,785 588,445
$2,468,341 $2,581,988
354
14.00
178
Table of Contents — 2014 Service Plans
City Manager's Office
................................. ............................... 180
CommonClerk's Office .................................................................................................................................. ............................... 184
(Legal Service) City Solicitor's Office ............................................................................................................. ............................... 188
Approved 2014
355
179
City Manager's Office
The City Manager's Office provides overall corporate management and
strategic and managerial direction to the Corporation of the City of Saint
John. The primary objective is to ensure that the administration operates
efficiently, cost effectively and in accordance policy set by Common
Council.
The City is striving to become recognized as a service - based, results
oriented high performance organization. The goal is to deliver service
that meets the needs of our community in a cost effective manner. In
Drivers
Expectations for transparency and accountability in local government
Organizational capacity
Responsiveness to evolving service needs of the community
Priority on strategic planning and demonstration of results
Focus on building government, corporate and community relationships
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.
2013 City Manager's Office Service Accomplishments and Performance
Council Priorities
• Road Improvement Funding Increased $1.3M
• Nick Nicole Centre — Phase 1 and Phase 2 revitalization
• Mispec Park re- opened with private sector funding
• Development Process Improvement Consultations Underway
• Sunday Shopping Bylaw Revised
• P3 Application SCDW - Completed and approved
• P3 Team Identified — Engineering Firm Engaged
• Fundy Quay — Development Agreement Completed
• Artificial Turf Field — Negotiated Funding Commitment
Approved 2014 180
356
Strategic Initiatives
• PIaySJ — draft report complete and approved
• ZoneSJ — report complete and consultation underway
• Corporate Strategic Plan Completed (Draft)
Corporate Initiatives
• Space Needs Analysis City Hall - completed
• PSA Compliant Financial Statements - completed
• Referrals — Drafted Administrative Process Improvements
• Fire Training Site — Agreement Pending
• West Works Depot - Acquired
• Return to Work Program Business Practice Developed — Inside Workers
• Occupancy Agreement with SJPF re Police Facility
• Funding Agreement with PNB re Police Facility
• Improved Citizen Friendly GIS Mapping Tool Initiated
• Core Service Review Implementation Underway
External /Intergovernmental Participation
• Municipalities Act Review — participant — Position Paper submitted
• Fiscal Transfer Committee — CNBA Representative
• Hosted Regional Manager's meeting
• Hosted Cities NB meeting (City Managers) — April 2013
• Hosted Tri -City Mayors Meeting
Approved 2014 181
357
2014 Major Initiatives, Major Projects and City Manager's Office Service Delivery Highlights
• Complete Service Review
• Initiate Compensation Review
• Job Evaluation Process Completed
• Reform Council Referral Process
• Develop new Grant Distribution Policy
• Continue One Stop Shop Development
• Issue RFQ (Request for Quotations) and RFP (Request for Proposals) for SCDW Project
• Finalize outstanding water agreements
• Open Fire Training Facility
• Re- establish EMO position and program
• Initiate Collective Bargaining with three Locals
• Finalize direction on City Hall
Approved 2014 182
358
City Manager's Office - Service Levels and Resources
Service Level Impact of Service Delivery Resource Requirements-
• Provide leadership to more than 600 City employees in working toward • Provides strategic leadership to support the Wages & Benefits $447,963
the implementation of Council's priorities that align with the achievement of Council's priorities Goods & Services 81,082
Community's vision and the principles of PlanSJ Total Expenditures $529,045
• 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 Professional 1.0
• 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
Non -Union 1.0
Total FTE 3.0
Approved 2014 183
359
Office of the Common Clerk
The Office of the Common Clerk focuses on the activities of the eleven (11) Service Drivers
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 Common Clerk's presence is required for the activation Archives Act, Right to Information and Protection of Privacy Act, Bylaws
and functioning of Council meetings. The Clerk serves as the official link Enabling Technology Advances
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's office responds to requests under the Right to Information and Protection of Privacy Act,
is legislated to lifecycle manage corporate records and information assets under the Archives Act, maintains an indexed register of certified
copies of all bylaws required under the Municipalities Act, provides advisory and administrative support to the Mayor and Common Council,
Nominating Committee, Pension Board, Saint John Energy, Sub - Standard Properties Appeals Board and Ad Hoc Committees as required.
2013 Clerk's Office Service Accomplishments and Performance: Right to Information and Protection of Privacy Service
• Access & Privacy consults (67)
• Formal right to information requests (44)
• Requests acknowledged within 24 hours of receipt (98 %)
• Requests processed within legally required timeframe (98 %)
• Requests answered in full or in part (79 %)
• No appeals of decisions to either the Commissioner or Court
• Best performing municipality in province according to 2012 Canadian Newspaper Association audit of Access & Privacy Performance
• Among ten best performing municipalities in Canada according to 2012 Canadian Newspaper Association audit of Access & Privacy
Performance
Approved 2014 184
360
2013 Clerk's Office Service Accomplishments and Performance: Archival Service
Partnered with PNB Archives Conservation Unit for preservation of City's Historical Records, performing conservation measures on 85
historical documents
• Initiated measures to preserve the City Charter and documents of unique historical significance in a humidity and temperature controlled
environment or alternatively to transfer to PNB Archives for preservation
• Participated in In -house workshop for 2 days to train on Archival Description using National Archival Software
2013 Clerk's Office Service Accomplishments and Performance: Records and Information Management Service
• Maintained Electronic Records Management System (Laserfiche) adding in excess of 10,000 pages of official records
• In collaboration with Information Systems Support (ISS) piloted an Enterprise Content and Records Management System (ECRMS) SharePoint
2010 integration with Laserfiche from Proof of Concept to production.
• Authorized destruction and secure shredding of 300 boxes of official records
• Provided Records and Information Management consultancy to Safe Clean Drinking Water Project ( SCDWP)
• Provided training on Meeting Management Software (eScribe)to SCDWP
2013 Clerk's Office Service Accomplishments and Performance: Administrative Service
• Provided historical and research services to public and staff, logging 168 hours responding to 176 requests
• Advertised 29 Public Notices for Property rezoning
• Registered 34 bylaws at Service New Brunswick
• Indexed and scanned 193 Agreements and Contracts
• Prepared 62 Regular Common Council Agenda Packets
• Prepared 48 In Camera Committee of the Whole Agenda Packets
• Transcribed over 800 pages of Common Council Minutes
Approved 2014 185
361
• Prepared 543 resolution correspondence letters
• Prepared 11 Pension Board Agenda packets and 120 pages of Pension Board Minutes
• Coordinated Mayor and Council attendance for 105 events
• In collaboration with Legal Services consolidated 9 bylaws and prepared 34 bylaw amendments
• In collaboration with Finance Services developed an Administrative Services Agreement for Pension Board Support
• In collaboration with Municipal Operations improved the customer service experience for incoming calls to the city's general phone line
• In collaboration with ISS developed and maintained a system for tracking Council Resolutions to record progress and completion
• In collaboration with ISS developed a Council Events Management System — Phase 1
• In collaboration with ISS developed a request tracking system
2014 Major Initiatives, Major Projects and Clerk's Office Service Delivery Highlights
• Staged rollout of ECRMS Phase 2 to SCDWP
• In collaboration with ISS co -chair the SharePoint Representative Owners Group (SPROG)
• Develop Master Archival Index for national historical research purposes using software recommended by National Archives
• Continue Partnership Agreement with Conservation Unit PNB Archives
• In collaboration with Legal Services continue Bylaw consolidation program
• Recommend changes to Procedural Bylaw to increase Council meeting efficiencies
• In collaboration with ISS develop and online events management system for Council —Phase 2
• Streamline the application process for ABCs and update web presence
• Implement service standards
• Continue to 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
• Develop a procedure for corporate document storage and archival selection
• In collaboration with Communications and ISS develop an Open Data Policy
Approved 2014 186
362
Clerk's Office - Service Levels and Resources
Service Level Impact of Service Delivery Resource Requirements
• Council meeting preparations with strict timeline requirements
• Enterprise wide Archival, Records and Information Management
functions: including legislated requirement to transfer official records
to PNB Archives following a records schedule
• Right to Information and Protection of Privacy functions: legislative
requirement to acknowledge RTIPPA requests within 24 hours and
provide a final response within 30 days
• Timely policy and procedural advice to Council and City employees
• Professional member and admin support to Pension Board, Saint John
Energy, EMO, Nominating Committee and other ABCs
• Inside workers have been impacted by an increased workload as a result
of recent staff cuts in the Clerk's Office, stressing the 24 hour response
standard to public inquiries
Approved 2014
• The preparation of Council agendas requires
Wages & Benefits
$531,117
timely input from City Manager, Legal, all other
Goods & Services
133,400
services
Total Expenditures
$664,517
• Clerk's services relies heavily on timely and
adequate services of Information Technology
Full Time Equivalent Positions (FTEs)
Management
2.00
• Culture Change in all business units to file and
Professional
1.00
lifecycle manage information in a corporate
Inside Workers
3.00
ECRMS
Total FTEs
6.00
• Inaccuracy of input from City services results in
increased time spent on searching for correct
information
• Employee professional development required to
remain current in emerging Information
Management and Access and Privacy areas
• Enabling technology needs to be reviewed and
filtered to ensure proper application for
Information Management
• Lack of information from committees impacts
accuracy of committee records
• Effective internal communication increases
effectiveness
• Timely and adequate responses to access and
privacy requests required to minimize likelihood
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
363
Professional staff are knowledge workers
with subject matter expertise in
Procedural Rules of Order, Records and
Information Management, Archival
Management, SharePoint, Laserfiche,
Right to Information and Privacy
legislation, ATIPXpress, FTR and eScribe
Inside workers provide admin support to
the Mayor and Clerk's office. Duties
include: minute and agenda preparation,
invoice processing, payroll, budget
preparation, recordkeeping, bylaw
processing and advertising, customer
service, and external email to the Clerk's
Office.
187
(legal 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 can be broadly
categorized as follows:
• Providing legal advice to Common Council in matters of relevance to the
municipality;
• Providing legal advice to officers of the municipality with respect to the
exercising of their authority and the discharging of their responsibility;
• Providing legal representation for the City, its officers and certain commi
and
Resolutions and directions from Common Council and Committee of
the Whole respectively.
Requirement from each City Department for advice /support.
Initiatives directed against the City by others (e.g. actions, appeals,
arbitrations, Human Rights complaints, etc.).
Queries from external sources who have a relationship with the City or
its operation (e.g. subdivision developers, building permit applicants).
ttees and boards before the courts and other adjudicative bodies;
• 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).
2013 Legal Service Accomplishments and Performance (to November 1, 2012, unless otherwise noted)
• 200 ± items before Common Council and Committee of the Whole prepared or materially contributed to by the City Solicitor's Office, or
which give rise to decisions, the implementation of which fell to the City Solicitor's Office.
• 25 Capital works contracts were vetted through this office.
• 13 engineering services contracts were vetted through this office.
• 2 Applications have been filed with the QB each seeking an Order to release holdback funds to various subcontractors and suppliers who
had not been paid by the general contractors are in the process.
• Preparation of the assignment between the City and the Province with respect to the One Mile Interchange as well as the preparation of the
contract between the City and EXP Services regarding construction management of the City infrastructure project in the area.
• Ongoing legal support of the Transportation and Environment Services area with respect to the administration of various capital works and
professional services contracts.
• Providing lead advice to Transportation and Environment Services with respect to the Canada Strategic Infrastructure Fund Agreement.
Approved 2014 188
364
• Preparation of various agreements (totaling more than 50) including that for lifeguard services, secondment of individuals involved with the
SCDW file, ISN Services, Millidgeville Community Centre, Forest Glen Community Centre, South End Community Centre Operation
Agreements, agreement amongst municipalities of the Greater Saint John Region respecting aerial topography, agreement with ESRI
associated with the City's GIS system, agreement with Vimy Estates respecting the closure of existing public streets and the construction of
a new street, agreements respecting the construction and maintenance of traffic signals of City streets by a third party.
• Closed approximately 32 land transfers.
• Drafted and completed 10± new leases.
• Drafted and completed 7 surrenders of lease.
• Provided land title opinion to the members of the Fire Department acting as Local Assistants to the fire Marshall for the purposes of
enforcement of the Fire Prevention Act.
• Undertook legal research and provided advice and facilitated discussions between the City, the Province of New Brunswick, Transfield
Dexter NB Highway Corporation respecting the failing retaining wall supporting Wright Street.
• Provided advice to Transportation and Environment Services respecting the City's legal obligations in relation to private roads (for example
Matthew Lane, New Road North, Riding Club Road).
• Researched and drafted revisions to the City's General Specifications Document.
• Provided advice to Transportation and Environment Services and Saint John Water respecting procurement processes and prospective
contracts.
• Provided opinion with respect to the operation of the agreement between the City of Saint John and the now Town of Rothesay with
respect to ware service to Kennebecasis Park; drafted the agreement settling the parties differences in that regard.
• Completed the final acquisition of land interests required to support the Harbour Clean -Up Project.
• Drafted the partial surrender of lease from Irving Oil with respect to the area required for the Eastern Wastewater Treatment Plant;
collaborated with personnel in Finance Administration in negotiation of that agreement.
• Guided the successful realization of a bequest to the PRO Kids Program.
• Provided training sessions to City staff on City Governance, Procurement and Real Property related matters.
Approved 2014 189
365
• Provided advice to the Administration with respect to the operation and application of the Official Languages Act.
• Provided legal advice with respect to the proper nature of the survey plan required for the easement accommodating the underground
tunnel in the Peel Plaza Project.
• Drafted and finalized a number of license agreements (for example Salty Jam Festival, Five Hole for Food, Union Pub, etc.).
• Drafted the Skateboarding By -Law and undertook legal research necessary to formulate the by -law.
• Responded to frequent and varied requests from those outside the City's organization, most frequently other lawyers.
• Represented the City at NBEUB proceedings respecting the abandoned Irving Pulp & Paper pipeline found on the West Side and drafted and
finalized an access agreement with respect to that pipeline.
• Prepared and reviewed certain agreements between the City and PPP Canada with respect to the SCDW Project as part of the project team
for that initiative.
• Prepared RFP's for advisory services provider (for example PwQ provided the RFP documentation for the owner's engineer.
• Provided the RFP documentation for Legal Services component of the SCDW Project.
• Vetted several agreements with respect to the wastewater system.
• Drafted and finalized the occupancy agreement between the City and the Board of Police Commissioners for the City of Saint John
respecting the Police Headquarters.
• Drafted the facility sharing agreement between the City and the Province in relation to Peel Plaza.
• Drafted the operating cost agreement between the City and the Province with respect to Peel Plaza.
• Responded to the Claim Lien of $7,000,000 + filed by the contractor of the Police Headquarters Project and prepared and attended to the
appropriate processing of the documentation that was associated with the resolution of that claim.
• Revised the RFP for Phases 1 and 2 of the C.E. Nicole Community Centre and drafted the contracts associated with both phases.
• Provided legal support respecting the construction of Peel Plaza Parking Garage.
• Provided legal support with respect to the review of the RFP preparation of the contract documentation associated with the contract to
finalize the landscaping of Peel Plaza.
Approved 2014 190
366
• Provided advice and assistance to Materials Management in connection with the development of various tenders, RFPs and contracts.
• Vetted contracts managed by the Information Technology System Service
• Provided advice and direction to members of the Saint John Police Force with respect to the enforcement of various by -laws, such as the
Noise By -Law and Panhandling By -Law including providing prosecution services in Provincial Court under each of those by -laws.
• Attendance in Provincial Court on a near weekly basis in connection with the enforcement of the Parking Meter and Traffic By -Laws.
• Participate in several meetings between the City and Atlantic Potash Corporation with respect to the latter's proposed development.
• Closely involved in the preparation of the option agreement between the City and Atlantic Potash Corporation, with a member of staff
acting as the point person between the corporation and the City.
• Drafted the text of a new Taxi -By -Law (with policy matters associated with metered rates, training of drivers, etc. being required before it
may be enacted).
• Drafted documentation requested to facilitate the introduction of a Shared Risk Pension Plan.
• Provided on -going legal advice to the City's Pricy Officer with respect to the operation of RTIPPA.
• Provided advice with respect to finalization of the collective agreement with Local 771 including submission of material to the Interest
Arbitration Board respecting the interpretation of the Board's decision.
• Advice to Common Council with respect to the significance of criminal charges against a member of Council.
• Advice to Common Council with respect to the mandate possibly of dissolving the Board of Trustees of the Lord Beaverbrook Rink.
• Advice to Common Council with respect to the proposition of having a by -law prohibiting the feeding of deer.
• Representation of the City at a grievance arbitration respecting dismissal of an employee — a favorable decision received on the preliminary
issues.
• Successful defense of a claim before WorkSafe NB Appeals Tribunal.
• Advice to Common Council with respect to the matter of revoking appointments made by Common Council.
• Advice to Common Council with respect to the meaning and application of the Heart and Lung Act.
Approved 2014 191
367
2014 Major Initiatives, Major Projects and Legal Service Delivery Highlights
• 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 service areas in conformity with the strategic directions of the Corporate Strategic Plan, as well as
the need of Council and City Service Areas to respond to unanticipated, in addition to foreseeable, recurring circumstances.
• SCDW P3 Project — preparation of RFP documentation enabling negotiation leading to the selection of the project contractor — collaboration
with outside counsel in preparation of related documentation including the project agreement — Sustainable Infrastructure; Valued and
Sustainable Services.
• Continuation with the implementation of PlanSJ: collaboration with the Growth & Community Development Services in drafting a revised
Zoning By -Law and Subdivision Plan — Economic Health , Responsive Customer Service
• Revision of Traffic By -Law in collaboration with Transportation & Environment Services — Economic Health, Responsive Customer Service
• Preparation of Parks By -Law in collaboration with Transportation & Environment Services — Community of Choice; Valued and Sustainable
Services
• Drafting of a Water and Sewerage revised By -Law in collaboration with Finance & Administrative Services and Saint John Water —
Sustainable Infrastructure; Valued and Sustainable Services
• Providing legal advice and support in achieving a resolution of the water rates issues with IOL and IPP — Sustainable Infrastructure; Valued
and Sustainable Services
Approved 2014 192
368
Legal Service - Service Levels and Resources
Service Service Level Impact of Delivery Resource -.
• Provide advice to Common Council /Committee of the Whole respecting • Allows the municipality to avoid potential liability Wages & Benefits $598,020
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 $746,755
• Defend City and the municipality's officers in their exercise of statutorily • Serves to confirm and preserve the legitimate
conferred authority, against challenges brought before courts and decision - making authority conferred by the
administrative bodies. Legislature.
• Provide advice /support • The interpretation and application of collective
/ pport to Common Council and the Administration on a agreements in a manner consistent with the
wide range of Labour Relations matters. 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
variety of employment matters. predictable working relationships.
• Provide advice /support respecting the procurement process.
• Support /advice respecting all real property related matters.
By -Law enforcement — including advice to Administration respecting
collection of evidence, preparation of documentation required as
condition precedent to prosecution.
• Civil litigation lying beyond the ambit of the City's liability insurance
coverage.
• By -Law preparation.
• Contract preparation /review /assessment.
Approved 2014
• This promotes and defends the City's legitimate
interests, vis -a -vis, employer /employee
relationships.
• This serves to optimize the procurement process
resulting in best value to the City and in minimizing
the risk of legal action undertaken by either the
successful bidder or those who are unsuccessful.
• Absent this service, capital works projects could
not proceed and development initiatives of third
parties would be stalled; prosecutions of by -law
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.
369
Full Time Equivalent Positions(FTE)
Management
1.00
Professional
3.00
Non -Union
1.00
TotaIFTE
5.00
Other Service Support:
Ongoing communication with the City
Manager, the Commissioner of Finance
and Common Clerk is imperative. This
office in significant measure depends
upon the input of each other City
Department. In the latter's providing the
factual information necessary to allow us
to effectively and efficiently deliver our
services.
193
Planning
Advisory Committee
April 17, 2014
Your Worship and Councillors:
P.O. Box 1971 506 658 -2800
Saint john
New Brunswick
Canada E2L 41, 1
SUBJECT: Subdivision Application - 3 Water Street
The Committee considered the attached report at its April 15, 2014 meeting.
City of Saint john
Mr. Richard Turner appeared before the Committee and was in agreement with
the staff recommendation.
No one else appeared before the Committee to speak in favour or against the
application, and no letters were received.
After considering the matter, the Committee resolved to adopt the staff
recommendation, which is set -out below for your convenience.
RECOMMENDATION:
That Common Council assent to the attached photo- reduced Hughes Surveys &
Consultants Inc. Subdivision Plan that would vest approximately 1,210 square
metres of land as part of the Water Street public street right of way.
Respectfully submitted,
i, organ Lanigan
Chair
JC
Project No. 14 -359
370
kx �J
1`
The City of Saint John
DATE: APRIL 11, 2014
TO: PLANNING ADVISORY COMMITTEE
FROM: COMMUNITY PLANNING &DEVELOPMENT SERVICE
GROWTH & COMMUNITY DEVELOPMENT SERVICES
FOR: MEETING OF APRIL 15, 2014
PREPARED BY: REVIEWED BY:
Jeffrey Cyr Stacey F , MCIP, RPP
Planner Depu Commissioner
SUBJECT:
Name of Applicant: Hughes Surveys & Consultants Inc. for The Saint John
Development Corporation
Name of Owner: City of Saint John
Location: 3 Water Street
PID: 55174775 & 55043145
Municipal Plan: Primary Centre
Zoning: "ID -W" Integrated Development — Waterfront
Proposal: To vest two parcels of land which are currently used as a public
street.
Type of Application: Subdivision
P.O. Box 1971 C.P. 1971
Saint John, NB Saint John, N. -B.
Canada E2L 4L1 Canada E2L 4L1
SAINT JOHN WWW -r $john.ca
Hughes Surveys & Consultants Inc.
3 Water Street
JURISDICTION OF COMMITTEE:
Page 2
April 11, 2014
The Community Planning Act authorizes the Planning Advisory Committee to advise Common Council
concerning the vesting of public streets.
STAFF RECOMMENDATION TO COMMITTEE:
That Common Council assent to the attached photo- reduced Hughes Surveys & Consultants Inc.
Subdivision Plan that would vest approximately 1,210 square metres of land as part of the Water Street
public street right of way.
INPUT FROM OTHER SOURCES:
Infrastructure Development Service has no concerns with this application.
Inspection & Permitting Services have no concerns with this proposal.
Maritimes & Northeast Pipeline, Enbridge Gas, and Brunswick Pipeline have no concerns with this
proposal.
Real Estate Services have no concerns with this proposal.
Saint John Fire Department have no concerns with this proposal.
Saint John Police Force have no concerns with this proposal.
ANALYSIS:
The subject site is comprised of two narrow parcels of land currently being used as the south -bound lane
of Water Street, located in front of the Fundy Quay site at 3 Water Street in Uptown Saint John. The 3
Water Street site is currently being used as a Canadian Coast Guard Base; however, it is being
positioned by the Saint John Waterfront Development Corporation as a site for future development.
Hughes Surveys & Consultants Inc., on behalf of the Saint John Development Corporation, has
submitted an application to vest the two parcels of land as a public street. The attached tentative
subdivision plan illustrates the proposed street vesting, which includes a 717 square metre (7,717 square
foot) parcel and a second 493 square metre (5,306 square foot) parcel.
The proposed street vesting is in part a component of the preparation of the Fundy Quay Site for its
eventual sale and future development. The parcels proposed to be vested as a public street are currently
being used for that purpose and the proposal does not impact Fundy Quay Site with respect to any
standards contained within the Zoning or Subdivision By -Laws. Therefore, the proposal does not
372
Hughes Surveys & Consultants Inc.
3 Water Street
Page 3
April 11, 2014
represent an appreciable change in circumstance for the City of Saint John or any adjacent properties
and approval is recommended.
JC
Project No. 14 -359
373
PLANNING AND DEVELOPMENT / URBANISME ET DEVELOPPEMENT
c�
o-
7-t-
e
t
i,
t
teC �
� p
CkP a Vr.
Subject Site /site en question:
Location: 3, Rue Water Street
Date: March 26 Mars 2014
Scale /echelle: Not to scale /Pas a 1'echelle
374
�C
c�
s•
..•
f
� P r�rce
SS
I Cue
PID(s) /N I P(s):
55174775 & 55043145
o _
n.
ti13
(n
a- U) 0)
4� N C0ZaU �S
r
go m
z - $o uE Y= V L
� 3 � p®
S O m
♦ - m �. mn
,, ♦'l 4 *4 c _ c ° m a. U N __ u. s c° o r C 0 O GO O _
rN
o.a > °a °cri �o zo o`o Yio F
a �U kg� U O C t
6 Y ang. o >AXA> oz{�oiQo >rc� ° >rc a`m °€ as a& <n °_a �Y°n °$° 3 n
o.
V)
J
0
FY
n
a
S4 Hsbeyl) NO2
Street 16fi P19 SSD43145 (publw 493 m
W ter p i P9 g0 S'
oter,°e
40 I _ ,5 -1 343�g 40 i
Doc' Sl
45 mle ii
i t(e t (7 2 2 r
W�te 5
166 5lre°� N N � n Z
m 166 \ 0 0
o= 1
zl
C�Y of 352
s°Ml ! 6 06 _.
1 u e
Pion No- f
_ _
� rc saSu
�.� ? w0000zzz
9
375
U rrnn rnrnnnn
a
x oYn
C a�Na�+in��NNU^i
m� NNNNNNN
NN
mmI
m�+0
_ea
1 �DDf KS
1
1 F
°DJ4
LP =
c
Z
1
�t
North Star Holdings Ltd
Box 4453
Rothesay, New Brunswick E2E SX2
April 8, 2014
Mayor and Council
City of Saint John
Thank you for taking the time to consider my thoughts concerning the housing market as it
relates to the growth of Saint John in the next five years.
Currently Saint John is experiencing a drop in new construction permits from an already low
level. The local economic climate is greatly responsible for this trend. On the positive side,
the potential for a huge upswing in housing starts by 2016, in anticipation of approaching
projects and because of projects which may have already started, is reasonable to predict.
Saint John must be prepared to take advantage of this probable upswing, and this is not the
current case from the point of view of residential growth.
Saint John will not attract residential developers under current market conditions, and if the
economy in Saint John grows the housing boom will occur in Rothesay and Quispamsis. Single
family lots in Rothesay and Quispamsis sell between $49,900 and $64,900 in subdivisions with
services (in Rothesay) and roads only (in Quispamsis). Similar lots in Saint John average
$37,900 and require full servicing. We have developed more residential land in SaintJohn over
the last ten years than anyone else. However, lot values prevent us from doing more without
financial incentives.
Our company has 15 single family detached lots and 190 multi residential lots currently
developed in Saint John. This was possible due to the previous infrastructure grants made
available to developers. We will build on all this land as demand allows. We have raw land in
Saint John for over 200 single family lots and hundreds of multi residential units. This land will
not be developed in the near future due to the current market.
We are aware of the fiscal restraints under which Saint John is currently operating. Therefore,
we have devised a plan which will put no burden on City finances and will in fact promote
growth and tax revenues, with the developer paying the up front cost.
376
-2-
Vacant land in East Saint John is currently assessed at $33,400 which generates $596.19 tax
revenue to the City. This land has been approved for 52 lots, which at $200,000 minimum
assessment after a home is constructed generates $3,560 per lot.
Current annual revenue is $596.11.
Revenue when 52 homes constructed is $195.120 /year
We propose a $6,000 per unit payment to the developer not the builder, over a five year
period from the time an occupancy permit is issued. Giving the incentive to the developer
creates more available lots which provides approximately $600 per lot per year revenue to the
City in extra revenue until the market for a single home appears. Giving the incentive to a
builder simply gives extra profit to a builder who probably has the home presold. We point
this out even though our main business is building.
Year
Revenue
Rebate
Net
1
$3,560
$2,000
$1,560
2
$3,560
$1,000
$2,560
3
$3,560
$1,000
$2,560
4
$3,560
$1,000
$2,560
5
$3,560
$1,000
$2,560
$11,800
Net gain times 52 units for five years $613,600
We propose a $4,000 per unit rebate for multi residential units over three years which will
stimulate high density and infill construction, under the same format as above. This is badly
needed if Plan SJ is to have any hope of success.
We feel Council must give this situation immediate consideration so the private sector and the
City can be prepared for the coming economic upswing.
Sincerely
R.E. (Bob) Darling
bob @darlingconstruction.com
506.647.8881 (Cell)
377
Ta 1 » r.
April 28, 2014
Councillors,
Subject: Committee of the Whole: Nominating Committee — Recommended
Appointments to Committees
The Committee of the Whole, having met on April 28, 2014, made the following
recommendations:
PRO Kids: to appoint Raylene Rice, Jeffrey Kelley, and Natalie Hatt each for a three year term
from April 28th, 2014 until April 28th, 2017.
Trade and Convention Centre Oversight Committee: to appoint Eric Savoie for a 3 year term
from April 28th, 2014 until April 28th, 2017.
Sincerely,
Shelley M. Rinehart
Deputy Mayor
rte- - - - -
SAINT JOHN P.O. Box 1971 Saint John, NB Canada ER 4L1 I www.saintjohn.ca I C.P. 1971 Saint John, N. -B. Canada E2L 4L1
378