2020-06-22_Agenda Packet--Dossier de l'ordre du jourCity of Saint John
Common Council Meeting
AGENDA
Monday, June 22, 2020
6:00 pm
Meeting Conducted by Electronic Participation
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
2. Approval of Minutes
2.1 Minutes of June 8, 2020 6 - 17
3. Approval of Agenda
4. Disclosures of Conflict of Interest
5. Consent Agenda
5.1 Memorial Baseball Field Score Board Donation (Recommendation in Report) 18 - 20
5.2 Appointment of Alex Gass - Canadian Corps of Commissionaires as By -Law 21 - 21
Enforcement Officer (Recommendation in Report)
5.3 Appointment of Kayol Hope - Canadian Corps of Commissionaires as By -Law 22 - 22
Enforcement Officer (Recommendation in Report)
5.4 Proposed Public Hearing Dates — Zoning By-law Amendment Lots 12-5 to Lots 23 - 25
12-12 Nadiana Way and 30 Nadiana Way, 20 Bundy Lane, 1020 Rothesay Rd,
and 85 Peacocks Lane (Recommendation in Report)
5.5 2020 Spring Project Contributions from LPP Trust Fund (Recommendation in 26 - 82
Report)
5.6 Loyalist Plaza Beer Garden (Recommendation in Report) 83 - 88
5.7 Amendment to Patio Licence for Market Square (Recommendation in Report) 89 - 91
10
13
14
15
5.8 Purchase and Sale Agreement for Portion of Civic #35 Main Street West
92 - 107
(Recommendation in Report)
5.9 Fort Latour Development (Recommendation in Report)
108 - 121
Members Comments
Proclamation
Delegations / Presentations
Public Hearings - 6:30 p.m.
9.1 By -Law respecting the Closing of Roads, Streets or Highways in The City of
122 - 129
Saint John - Algonquin Place (1st and 2nd Reading)
Consideration of By-laws
10.1 Municipal Plan Amendment & Zoning ByLaw Amendment with Sec 59
130 - 136
Conditions - 251-361 Riverview Drive (3rd Reading)
10.2 Traffic By -Law Amendments for Harding Street West and King Street East (1st
137 - 144
and 2nd Readings)
10.3 Economic and Community Recovery: Open Streets and the City of Saint John
145 - 194
(1 st & 2nd Reading - Traffic Bylaw Amendment)
10.4 Repeal and Replace `A Bylaw respecting Fees for Fire Protection Services in
195 - 212
The City of Saint John' (1st and 2nd Reading)
Submissions by Council Members
Business Matters - Municipal Officers
12.1 Sustainability Update (Verbal)
12.2 Sustainability and Fire Service WorkForce Adjustment
213 - 221
12.3 Implementing Arena Closure Plan — Sustainability Item
222 - 264
12.4 Resource Levels and Implications on Service Levels - COVID-19
265 - 272
Committee Reports
Consideration of Issues Separated from Consent Agenda
General Correspondence
1
15.1 H. Hamm and G. Breau - Closing of the Gorman Arena in Millidgeville 273 - 275
(Recommendation: Receive for Information)
15.2 E. Muir - Change of Street Names for Winslow & Ludlow Streets 276 - 277
(Recommendation: Refer to City Manager)
15.3 M. Carpenter Letter - 2018 Municipal Transportation Plan (Recommendation: 278 - 278
Receive for Information)
15.4
Commercial Properties - Reinvigorating Uptown Saint John's Businesses 279 - 280
(Recommendation: Receive for Information)
15.5
Province of New Brunswick - Federal Gas Tax Fund (GTF) - 2020 Allocation 281 - 281
(Recommendation: Receive for Information)
15.6
Province of New Brunswick - Surplus Properties (Recommendation: Refer to 282 - 309
the City Manager)
15.7
Greater Saint John Community Group: A Community Based 5 Year 310 - 341
Sustainability Plan for the Charles Gorman Arena & Hilton Belyea Arena
(Recommendation: Receive for Information)
16. Supplemental Agenda
17. Committee of the Whole
17.1 2nd Amendment to Summer Arena License 342 - 346
18. Adjournment
3
u
City of Saint John
Common Council Meeting
Monday, June 22, 2020
NOTICE: THE CITY IS COMMITTED TO TAKING IMPORTANT STEPS IN REDUCING THE SPREAD OF COVID-
19. THE PUBLIC, INCLUDING THE MEDIA, IS NOT PERMITTED TO ATTEND IN PERSON. THE MEETING IS
AVAILABLE BY LIVESTREAMING ON YOUTUBE. ACCESS TO THE LIVESTREAMING OF THE MEETING IS
AVAILABLE ON THE CITY'S WEBSITE.
The public may view a live stream of the meeting on the City's website:
https://www.youtube.com/channel/UCWOdmpd x2m-YiZluYABzow/live
AVIS: LA VILLE S'EST ENGAGEE A PRENDRE DES MESURES IMPORTANTES POUR REDUIRE LA
PROPAGATION DE COVID-19. LE PUBLIC Y COMPRIS LES MEDIAS NEST PAS AUTORISE A ASSISTER EN
PERSONNE. LA REUNION EST DISPONIBLE EN DIRECT SUR YOUTUBE. L'ACCES AU LIVESTREAMING DE LA
REUNION EST DISPONIBLE SUR LE SITE DE LA VILLE.
Le public peut voir une diffusion en direct de la reunion sur le site Web de la Ville:
https://www.youtube.com/channel/UCWOdmpd x2m-YiZluYABzow/live
Committee of the Whole
1. Call to Order
Si vous avez besoin des services en fran�ais pour une reunion de Conseil communal, veuillez
contacter le bureau 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 68(1) of the Local Governance Act and Council /
Committee will make a decision(s) in that respect in Open Session:
4:00 p.m., Electronic Participation
1.1 Approval of Minutes 68(1)
1.2 Financial Matter 68(1)(c)
1.3 Legal Matter 68(1)(f)
1.4 Employment Matter 68(1)(j)
1.5 Employment Matter 68(1)(j)
1.6 Financial Matter 68(1)(c)
1.7 Financial Matter 68(1)(c)
1.8 Communications — Sustainability Workforce Adjustments
1
Ville de Saint John
Seance du conseil communal
Lundi 22 juin 2020
18h
Reunion tenue grace a la participation electronique
Comite plenier
1. Ouverture de la seance
Si vous souhaitez obtenir des services en frangais pour une seance du conseil communal,
veuillez communiquer avec le bureau du greffier communal au 658-2862.
Chacun des points suivants, en totalite ou en partie, peut faire I'objet d'une discussion
en prive en vertu des dispositions prevues au paragraphe 68(1) de la Loi sur la
gouvernance locale. Le conseil/comite prendra une ou des decisions a cet egard au
cours de la seance publique :
16 h, Salle de conference, 8e stage, h6tel de ville
1.1 Approbation du proces-verbal — 68(1)
1.2 Question financiere — 68(1)(c,g)
1.3 Question juridique — 68(1)(f)
1.4 Questions relatives a 1'emploi — 68(1)(j)
1.5 Questions relatives a 1'emploi — 68(1)(j)
1.6 Questions financieres — 68(1)(c)
1.7 Questions financieres — 68(1)(c)
1.8 Communications — Durabilite en matiere de reamenagement des effectifs
Seance ordinaire
1. Ouverture de la seance
2. Approbation du proces-verbal
2.1 Approbation du proces-verbal — 8 juin 2020
3. Adoption de I'ordre du jour
4. Divulgations de conflits d'interets
5. Questions soumises a I'approbation du conseil
2
5.1 Don du tableau d'affichage du terrain de base -ball commemoratif
(recommandation du rapport)
5.2 Nomination d'Alex Gass au Corps canadien des commissionnaires en tant
qu'agent responsable de I'application des reglements (recommandation
du rapport)
5.3 Nomination de Kayol Hope au Corps canadien des commissionnaires en
tant qu'agent responsable de I'application des reglements
(recommandation du rapport)
5.4 Dates proposees de I'audience publique — Reglement de zonage —
modification des lots 12-5 a 12-12,voies Nadiana et 30, voie Nadiana, 20,
voie Bundy, 1020, route Rothesay, et 85, voie Peacocks (recommandation
du rapport)
5.5 Contributions du Fonds fiduciaire des terres a des fins publiques au projet
du printemps 2020 (recommandation du rapport)
5.6 Pub de la Place Loyaliste (recommandation du rapport)
5.7 Modification de la licence de patio pour la place du marche
(recommandation du rapport)
5.8 Contrat d'achat et de vente d'une partie du 35, rue Main ouest
(recommandation du rapport)
5.9 Developpement de Fort Latour (recommandation du rapport)
6. Commentaires presentes par les membres
7. Proclamation
8. Delegations et presentations
9. Audiences publiques — 18 h 30
9.1 Reglement concernant la fermeture de routes, rues ou autoroutes clans la
ville de Saint John — Place Algonquin (jr' et 2e lectures)
10. Etude des arretes municipaux
10.1 Modification du plan municipal et modification du reglement sur le
zonage aver les conditions de I'article 59 - 251-361, promenade Riverview
(3electure)
10.2 Modification du reglement sur la circulation pour la rue Harding Ouest et
King est (1re et 2e lectures)
9
10.3 Relance economique et communautaire : rues ouvertes et la Ville de
Saint John (11e et 2e lectures - modification du reglement sur la
circulation)
10.4 Abroger et remplacer un reglement municipal concernant les frais de
protection contre les incendies de la Ville de Saint John (1re et 2e lectures)
11. Interventions des membres du conseil
12. Affaires municipales evoquees par les fonctionnaires municipaux
12.1 Mise a jour sur la durabilite (verbale)
12.2 Durabilite et adaptation de la main -d'oeuvre des services d'incendie
12.3 Mise en ceuvre du plan de fermeture des arenas — Point sur la durabilite
12.4 Niveaux de ressources et repercussions sur les niveaux de service —
COVID-19
13. Rapports deposes par les comites
14. Etude des sujets ecartes des questions soumises a I'approbation du Bureau
15. Correspondance generale
15.1 H. Hamm et G. Breau — Fermeture de I'arena Gorman a Millidgeville
(recommandation : depot pour information)
15.2 E. Muir — Changement des noms des rues Winslow et Ludlow
(recommandation : se reporter au directeur municipal)
15.3 Lettre de M. Carpenter — Plan de transport municipal de 2018
(recommendation : depot pour information)
15.4 Proprietes commerciales — Redynamiser les entreprises du centre-ville
de Saint John (recommandation : dep6t pour information)
15.5 Province du Nouveau -Brunswick — Fonds de la taxe federale sur
1'essence (FTE) — Allocation 2020 (recommandation : dep6t pour
information)
15.6 Province du Nouveau -Brunswick — Biens immobiliers excedentaires
(recommandation : se reporter au directeur municipal)
15.7 Groupe communautaire du Grand Saint John : Plan quinquennal de
developpement durable pour les arenas Charles Gorman et Hilton Belyea
(recommandation : dep6t pour information)
16. Ordre du jour supplementaire
4
17. Comite plenier
17.1 2e modification a la license Summer Arena
18. Levee de la seance
COMMON COUNCIL / CONSEIL COMMUNAL
June 8, 2020 / le 8 juin 2020
MINUTES —REGULAR MEETING
COMMON COUNCIL OF THE CITY OF SAINT JOHN
JUNE 8, 2020 AT 6:00 PM
MEETING CONDUCTED BY ELECTRONIC PARTICIPATION
Present: Mayor Don Darling attending by video conference
Deputy Mayor Shirley McAlary attending by video conference
Councillor -at -Large Gary Sullivan by attending video conference
Councillor Ward 1 Blake Armstrong attending by video conference
Councillor Ward 1 Greg Norton attending by video conference
Councillor Ward 2 Sean Casey attending by video conference
Councillor Ward 2 John MacKenzie attending by video conference
Councillor Ward 3 David Hickey attending by video conference
Councillor Ward 3 Donna Reardon attending by video conference
Councillor Ward 4 David Merrithew attending by video conference
Absent: Councillor Ward 4 Ray Strowbridge
Also Present: City Manager J. Collin attending by video conference
City Solicitor. Nugent Q.C. attending by video conference
Fire Chief K. Clifford attending by video conference
Commissioner Finance K. Fudge attending by video conference
Commissioner Growth & Community Development J. Hamilton attending
by video conference
Commissioner Transportation and Environment M. Hugenholtz attending
by video conference
Commissioner Saint John Water B. McGovern attending by video
conference
Common Clerk J. Taylor attending by video conference
Administrative Officer R. Evans attending by video conference
Deputy Common Clerk P. Anglin attending by video conference
COMMON COUNCIL / CONSEIL COMMUNAL
June 8, 2020 / le 8 juin 2020
To conform with the Government COVID-19 State of Emergency and Mandatory Order
isolation requirements, City Hall is closed to the public. Council Members and senior
staff participated by video conference. The Common Clerk conducted roll call of the
Council Members to determine quorum; with the exception of Councillor R. Strawbridge
who sent regrets that he in unable to attend, all Members of Council were noted in
attendance. To provide transparency and access to the public live streaming of the
meeting is made available on the City's YouTube platform. Rogers TV also provides live
streaming of the Council meeting for the public.
1. Callto Order
2. Approval of Minutes
2.1 Minutes of May 25, 2020
Moved by Deputy Mayor McAlary, seconded by Councillor MacKenzie:
RESOLVED that the minutes of the meeting of Common Council held on May 25, 2020,
be approved.
MOTION CARRIED.
3. Approval of Agenda
Moved by Deputy Mayor McAlary, seconded by Councillor Sullivan:
RESOLVED that the agenda of this meeting be approved with the addition of items:
17.1 Workforce Adjustments — Saint John Police Force
17.2 Workforce Adjustments — Transit
MOTION CARRIED.
4. Disclosures of Conflict of Interest
S. Consent Agenda
5.1 That as recommended by the City Manager in the submitted report M&C2020-
142: Federation of Canadian Municipalities (FCM) Funding Programs Application,
Common Council request staff to submit two applications to the Federation of Canadian
Municipalities (FCM) under the Municipal Asset Management Program (MAMP) for the
City of Saint John Asset Management Information System Strategy and Asset
Management Monitoring and Reporting.
COMMON COUNCIL f CONSEIL COMMUNAL
June 8, 2020 / le 8 juin 2020
5.2 That as recommended by the City Manager in the submitted report M&C2020-
141: Street Name Change, Common Council amend the list of Official Street Names and
approve the following change: 1. Rename "cour Sonya Court" to "rue Via Calabria
Street".
5.3 That as recommended by the City Manager in the submitted report M&C 2020-
149: Real Property Attribute information Distribution Agreement, Common Council
approve the following:
• That the City enter into a three (3) months (June 1, 2020 to August 31, 2020) Real
Property Attribute Information Distribution Agreement with Service New Brunswick
for the right to use property attribute information as described therein in the form
attached to M&C No. 2020-149; and that the Mayor and Common Clerk be
authorized to execute the necessary contract documents.
• That the City enter into a subsequent Real Property Attribute Information
Distribution Agreement with Service New Brunswick under the same form, terms
and conditions for an additional three (3) months (September 1, 2020 to November
30, 2020) if said Agreement is received by the City on or before August 31, 2020; and
that the Mayor and Common Clerk be authorized to execute the necessary contract
documents.
5.4 That as recommended by the Planning Advisory Committee in the submitted
report Money -in -Lieu of Land for Public Purposes - 4315 Loch Lomond Road, Common
Council accept a money in -lieu of Land for Public Purposes dedication for the proposed
648669 NB Inc. Subdivision at 4315 Loch Lomond Road.
5.5 That as recommended by the City Manager in the submitted report M&C2020-
143: Licence Agreement for Temporary Use Occupancy at Corner of Princess and
Canterbury Streets:
1. That the City enter into a Licence agreement with Village View Suites, or an
affiliated company hereby called the "Operator" for $1.00 to grant its agents,
employees, partners and contractors access to and use a portion of the City
owned property, identified as PID No. 8979, identified as Schedule "A" (attached
to report) for the storage and laydown area of materials and equipment and
further removal of same, subject to the following terms and conditions:
a. the Licence shall commence on June 29, 2020 and conclude at 11:59 pm (local
time) on September 15, 2020;
b. that the Operator shall, at no expense to the Licensor, obtain and maintain in
full force and effect during the entire term of this Licence, a Commercial
General Liability Insurance policy with policy limits of not less than five million
COMMON COUNCIL / CONSEIL COMMUNAL
June 8, 2020 / le 8 juin 2020
dollars ($5,000,000.00) inclusive per occurrence for bodily injury and property
damage; which policy shall name the City as an additional insured and shall
contain a cross -liability clause;
c. proof of insurance stated in (b) above is due on or before close of business
June 26, 2020;
d. all damages, cost, claims, demands, actions, suits or other proceedings by
whomsoever claimed, made, brought or prosecuted in any manner and
whether in respect of property owned by others or in the Licensee does
hereby indemnify and save harmless the Licensor from respect of damage
sustained by others based upon or arising out of or in connection with the use
of the Licensed Area;
e. the Operator is responsible for security of the area and their property;
f. that the Operator has made satisfactory arrangements with the Saint John
Parking Commission for the temporary relocation of the necessary parking
spaces for the users of the parking lot for the length of time as noted above in
(a);
g. the Operator is responsible to have the site thoroughly cleaned to the
satisfaction of the City of Saint John representatives when the temporary use
has concluded; and
h. that the Operator or its representatives be authorized to make application for
any permit that is required in conjunction with the temporary use/occupancy;
and
2. That the Mayor and Common Clerk be authorized to execute the License
Agreement.
5.6 That as recommended by the City Manager in the submitted report M&C2020-
87., Microsoft Business and Services Agreement — Contract Renewal, Common Council
adopt the following:
1. The City enter into a three (3) year term Enterprise Enrollment Agreement with
Microsoft Corporation for Volume Licensing Renewal of Microsoft's software as
outlined in the forms attached to M&C 2020-87; and
2. That the Mayor and Common Clerk be authorized to execute the necessary
documents from Microsoft (submitted).
Moved by Deputy Mayor McAlary, seconded by Councillor Reardon
4
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COMMON COUNCIL / CONSEIL COMMUNAL
June 8, 2020 / le 8 juin 2020
RESOLVED that the recommendation set out in each consent agenda item respectively
be adopted.
MOTION CARRIED UNANIMOUSLY.
6. Members Comments
Council members commented on various community events.
7. Proclamations
7.1 National Indigenous Peoples Dav - June 21. 2020
7
The Mayor declared June 21, 2020 as National Indigenous Peoples Day in the City of
Saint John.
S. Delegations/Presentations
9. Public Hearings 6:30 PM
9.1 Proposed Zoning Bylaw Amendment — 191 Red Head Road with Planning
Advisory Committee report recommending Approval and Staff Presentation
9.1.1 191 Red Head Road Wt and 2nd Reading)
9.1.2 Citizen Letter
Commissioner Hamilton advised that the necessary advertising was completed with
regard to rezoning a parcel of land with an area of approximately 6,574 square metres,
located at 191 Red Head Road, also identified as being PID No. 00344929, from Rural
Residential (RR) to Rural General Commercial (CRG) to allow for the incidental sale of up
to five vehicles on the site, with citizen letters for consideration received.
Consideration was also given to a report from the Planning Advisory Committee
submitting a copy of Planning staff's report considered at its May 20, 2020 meeting at
which the Committee recommended the rezoning of a parcel of land located at 191 Red
Head Road as described above with Section 59 conditions.
The Common Clerk advised that due to the COVID-19 Mandatory Order on social
distancing the Public Hearing Notice also required those interested to participate in the
Public Hearing, to register with the Office of the Common Clerk. The Clerk advised only
one request to present was filed, by the proponent Mr. Sandor Torok who wishes to
speak in favour of the re -zoning.
The Mayor called for members of the public to speak against the re -zoning with no one
presenting.
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COMMON COUNCIL / CONSEIL COMMUNAL
June 8, 2020 / le 8 juin 2020
The Mayor called for registered members of the public to speak in favour of the re-
zoning. The proponent Mr. Sandor Torok spoke in favour of the re -zoning.
Moved by Deputy Mayor McAlary, seconded by Councillor Sullivan:
RESOLVED that the by-law entitled, "A Law to Amend the Zoning By -Law of The City of
Saint John" amending Schedule "A", the Zoning Map of The City of Saint John, by re-
zoning a parcel of land having an area of approximately 6,574 square metres, located at
191 Red Head Road, also identified as being PID No. 00344929, from Rural Residential
(RR) to Rural General Commercial (CRG), be read a first time.
NR •k
Read a first time by title, the by-law entitled, "A Law to Amend the Zoning By -Law of The
City of Saint John."
Moved by Deputy Mayor McAlary, seconded by Councillor Sullivan:
RESOLVED that the by-law entitled, "A Law to Amend the Zoning By -Law of The City of
Saint John" amending Schedule "A", the Zoning Map of The City of Saint John, by re-
zoning a parcel of land having an area of approximately 6,574 square metres, located at
191 Red Head Road, also identified as being PID No. 00344929, from Rural Residential
(RR) to Rural General Commercial (CRG), be read a second time.
MOTION CARRIED.
Read a second time by title, the by-law entitled, "A Law to Amend the Zoning By -Law of
The City of Saint John."
10.
Consideration of Bylaws
10.1
Street Closing Bvlaw Amendment
portion of Fairville Boulevard
f3rd Readin
Moved by Deputy Mayor McAlary, seconded by Councillor Reardon:
RESOLVED that the by-law entitled, 'By -Law Number L.G. 4-1 A By -Law Respecting the
Closing of Roads, Streets or Highways in The City of Saint John", regarding Fairville
Boulevard by adding thereto Section 2 immediately after Section 1 thereof, be read.
MOTION CARRIED.
The by-law entitled, "By -Law Number L.G. 4-1 A By -Law Respecting the Closing of Roads,
Streets or Highways in The City of Saint John" was read in its entirety.
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COMMON COUNCIL / CONSEIL COMMUNAL
June 8, 2020 / le 8 juin 2020
Moved by Deputy Mayor, seconded by Councillor Reardon:
RESOLVED that the by-law entitled, 'By -Law Number L.G. 4-1 A By -Law Respecting the
Closing of Roads, Streets or Highways in The City of Saint John', regarding Fairville
Boulevard by adding thereto Section 2 immediately after Section 1 thereof, be read a
third time, enacted, and the Corporate Common Seal affixed thereto.
MOTION CARRIED.
Read a third time by title, the by-law entitled, 'By -Law Number L.G. 4-1 A By -Law
Respecting the Closing of Roads, Streets or Highways in The City of Saint John."
11. Submissions by Council Members
12. Business Matters- Municipal Officers
12.1 Sustainability Update
The City Manager advised Council the City is well on its way to address the entirety of
the $10 million sustainability plan. Staff has detailed implementation planning and is
executing the plans. Some decisions of Council are required; staff will come back with a
timeline for the remaining items requiring approval.
Moved by Deputy Mayor McAlary, seconded by Councillor MacKenzie:
RESOLVED that the verbal Sustainability Update be received for information.
MOTION CARRIED. �N
12.2 General Fund COVID-19 Financial Impact Update
Referring to the submitted report entitled General Fund COVID-19 Financial Impact
Update Commissioner of Finance K. Fudge presented the modified financial projection
due to COVID 19 since the May 15° update. The forecasts have been updated by Service
Areas based on actual YTD results.
• The estimated budget impact revenue loss is reduced from $5 million (May 156)
to $4.7 million
• The budget shortfall is 3.3%.
• FCM released a report on budget shortfalls across Canada; Saint Jahn is among
the lowest in budget shortfall.
• The revenue loss mitigation action plan is $5.7 million.
It is expected the City of Saint John will mitigate loss of revenues with cost savings.
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COMMON COUNCIL / CONSEIL COMMUNAL
June 8, 2020 / le 8 juin 2020
Moved by Councillor Reardon, seconded by Councillor Sullivan:
RESOLVED that the General Fund COVID-19 Financial Impact Update be received for
information.
MOTION CARRIED.
12.3 COVID-19 Operations Update
The City Manager commented on the standing item entitled COVID-19 Operations
Update:
• The provincial Mandatory Order is reviewed every few weeks
• Following the Mandatory Order the City model is to deliver safe services with
prudent financial analysis
• Playgrounds may be opened with signage indicating there will not be deep
cleaning and the public is to use at their own risk
• Transit is limited to 9 passengers on the bus
• COVID 19 financial issues are fluid and constantly changing:
o Development Grants will be reinstated
o Some sports fields will be opened to playing standard.
Moved by Deputy Mayor McAlary, seconded by Councillor Merrithew:
RESOLVED that the verbal COVID-19 Operations Update be received for information.
MOTION CARRIED.
12.4 Amended Sports Field Service Restoration Plan
Referring to the submitted report entitled M&C2020-144: Amended Sports Field Service
Restoration Plan Commissioner M. Hugenholtz discussed the plan to open sport fields,
in a limited capacity. The asset management approach to field maintenance takes into
consideration many factors including:
• The City's improved financial position and the anticipated cost from as low as
$28k to $100k
• Support from the Federal Government to provide wage subsidy funding for
summer students
• Partnering with stakeholder groups.
The Mandatory Order on social distancing will impact the demand for the use of sports
fields.
Moved by Deputy Mayor McAlary, seconded by Councillor MacKenzie:
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COMMON COUNCIL / CONSEIL COMMUNAL
June 8, 2020 / le 8 juin 2020
RESOLVED that as recommended by the City Manager in the submitted report M&C
2020-144: Amended Sports Field Service Restoration Plan, Common Council endorse the
amended service restoration plan for sports field maintenance as presented in M&C
202D-144.
MOTION CARRIED with Councillor Casey voting nay.
12.5 Municipal Economic and Community Recovery Planning Update
Referring to the submitted report entitled Municipal Economic and Community Recovery
Planning Update Deputy Commissioner P. Ouellette described 6 initiatives ready for
launch.
The City Manager restated that the proposed initiatives take into account the 50 person
limitation in the Mandatory Order when planning events.
Moved by Deputy Mayor McAlary, seconded by Councillor Reardon:
RESOLVED that as recommended by the City Manager in the submitted report Municipal
Economic and Community Recovery Planning Update, Common Council adopt the
following resolutions:
1. Receive and file this report;
2. Direct the City Manager to proceed with the implementation of the 6 additional
immediate initiatives as outlined in this report;
3. Approve the allocation of up to $40,000 from the Growth Reserve Fund for City staff
to efficiently execute ongoing municipal economic and community recovery
programming, without any one expenditures exceeding $10,000.
L PLIUI.`Pfelall all IaF
12.6 Update on Water Levels in the South Bav Wellfield
Referring to the submitted report entitled Update on Water Levels in the South Bay
Wellfield Commissioner B. McGovern advised that:
"On February 13m, 2020, some areas of West Saint John were transitioned from the
South Bay Wellfield as their primary drinking water source to drinking water from the
new Loch Lomond Drinking Water Treatment Facility. As was planned, areas in West
Saint John being served with water from the Loch Lomond Drinking Water Treatment
Facility include six (6) neighbourhoods; the Lower West, Milford, Randolph, Fundy
Heights, Duck Cove and Sand Cove.
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COMMON COUNCIL / CONSEIL COMMUNAL
June 8, 2020 / le 8 juin 2020
Reducing the demand on the South Bay Wellfield by transitioning the six
neighbourhoods has allowed the aquifer to begin recharging causing the water level to
rise from approximately 1.75 metres below sea level in February 2020 to approximately
0.25 metres above mean sea level around the end of May 2020. The aquifer should
continue to recover such that the City returns to compliance with the Approval to
Operate (regulatory) requirement of +1 metre above mean sea level. Saint John Water
continues to closely monitor the South Bay Wellfield water levels in conjunction with
the Department of Environment and Local Government."
Moved by Deputy Mayor McAlary, seconded by Councillor Sullivan:
RESOLVED that the submitted report M&C 2020-146., Update on Water Levels in the
South Bay Wellfield, be received for information.
MOTION CARRIED.
13. Committee Reports it
13.1 Planning Advisory Committee: Pr000sed LPP Release - 0 Katie Drive
Commissioner J. Hamilton advised that Section 76(1) of the Community Planning Act
states that Council may, with the concurrence of the Planning Advisory Committee, sell
such City owned land, LPP, if it receives a majority vote of the members of Council for
the sale. Staff recommended to Council on January 136 2020 that the City divest the
land located at 0 Katie Drive from LPP, deem the land surplus to its needs and sell it to
Galbraith Construction Ltd. The PAC met on May 201h and concurs with the staff
recommendation for the City to divest the land.
Responding to question "At what price is the City divesting of the land and does the
revenue go into the LPP fund?' Community Planning Manager K. Melanson advised that
the revenue does go into the LPP Fund. Deputy Commissioner I. Fagan advised that the
Agreement of Purchase and Sale will come back to Council for approval and execution
and there is a council policy governing the selling price when an unsolicited offer has
been received to acquire land.
Moved by Deputy Mayor McAlary, seconded by Councillor MacKenzie:
RESOLVED that based on the recommendation by the Planning Advisory Committee in
the submitted report Proposed LPP Release - 0 Katie Drive, wherein the Planning
Advisory Committee concur with Common Council regarding the sale of a City owned
parcel, previously vested to the City as Land for Public Purposes (LPP), located at 0 Katie
Drive, also identified as PID number 00369496, Common Council approve the sale.
L 1011U1kiIl ltltlIaF
10
15
COMMON COUNCIL / CONSEIL COMMUNAL
June 8, 2020 / le 8 juin 2020
14. Consideration of Issues Separated from Consent Agenda
15. General Correspondence
15.1 C. Osborne: Changes to Parking By -Laws
Moved by Deputy Mayor McAlary, seconded by Councillor Reardon:
RESOLVED that the C. Osborne letter re Changes to Parking By -Laws be referred to the
City Manager.
MOTION CARRIED.
15.2 S. Robertson: Potential Closure of Charles Gorman Arena
Moved by Deputy Mayor McAlary, seconded by Councillor Merrithew:
RESOLVED that the S. Robertson letter re Potential Closure of Charles Gorman Arena be
received for information.
MOTION CARRIED.
16. Supplemental Agenda
17. Committee of the Whole
17.1 Workforce Adjustments —Saint John Police Force
Referring to the Committee of the Whole recommendation, having met on June 8th, the
City Manager presented a slide entitled Getting to $6 Million that outlined budget
targets for workforce reductions across the City.
• Management and Professional Staff target $912k — This will be completed by
October 1", by a reduction of 5.5 positions and a pay freeze for 2021 and 2022;
• Local 486 reduction target $826k - This will be achieved by October 1" by a
reduction of 8 Full Time Employees (FTEs);
• Police target modified to $1300k — Letter to be sent to the Commission of the
budget modification;
• Local 18 Collective Agreement ratification process is underway;
• Fire target modified to $1875k — City to consult with Union leadership for their
opinion;
• Transit modified target $850k — Letter to Commission of the budget
modification.
Moved by Deputy Mayor McAlary, seconded by Councillor Merrithew:
11
16
COMMON COUNCIL / CONSEIL COMMUNAL
June 8, 2020 / le 8 juin 2020
RESOLVED that as recommended by the Committee of the Whole having met on June
e, 2020 Common Council approve the submitted letter addressed to the Saint John
Board of Police Commissioners.
MOTION CARRIED with Councillor Hickey voting nay.
17.2 Workforce Adjustments — Transit
Moved by Deputy Mayor McAlary, seconded by Councillor Merrithew:
RESOLVED that as recommended by the Committee of the Whole having met on June
e, 2020 Common Council approve the submitted letter addressed to the Saint John
Transit Commission.
MOTION CARRIED.
18. Adjournment
Moved by Councillor Reardon, seconded by Councillor Hickey:
RESOLVED that the meeting of Common Council held on June 8, 2020 be adjourned.
MOTION CARRIED.
The Mayor declared the meeting adjourned at 8:21 p.m.
12
17
COUNCIL REPORT
M&C No.
M&C 2020-158
Report Date
June 15, 2020
Meeting Date
June 22, 2020
Service Area
Transportation and
Environment Services
His Worship Mayor Don Darling and Members of Common Council
SUBJECT: Memorial Baseball Field Score Board Donation
OPEN OR CLOSED SESSION
This matter is to be discussed in open session of Common Council.
AUTHORIZATION
Primary Authors
Commissioner/Dept. Head
City Manager
Steve Bishop/ Tim
O'Reilly
Michael Hugenholtz
John Collin
RECOMMENDATIONS
Your City Manager recommends Common Council:
i. receive and file this report, and
2. endorse His Worship sending a letter of thanks to Sandra and Arthur Irving
on behalf of Common Council.
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The purpose of this report is to inform Common Council and the community of a
personal donation from Sandra and Arthur Irving of a new baseball scoreboard at
the Memorial District Park baseball field. This scoreboard is in memory of Mrs.
Irving's brother, the late David Ring, an avid and passionate fan and player of
baseball among other sports. David was heavily involved with the Saint John
Alpines whose home field is Memorial Park. The City will be renewing and placing
a memorial sign in memory of David Ring with the new scoreboard.
PREVIOUS RESOLUTION
N/A
m,061141
Memorial Park is one of the city's District Field recreation hubs located on Dever
Road on the west side of the city. This district hub consists of 2 Hard Ball Fields, 2
Soft Ball Fields, the Peter Murray Arena, an outdoor basketball court, and 3
in
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tennis courts. The hardball field at Memorial is one of the few ball diamonds
that has a scoreboard available to users.
The original score board at the Memorial hardball field was first donated by Mrs.
Irving and installed in 1999. The typical life of a scoreboard is approximately 20-
25 years. The current scoreboard is problematic and has required many repairs
in the last 5 years, mostly due to wiring that is corroded and brittle.
Mrs. Irving's contribution will not only continue to honor the memory of her
brother, the late David Ring but provide a quality amenity for ball payers
generally and to the home field of the Saint John Alpines.
STRATEGIC ALIGNMENT
As a priority related to a Vibrant, Safe City and Growth and Prosperity, focusing
strategic investment in the City's Sports Fields will accelerate growth, and
encourage a more livable, and physically active community. Investment in
quality amenities at the City's District recreation hubs aligns with PlaySJ.
SERVICE AND FINANCIAL OUTCOMES
The cost of the score board is $36,380.25 + HST and it is estimated that installation
will cost $5,750.00, HST included. Neither of these costs will be borne by the City.
Funding for this project is provided personally by Sandra and Arthur Irving, who
request that this gift be given without fanfare or publicity.
The City currently budgets for operations and maintenance costs of a scoreboard
at the Memorial hardball field.
The scoreboard will be installed in the coming weeks.
ATTACHMENTS
Image of the replaced scoreboard.
19
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COUNCIL REPORT
M&C No.
2020-164
Report Date
June 16, 2020
Meeting Date
June 22, 2020
Service Area
Growth and Community
Development Services
His Worship Mayor Don Darling and Members of Common Council
SUBJECT. Proposed Public Hearing Dates — Zoning By-law Amendment, Lots 12-
5 to Lots 12-12 Nadiana Way and 30 Nadiana Way, 20 Bundy Lane,
1020 Rothesay Road, and 85 Peacocks Lane.
OPEN OR CLOSED SESSION
This matter is to be discussed in open session of Common Council.
AUTHORIZATION
Primary Author
Commissioner/Dept. Head
City Manager
Kenneth Melanson
Jacqueline Hamilton
I John Collin
RECOMMENDATION
That Common Council:
1. Schedule the public hearings for the rezoning applications for Heron
Enterprises Inc. (1020 Rothesay Road), and The Joshua Group (85
Peacocks Lane) for Tuesday August 4, 2020 at 6:30 p.m. to occur via web
conference,
2. Schedule the public hearings for the rezoning applications of The City of
Saint John (Zoning By-law amendments and associated rezonings for
Nadiana Way), and Stephen Thorne (20 Bundy Lane) for Monday August
10, 2020 at 6:30 p.m. to occur via web conference, and
3. Refer these applications to the Planning Advisory Committee for a report
and recommendation.
EXECUTIVE SUMMARY
The purpose of this report is to advise Common Council of the rezoning
applications received and to recommend an appropriate public hearing date.
Due to the volume of applications, Staff are recommending a combination of the
regular scheduled Public Hearing and the use of an off -Monday hearing date —
August 4 (Tuesday) and August 10, 2020 respectively.
PREVIOUS RESOLUTION
At its meeting of August 3, 2004, Common Council resolved that:
23
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1. the Commissioner of Planning and Development receive all applications for
amendments to the Zoning By-law and Section 39 [now referred as section
59] resolutions/agreements and proceed to prepare the required
advertisements; and
2. when applications are received a report will be prepared recommending the
appropriate resolution setting the time and place for public hearings and be
referred to the Planning Advisory Committee as required by the Community
Planning Act.
REPORT
In response to the motion above, this report indicates the applications received and
recommends an appropriate public hearing date. Due to the volume of applications
received and the rescheduled Public Hearing for 90 Paradise Row (scheduled for
Tuesday August 4, 2020), Staff are recommending a combination of dates for the
regular scheduled Public Hearing and an Off -Monday Public Hearing (August 4
(Tuesday) and August 10 respectively). The following applications were received:
Name of Applicant
Location
Existing
Proposed
Reason
Zone
Zone
City of Saint John
Zoning By-law
NA
To create a
To facilitate a new
Text
new rural
rural zone with a
Amendment
residential
mix of low density
zone
uses.
City of Saint John
Nadiana Way
Rural
New rural
To facilitate a mix
(all lots on the
Residential
residential
of residential unit
cul-de-sac)
(RR)
zone
types including
mobile or mini -
homes.
Stephen Thorne
20 Bundy Lane
Rural
New rural
To facilitate a
Residential
residential
mobile or mini -
(RR)
zone
homes.
Heron Enterprises Inc.
1020 Rothesay
Rural (RU)
Rural General
To allow for an
Road
Commercial
office.
The Joshua Group 85 Peacock Park (P) Special Zone To allow for a
Lanes (SZ) caretaker dwelling.
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While the holding of public hearings is a legislative requirement of the
Community Planning Act, it is also a key component of a clear and consistent
land development process, which provides transparency and predictability to the
development community and City residents.
The development approvals process helps fulfill Council's priorities by:
• ensuring Saint John has a competitive business environment for
investment;
• supporting business retention and attraction; and
• driving development in accordance with PlanSJ which creates the density
required for efficient infrastructure, services and economic growth.
24
-3-
SERVICE AND FINANCIAL OUTCOMES
The scheduling of the public hearing and referral to the Planning Advisory
Committee satisfies the legislative and service requirements as mandated by the
Community Planning Act.
INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS
Not Applicable
ATTACHMENTS
None
25
COUNCIL REPORT
M&C No.
M&C 2020-147
Report Date
June 12, 2020
Meeting Date
June 22, 2020
Service Area
Transportation and
Environment Services
His Worship Mayor Don Darling and Members of Common Council
SUBJECT: 2020 Spring Project Contributions from LPP Trust Fund
OPEN OR CLOSED SESSION
This matter is to be discussed in open session of Common Council.
AUTHORIZATION
Primary Author
Commissioner/Dept. Head
City Manager
Brad Adams / Tim
O'Reilly
Michael Hugenholtz
John Collin
RECOMMENDATION
Your City Staff recommends that Common Council authorize the support of the
following applicants by way of the Land for Public Purposes Trust Fund:
Saint John Cycling Club - $50,000.00
Tucker Park Association - $4,725.00
- Red Head Neighbourhood Association - $5000.00 (Conditional, as
outlined in M&C 2020-147)
Your City Manager also recommends Common Council endorse the City's
support of the Red Head Community Association's application to the Provincial
Family & Youth Capital Assistance Program for funding for their dog park project.
EXECUTIVE SUMMARY
A Land for Public Purposes (LPP) Trust Fund is established. Contributions to this
fund are provided by sale of LPP lands and money -in -lieu of providing LPP lands
when a subdivision is developed.
The City has a set of "Policies for the Acceptance of Land for Public Purposes and
Use of LPP Funds". This document includes guidelines for how money in the LPP
Trust Fund should be used, including:
• Common Council may set the maximum LPP expenditure for the year.
• Applications from community groups for LPP funds will be reviewed twice
per year, in May and November. The deadlines for receipt of applications
will be April 30 and October 31.
26
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• Applications for funding will be assessed on whether the project will
serve a Local, Community, or City (Regional) population. The
classification system will be based on the guidelines and inventory of the
Park Classification system of the City of Saint John Recreation and Open
Space Strategy (PlaySJ).
• The maximum eligible funding from the LPP Trust Fund for proposed
projects will be based on the park classification, and will be limited to
local - $5000, community - $10,000 and city or regional - $50,000. The
funding limit is inclusive of all phases of a project.
• LPP funds shall not exceed more than 50% of the project cost.
• When considering monies and in -kind contributions that the community
contributes to a project as matching funds, any monies from other
government sources is to be excluded.
• Preference will be given to playgrounds developed at public schools.
• Developments must provide barrier -free access to some of the facility.
• Preference will be given to new developments, and especially in areas
where there is a lack of recreation facilities.
• Common Council at its sole discretion may choose to provide LPP funding
to a project, as it deems appropriate.
• Projects must comply with the Community Planning Act definition of Land
for Public Purposes.
To align with the City's Asset Management Policy (approved in 2018), City staff
are also ensuring a plan is in place by the community partner to operate and
maintain the project after it is built.
For the current review period (November 1, 2019 — April 30, 2020), seven
requests for use of LPP funds have been received, all of which are attached to
this report:
• A $37,500 request from the Greater Saint John Cricket Club to put
towards the development of a dedicated cricket pitch in the Latimore
Lake area.
• A $4,725 request from the Tucker Park Association to extend an
accessible trail with bilingual signage out to the lookout at the high point
of River Trail.
• A $50,000 request from the Saint John Cycling Club to develop an
extensive trail expansion at the former Rockwood Park Ski Hill.
• A separate $2,128 request from the Saint John Cycling Club for trail
development at Triple Hill in Rockwood Park
• A $5,000 request from the Red Head Neighbourhood Association for
development of a Dog Park at the end of Granville Crescent.
• A $10,000 request from the Crescent Valley Resource Centre to support a
bicycle park on the corner of McLaren Blvd and Taylor Ave.
• A $50,000 request from the Saint John Trojans Rugby Club for
construction of a Clubhouse at the Rugby field behind Hazen White/St.
Francis School.
27
am
City staff have reviewed each of these requests and conducted clarifying
conversations where necessary with each applicant and provide the following
context that guides staffs recommendation to Council.
Saint John Cricket Club Proiect
Staff recommends this request for $37,5000 be denied. Upon review and follow-
up of this application, staff determined that the provided budgetary information
(including quotes and estimates of required work) to be incomplete and the
application was missing a necessary maintenance plan. Also, the application was
working off the assumption of other funding sources being available; however,
no concrete evidence was presented to show that acquisition of said funds was
guaranteed.
Tucker Park Association Trail Development Protect
Staff recommends this request for $4,725 be granted. This request meets the
defined criteria of LPP funding policy and aligns well with PlaySJ. The
consideration of accessibility and bilingual signage also demonstrate the full
consideration of community needs. The Tucker Park Association is well
established with an executive and a long track record of working well with the
City's Parks & Recreation service to provide the agreed upon and expected levels
of park maintenance. The application presented realistic and quoted project
expenses and demonstrated access to the additional funding and in -kind support
from ACAP, The Tucker Park Association, and the NB Trails Council required to
fulfill their commitment to this project.
Saint John Cvcline Club Trail Development Proiect — Ski Hill
Staff recommends this request for $50,000 be granted. The request qualifies as
a regional request as the project site lives in a Regional park (Rockwood Park)
and serves residents spread throughout the region and beyond. This first phase
of development will allow the group to engage with professional trail designers
to begin qualifying this site as a premier destination in the Maritimes and New
England for Mountain Biking. It is anticipated that this top level course will
garner wide spread attention and recognition and make Saint John a tourism
destination for participants of this rapidly growing recreation activity.
The attached application references other accessible sources of funding (current
club savings, fundraising initiatives, Santa Cruz Pay Dirt Fund, Trail Grant through
Mountain Equipment Company and sponsorship from local business investors),
detailed expenses and proposed timelines. The Saint John Cycling Club is also a
long standing partner in Rockwood Park with an outstanding track record for
working in unison with Parks staff while meeting all their maintenance
obligations and beyond. Continued work with this group came highly
recommended.
-4-
The project also aligns very well with PlaySJ by showcasing our parks and
allowing community partners to be the main providers of recreation
programming.
Saint John CvcIinE Club Trail Development —Triple Hill
Staff recommends this request for $2,128 be denied. Although this is another
strong and thorough application from the Saint John Cycling Club, it is the
opinion of City Staff that we only consider one application for this group and
have opted to place our recommendation behind the project that has the
greater benefit to improve City infrastructure, impact growth and influence
tourism.
Red Head Neighbourhood Association — Dog Park Project
Staff recommends this request for $5,000 be conditionally granted at this time.
Through the application process, staff have worked with the Red Head
Association to finalize their application and the Association has demonstrated
the ability to provide the required information. The Association has provided a
project quote of $13,980.00 + HST and intend to use a similar design as the Little
River Reservoir dog park, albeit reduced in size to meet their project budget.
The Association intends to apply to the Provincial Family & Youth Capital
Assistance Program to secure some or all the additional project costs, hence the
second recommendation in this report to apply for the funding with the City
being the property owner. Contingent on a developed maintenance plan and
additional project funding secured by the Association, staff ask the $5,000 award
be granted with the intent that work would commence in 2020. In the
meantime, City staff have committed to continue to support the Red Head
Neighbourhood Association.
Crescent Vallev Resource Centre — Bicvcle Park
This application for $10,000 has been withdrawn by the applicant with the
intention of applying again at a later date. When consulted for more support
information, City staff were notified of this withdrawl due to the applicants
inability to obtain project quotes, provide indications of additional funding
requirements and development of a maintenance and safety plan.
Saint John Troians Rujzbv Club — Clubhouse Proiect
Staff recommend this request be denied. The project is on private land. LPP
funds cannot be spent on projects on private land as per the Provincial
Community Planning Act. Further, although agreements can overcome the issue
to some degree, ensuring public access on lands upon which the City does not
control is problematic.
29
-5-
PREVIOUS RESOLUTIONS
N/A
STRATEGIC ALIGNMENT
The three projects that staff suggest Common Council support (SJ Cycling Ski Hill
Trail Development, Tucker Park Trail, and the Red Head Dog Park[conditional])
align with Council's priorities including investment in recreation and developing
partnerships for service delivery. These investments will not contribute to the
City's infrastructure deficit as each group have well established relationships of
maintaining city infrastructure without dependence on City resources.
Each of these projects also align with PlaySJ.
Staff also note that two of the three projects support active transportation, a
related question arising at a recent Council meeting.
F��:��1[�1�►P1�7dIP/_1P[�/_►��I�j���1��7�7
There is currently $120,784.90 of uncommitted funding available in the City's
LPP Trust Fund and therefore funding is available to support staff's
recommendation of $59,725.00. Endorsing these applications would leave a
balance of $61,059.90 for future funding considerations.
ATTACHMENTS
AppendixA —The seven applications received for LPP Trust Funds
Appendix 8 — Staff Evaluations of each Application
30
Cricket Application:
Hello Tim,
As you are aware that we have been in search for a Cricket field in Saint John for many years now.
Although we did manage to secure the open space within Exhibition Park race course, but it restricts us
in many ways because of the active horse racing around it.
Due to the increase in new immigrants to the region both as Students and Residences, the demand for
Cricket has also exponentially increased. We now have 3 Cricket Clubs in the region, but not enough
grounds to play on.
We spoke about this particular ground a few years ago but due to distance we did not pursue further.
But I now we have a need for a new Cricket Ground and we would like to make this a reality and hence
seeking LPP Trust Fund to convert this unused ground for us.
Name and contact information:
Amit Tamrakar
37 Secoudon Dr
Saint John, NB E21K 5G4
C 506-333-8686
Name and contact information of the community group you are representing:
Greater Saint John Cricket Community
37 Secoudon Dr
Saint John, NB E2K 5G4
C 506-333-8686
Description of your proposed project, location, planned timelines, and project cost estimate:
Location: End of Granville Crescent, Saint John (Red Head)
Proposed Project: We would like to re -purpose the older baseball field not in use anymore, to a new
Cricket field.
- Clear off all trees and bushes
- Expand the flat surface by cutting through the slopes on north side
- Grass seeding across the whole circular field
- New cement pad at the center and cover with artificial turf to make the pitch area
- White markings on the pitch, inner and outer circles
31
- New parking space
- New benches for spectators
- Storage shed placed in one corner
- 2 enclosed batting cages for practice (if funds left over)
Timelines: Start May 1 - End June 30 (weather dependent) 2 months
Cost estimates: $ 75,000
Amount of project funding requested from the Land for Public Purposes (LPP) Trust Fund and any plans in place to
seek additional project funding:
Seeking: $ 50,000
Our contribution: $ 10,000
Fundraising and Cricket Canada Grants: $ 15,000
This project aligns with the City's Policy on Use of LPP Funds, City's Parks & Recreation Strategic Plan, and
the City's Municipal Plan:
As we seek to keep the designated playground and re -purpose it for a new sport that is picking up a lot
of momentum in SJ and across Canada.
We confirm that our Cricket community group will assume full responsibility for ongoing maintenance and upkeep
of the completed project.
Regards,
Amit Tamrakar
C 506-333-8686
Cricket Community of Greater Saint John
32
Tucker Park Application:
INTRODUCTION:
Tucker Park is one of the seven community parks identified within the City of Saint John. It is situated
on the north side of the City along the banks of the Kennebecasis River. It is the only public access to
the Kennebecasis River that provides a number of amenities for visitors including; public parking,
beaches, walking trails and accessible portable bathroom. In 2018, the Tucker Park Recreation
Association joined with ACAP Saint John, a local environmental NGO, and the City of Saint John to
develop a new trail system joining the main entrance with the beach and riverside trail area. Other
improvements included tree plantings, landscaping, and signage at the parking lot. In 2019, funding
through the partnership of the Government of Canada, City of Saint John and the T.P.R.A. was
announced to build an accessible viewing platform along the River Trail. Construction tentatively
scheduled for the spring/summer/fall of 2020. The park was gifted to the City in 1914 by Lt. Col. Joseph
Tucker, a local entrepreneur, politician and war veteran.
SUBJECT LINE:
CONTRIBUTION GRANT APPLICATION - LAND FOR PUBLIC PURPOSE TRUST FUND April 2020.
CONTACT INFORMATION:
B.J. MACDONALD CONTACT PERSON — 978 Kennebecasis Drive Saint John NB, 648-9481
TUCKER PARK RECREATION ASSOCIATION INC. - 22 Secoudon Drive, Saint John, N.B. E2K 5G5
PROJECT INFORMATION:
- Project Description:
- (i) A continuation of the work on the existing trail from the Parking Lot through the wooded
area down to the River Trail, (branch off to Pine Tree Point — option) along River Trail, past main
beach area back to the Parking Lot. Through the wooded area there are two areas along the
trail that could be made easier/safer for hiking by incorporating wood stairs (4x4 posts) into the
natural slope leading to the high point on the Trail and high point within the Park more
attainable much more user friendly.
- (ii) Directional signage to be posted along trail.
- (iii) Interpretive Panels (a) Historical timeline would outline Tucker Park from the donation of
land for a Park for the citizens of Saint John in 1914 by Lt. Col. Joseph Tucker until present day.
(b) Explain the significance the trail crosses through the very sensitive ecosystem of the last
remaining undisturbed remnant of natural forest open to the public along the Kennebecasis
River in Saint John. Highlight some of the large outcropping of rocks that make up the
Stonehammer Geopark presence within the forest area of Tucker Park.
- (iv) To begin initial work on 3rd trail from Parking Lot to a Lookout facing out to Goat Island.
LOCATION: All work to be completed within Tucker Park.
TIMELINES: Work to commence upon approval of Grant and approval of Parks and Recreation to begin
work. Tentative completion date would be October 2020.
33
PROJECT COST ESTIMATE: Approximately $9,500.00 Installed
FUNDING REQUEST AMOUNT from the LPP Trust Fund: $5000.00
Yes, each year the TPRA consider needed improvements to Tucker Park.
MEETING THE CITY OF SAINT JOHN POLICY AND GUIDELINES FOR:
Land for Public Purpose - Tucker Park meets the definition of Land for Public Purpose in that it is
a Public Park, provides access to the Kennebecasis River, has beaches that provide scenic views
along the River, provides trails, open space and provides air and natural light for visitors to the
Park.
- Aligning Tucker Park with PIaySJ - According to PIaySJ, the mandate for the City is facilitation of
recreation services through community partners. The Tucker Park Recreation Association
partnering with the Parks and Recreation Department provides stewardship and vision related to
Tucker Park for citizens today and into the future, thus,
"Strengthening the City of Saint John's system of parks (squares, plazas and public spaces;
historic sites; open spaces; and community gardens) through increased citizen participation and
stewardship will provide long lasting benefits for current residents as well as future
generations."
- Aligning Tucker Park with PlanSJ — PlanSJ outlines the long term vision/strategy that leverages the
City's unique natural assets including the seven community parks, Tucker Park being one of the
seven, to enhance the quality of life for all citizens. Tucker Park, a Stonehammer Geopark, not
only enhances the quality of life for its citizens but continues to grow as a destination for visitors
to the City, in particular visitors from cruise ships enjoying the natural setting of the Park by
kayaking at the Park, swimming, walking the trail or travelling to the Park by bicycle as part of a
package of sights and sounds celebrating Saint John thus supporting the PlanSJ goal of financial
sustainability through the Tourism industry. Millidgeville is one of two areas of the city
experiencing growth, the other being the uptown peninsula. It is important to allow for the Park
to incorporate many types of activities promoting the physical, mental and emotional wellbeing
of all citizens regardless of age, as well as enhancing environmental awareness and protection of
the area for all citizens of Saint John.
The City of Saint John RoadMap for Smart Growth stated, The City will be a leader in
sustainability, protecting and identifying strategic improvements to cherished green spaces,
natural assets and key recreational facilities. Citizens will enjoy greater quality of natural,
recreational and cultural amenities, and new and expanded connections to public waterfront
areas, parks and open spaces, trails, beaches, boardwalks and cycling routes by focusing on
enhancing key public views to the water. —Tucker Park embodies that vision/strategy.
Responsibility for ongoing maintenance and upkeep of the completed protect.
34
The Tucker Park Recreation Association in partnership with the City of Saint John and other
Community Volunteer groups will continue to provide ongoing maintenance and upkeep to trail
work completed at Tucker Park.
35
Saint John Cycling Application — Ski Hill
Land for Public Purposes Trust Fund Projects funding application
Rockwood Park Mountain Bike trails - Old Ski Hill area trail proposal
Saint John Cycling Club — April 2020
The Saint John Cycling Club has been contributing to trail infrastructure in Rockwood Park and
other places for 10 years and has established itself as an experienced and dependable
community group that can deliver on commitments while establishing and repairing
multipurpose trails that park users demand.
Old Ski Hill enduro trail: This trail would be a machine built large berm, roller and
jump trail that maximizes the elevation drop in the water tower and Old Ski Hill
areas. It will be professionally built by a company that specialize in destination
worthy mountain bike trails. The club is seeking $125K of funding from multiple
partners for the machine built trail that would be a magnet for mountain bike
groups from far and wide. This will raise the profile of the Park and City.
"Mountain biking is a fun and healthy choice for families and friends to cultivate healthy experiences in
our best resource: nature. Having reputable mountain bike infrastructure such as trails, and supporting
businesses gives communities an opportunity to market and tap in to a growing tourism market that's
literally changing communities for the better all around the world."
ADAM SHORE - SHORELINE CONSULTING GROUP / SHORELINE DIRTWORKS
Long term vision: This trail would be phase 1 of many. This area has potential for at
least 4 or 5 great trails that would be a destination for experienced cyclists from all
over. There is already one great trail that starts near the water tower called Mama
I'm Coming Home. Users would populate this underused corner of the park and the
project could ad some trailside amenities in key locations. There is potential for
events and festivals being hosted either at the Upper Fisher Lakes Parking Lot or the
Old Ski Hill parking loop which is rarely used. See maps and description below.
Rockwood Park Mountain Bike trails - Old Ski Hill area trail proposal
36
Summer 2020 construction - Saint John Cycling Club
Our Club is looking at establishing a 1.0 to 1.5km gravity fed enduro line within the confines of
the former ski hill in Rockwood Park in Saint John. We currently have approximately 40km of
technical, cross country single track in this fully sanctioned, municipal park and would like to
develop this new enduro trail to offer more flow and excitement to mountain bikers. The line
we are proposing would be professionally built by Shoreline Dirtworks and would encompass
several dirt features like berms, rollers, jumps, drops and a wall ride or a similar keystone
feature. There would be A and B lines to provide intermediate riders something to aim for while
still challenging experienced riders.
We aim to become a destination for mountain bikers from New England, Eastern Canada and
beyond. There is an awesome tourism initiative (Mountain Bike Atlantic, www.mtbatlantic.com)
happening right now in Atlantic Canada and we are confident that the construction of this trail
would be the new flagship trail for the south shore of NB. We have had several meetings and a
site visit with Shoreline Dirtworks and they are very excited about the potential of creating a
distinct experience that will create a positive buzz.
We want to expand our awesome network and provide another form of biking in our area. We
feel this will help us accomplish introducing the sport to teens and families. This project is
important for the greater Saint John region. Saint John is a boom -bust industrial port town and
has been struggling economically for years. We see investments in recreation as an opportunity
for residents to lead a healthy lifestyle and increased numbers of out of town visitors.
Background... Saint John Cycling Club was established as a non-profit organization. The Club is
very active in the maintenance of the Rockwood Park trail network, advocacy for safe cycling,
and contributing to growing the community of recreational activities such as road cycling,
gravel riding, fat biking, and mountain biking. The Executive Team includes President (Greg
Bosence), Vice President (Dean Price), Treasurer (Gary Crowley) and Secretary (Scott Williston),
plus there is at least another dozen experienced trail builders who have taken the IMBA
Sustainable trail building course.
Timeline for the project
The Club is aiming to have the project completed in time for our residents and visitors to enjoy
the new trail during the fall of 2020.
We have consulted a local, professional trail building business, Shoreline Dirtworks, to obtain
an estimate for the project. Shoreline has confirmed their team's availability to begin the
project within weeks of the Club acquiring the funds for this new trail.
Funding request: We are requesting $50,000 from the LPP trust fund in 2020.
Potential funding sources being developed for this project:
1. Santa Cruz Pay Dirt fund
37
2. City of Saint John, Land for Public Purpose Trust Fund
3. Province of New Brunswick, Trail Infrastructure Fund
4. Mountain Equipment Coop, Community Grant
5. We are also working with our Federal Member of Parliament to leverage tourism
grants.
6. There have been many local businesses that have contributed to the club in the past
and we are currently organizing meetings with these companies.
Vision for the whole underused ( former downhill ski 1 section of the park:
01
Old Ski Hill trail: Option 1 of 2 for routin
39
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Critical factors for the success of the project:
1. Ongoing maintenance — The Cycling club members will need to take care of the trail year after
year, we realize the park does not have funding to do maintenance on mountain bike trails other
than arborist work like tree & limb cutting.
2. The gate on Sandy Point Road. We don't see the need for the gate to be opened and closed for
the users of the new trail. We see them parking at Fisher Lake parking lot most of the time.
Unless there is a special event.
3. This funding request aligns with the Fund policy and the Play SJ Parks and Recreation Strategic
Plan core values on several levels. See below for details.
4. The wetland and watercourse areas — we may need to build a bridge or boardwalk to go over a
wet spot or two. We will not fill in any wetland. Small wet ditches will be dealt with by using a
small culvert. We will need to go around the swampy areas shown on the maps. Exact route of
the trail between the water tower and the swampy areas next to the carriage track to be
determined based on environmental and cost considerations. We will not go through the middle
of any wetlands, but a short boardwalk with steel screw piles is a possibility if necessary.
5. Scope and potential features:
a. Main trail corridor would be between 5 to 12 feet wide during construction but would
grow back to 4 to 6 feet wide in time. Many trees to be cut. Will limit the amount of
imported soil and rock. We will mostly use the material on the hill.
b. Features like a gazebo, picnic tables, benches and signage at the ski hill parking loop
and or at the top of the hill. Anything like picnic tables would be built out of long life
cycle materials such as cedar or concrete.
c. Trail features would be berms, rollers and jumps made of dirt. Limit wood structures to
just a few and make them very durable and long lasting.
d. Construct one or two special wood features or structures on the trail to be keystone
items, made of durable cedar, concrete or hemlock.
e. Trail to start at the water tower, go through old ski area and finish at the pipeline.
f. Some improvements to the Crystal lake trail may need to be done for people cycling
back up to the top. A partial reroute would be ideal.
Resource considerations:
the deadline for the LPP Trust Fund application is on April 30. Some applications to others will
follow right after.
The cost of the tree clearing for the new trail is a big item that needs to be discussed. City of
Saint John unionized arborists normally do that work, and while the club can contribute to the
expense, it is critical that we get the assistance from the City on this critical path item.
41
• The budget for the project is $125,000 but we would divide the project in phases for the first
year if we only get some of the requested funding. We would then seek more in 2021 to
continue.
• If this project is a success, there is potential for other great trails in the water tower and ski hill
area. Ideally there would be 3 or 4 similar enduro trails there, which would be the best in NB.
• We are not asking for the park to donate any money or materials to the project.
• This project can proceed while maintaining pandemic physical distancing to keep workers safe.
Contact Info: Greg and Dean
Primary contact:
Dean Price 654-1511 dean. price@saintjohn.ca
Backup contact:
Greg Bosence 292-8070 sjc-president@outlook.com
Budget
Breakdown:
•
Core trail work without features
$75,000
•
Overtime costs for tree cutting
$5,000
•
Special features/structures on the trail
$10,000
•
Boardwalk or bridge or culverts
$7000
•
Shelter or gazebo
$5000
•
Benches and picnic tables (heavy duty)
$1000
•
Signage
$2000
•
Contingency
$3700
•
Subtotal
$108,700
J
•
Tax 15%
t1
•
Grand total
$125,006
Proposed Project aligns with city policies and plans. This funding request aligns with the Fund
policy and the Play S1 Parks and Recreation Strategic Plan core values on several levels:
1. Rockwood Park is a regional destination and therefore a request of $50,000 is
appropriate.
42
2. SJCC is a trusted community group with a long track record of results.
3. Recreation / health / wellness and tourism are the obvious benefits.
4. Develop an unused section of the park with a new development, recreation facilities
encourage smart growth.
5. Play SJ Trends: "rising demand for self -directed activities"
6. Play SJ "committed to providing a wide range of leisure facilities"
7. Healthy Active Living is Focus Area.
8. "Invest in Rockwood and create a regional recreation hub"
9. "encourage ASD by volunteer organizations"
10. "Recreational facilities are fundamental to quality of life in SJ"
11. "City will deliver high quality experiences for residents"
12. Play SJ Trends: "many Canadian municipalities report that multi -purpose trails are the
most pressing infrastructure need required to help residents become more physically
active".
43
Saint John Cycling Application — Triple Hill
Triple Hill Enduro Trail - 2020 design Proiect
Land for Public Purposes Trust Fund Projects funding application
Rockwood Park Mountain Bike trails
Saint John Cycling Club — April 2020
Triple Hill enduro trail —this project could be the longest enduro style descending
trail in the Park. It would see an amazing trail built in an underused area of the Park
that is PERFECT for trail building. We are proposing to do the Design only in 2020
and have it done by a professional trail building company who has extensive
experience. Seeking LPP funding for this design phase of the project.
Triple Hill area trail proposal details
Our Club is looking at establishing a long gravity fed enduro line within the confines of Rockwood Park in
Saint John. We currently have approximately 40km of technical, cross country single track in this park
and would like to develop this new trail to offer more continuous flow (long stretch with little uphill
pedaling) and interest to mountain bikers. The line we are proposing would be professionally designed
by Shoreline Dirtworks and would start at the top of the hill close to where the Bypass trail meets the
carriage road recently renamed the Great Trail and go down past Pugsley trail to the bottom and finish
near the swamp. Riders can come back up the Great Trail. There is also an awesome opportunity to have
a little connector trail from the Skills Park, so that bikes are avoiding the pedestrian on the clean air trail
and Puglsey which are not good for bikes.
During the design process, the options of how the Puglsey and the Bypass trails should be fixed,
rerouted or abandoned can be explored.
We want to expand our awesome network and provide another unique and high quality biking
experience in our area. We see investments in recreation as an opportunity for residents to lead a
healthy lifestyle.
"Mountain biking is a fun and healthy choice for families and friends to cultivate healthy experiences in
our best resource: nature. Having reputable mountain bike infrastructure such as trails, and supporting
businesses gives communities an opportunity to market and tap in to a growing tourism market that's
literally changing communities for the better all around the world."
ADAM SHORE - SHORELINE CONSULTING GROUP / SHORELINE DIRTWORKS
Background... Saint John Cycling Club was established as a non-profit organization The Club is very active
in the maintenance of the Rockwood Park trail network, advocacy for safe cycling, and contributing to
growing the community of recreational activities such as road cycling, gravel riding, fat biking, and
mountain biking. The Executive Team includes President (Greg Bosence), Vice President (Dean Price),
Treasurer (Gary Crowley) and Secretary (Scott Williston).
Timeline for the project
The Club is planning to get a design and layout of the proposed trail in 2020 completed by a professional
so that the trail can be built in the future. The design report would include all the details to plan the
build and to present a proposal to the park for approval.
We have consulted a local, professional trail building business, Shoreline Dirtworks, to obtain an
estimate for the project. Shoreline has confirmed their team's availability to do it in 2020.
Potential funding sources being considered or developed for this project:
7. City of Saint John, Land for Public Purpose Trust Fund
8. There have been many local businesses that have contributed to the club in the past and we
are currently organizing meetings with these companies.
9. The club also has some money in the bank that it will use.
Critical factors for the success of the project:
1. Ongoing maintenance — The Cycling club members will need to take care of the trail year after
year, we realize the park wont do maintenance other than arborist work like tree & limb cutting.
2. The same factors apply as you saw in the OLD SKI HILL trail proposal. Please reference it.
Resource considerations:
• We are budgeting a total of $3000 plus expenses, contingencies and taxes for this design. Total
is $4,255 therefore we are requesting $2,128 from the trust fund.
• We are not asking for the park to donate any money to the project. We would like to discuss if
the park would consider donating the services of the city arborists to clear trees prior to
construction.
Budget Breakdown:
• Core design work with a report $3000
• Travel and lodging expenses $400
• Contingency $300
• Subtotal
• Tax 15%
• Grand total
$555
45
Triple Hill area: possible new connector trail in blue
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Yellow and red just show the approximate area that would be examined for the
potential trail, plus a connector to the Skills park
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The purpose of the design project is to:
• Figure out the best route considering all the factors
• Have a pro do the design
• Review how it works with the other trails
• Get approval from park managers with the document
• Look at opportunities to improve connector trails
• Have the scope, cost and some logistics figured out by a pro.
➢ Benefit of the project is to have someone with professional experience
figure out a complex design that will please all the stakeholders.
➢ Benefit of the new trail would be having a great riding experience that
raises the profile of Rockwood Park and the mountain biking scene in Saint
John.
Red Head Neighbourhood Association Application
To whom it may concern,
I am writing today to begin the application for a Bark Park Conversion project for the public use land
located at the end of Ocean Drive in Red Head.
Currently this land state is that of an abandoned, overgrown, and relatively unsafe baseball field. It has
been used for various activities, including taking dogs to so they can run around. However it is not
enclosed.
What we would like to see happen with this land for the enjoyment of the pets and humans of the Red
Head subdivision, surrounding areas, and Saint John at large, is to have this piece of property converted
and maintained as a 'Bark Park'. This would be a safe and designated area for exercising your dogs off
leash.
The main part of this upgrade would be the replacing of the current chain link fencing structure to make
it safe, have a greater height, and to include at least one double gateway entrances. Similar setups can
be found at the Rockwood Park and The Rez bark parks. Also included would be some landscaping work
to make it flat and remove any debris from it's time of being abandoned. On top of this there would be
a need to have signage created so as to make the location enjoyable for every user.
This would be of benefit to the city under the PIaySJ program of having an accessible, local attraction
that is both attractive and low cost to the city once setup.
Daily/Weekly maintenance would be accommodated by the residents and members of the Red Head
Community Association, of which I serve as the President. One of the first things we did regarding this
project was to create a secondary Facebook group off of our main community group that members
could join as an expression of interest and volunteering for the group. A number of us, including myself,
have already volunteered to mow the parks grass on our own time, and it would be requested that users
clean up after their own pets.
I can be reached for further questions if needed:
Jesse Davidson
Jesseodavidson@gmail.com
506-654-2985 (evenings)
Please let me know what you require further for this application.
Jesse Davidson
President - Red Head Community Association
2020 LPP Funding Criteria Matrix
Project Name: Greater Saint John Community Cricket Field
Lead Contact: Amit Tamrakar
Phone: (506)333-8686
Email: amit.tamrakar@gmail.com
Location of Project: Unknown
Scope of Project (Local, Community, Regional): Regional
Project Summary: To meet the growing demand of regional cricket athletes and those interested in
learning the sport, a dedicated cricket pitch would greatly benefit the Saint John Community. The
Greater Saint John Cricket Community is proposing to revitalize a decommissioned field and modernize
by:
- Clear off all trees and bushes
- Expand the flat surface by cutting through the slopes on north side
- Grass seeding across the whole circular field
- New cement pad at the center and cover with artificial turf to make the pitch area
- White markings on the pitch, inner and outer circles
- New parking space
- New benches for spectators
- Storage shed placed in one corner
- 2 enclosed batting cages for practice (if funds left over)
Amount Requested: $50,000 *max 50% of total project cost mean $37,500 would be adjusted request
Total Cost Details: $75,000 Project cost breakdown and quotes needed and knowledge of any
adjustments for Latimore Lake location
Budget Details: Needed
- $10,000 Cricket Club Contribution
- $15,000 Fundraising and Cricket Canada Grants
Anticipated Project Completion Date: Anticipated 2 month build time
In -Kind Service Requests: N/A
Maintenance Plan Details: Needed
Staff Notes:
How will additional $12,500 be secured if cost quote is accurate?
Proposal for Latimore Lake property needed
50
2020 LPP Funding Criteria Matrix
Project Name: Tucker Park Trail Project - Upgrade
Lead Contact: B.J. MacDonald
Phone: (506)648-9481
Email: bimacdonal(@vahoo.ca
Location of Project: Tucker Park
Scope of Project (Local, Community, Regional): Local
Project Summary: A continuation of project already started by TPRA members. This would include work
on existing trail(s) from the parking lot to the River Trail and work on The River Trail itself. Application
also calls for the addition of wooden stairs leading to the high point of the trail, directional signage and
interpretative signage.
Amount Requested $4,725.20
Total Cost Details:
Action: (i) Purchase and install twenty (20) quality Trail Markers - approximately $5.00 each plus tax.
Material cost- 20 x $5.00 x 15% = $115.00.
Installation cost - $0.00 — TPRA and partners.
Total cost markers - $115.00 + 0.00 = $115.00
Action ii : Construct and install wood stairs.
Material cost — 20 6x6x10 pressure treated posts x $37.40 = $748.00 plus $250.00 for necessary
hardware to construct steps=$998.00 plus 15% = $149.70
Installation Cost - $0.00—TPRA and partners ACAP, RP Bike Trail Builders Group and in consultation with
Mr. Paul Jorgensen Past Executive Director of the NB Trails Council.
Total cost stairs - $748.00 + 250.00 + 149.70 + 0.00 = $1147.70
Action iii : Introduce Interpretive Panels at Tucker Park to begin telling the unique historical and
environmental story of Tucker Park for both the citizens of Saint John and for visitors to Saint John.
These panels are intended to enhance the overall experience of all visitors to Tucker Park.
According to the Guide, two panels 1- 2'x3' panel and 1- 3'x4'panel would cost;
Fabrication Cost — Panel 1 $1250.00 + Panel 2 $1500.00 = $2750.00 + 15% tax = $3162.50
Installation Cost — Materials $300.00 (44 posts, cement & crushed rock) Labour - $0.00 TPRA &
Partners.
Total cost Interpretive Panels - $3162.50 + $300.00 = $3462.50
51
Anticipated Project Completion Date: October 2020
In -Kind Service Requests: N/A
Maintenance Plan Details:
Current Status: Each spring CSJ does a clean-up of debris that washes onto the beach and beach area
and do a general clean-up of that area. The TPRA also does an annual spring clean-up that includes
volunteer and community groups cleaning up the Park including the Walking Trails.
Recommended Maintenance Plan: If the proposed improvements to the Park are introduced, the
current maintenance plan would need to be updated to a more formal inspection (check list) of the Trail
by TPRA with a priority on safety including close inspection of installed stairs and stair treads. Continue
to clear debris such as deadfalls, heavy brush from the Trail and monitor the Trail for potential trip
hazards. Ensure that trail markers are in good condition and replaced when required or missing.
Interpretive Panels need to be inspected as to any deterioration due to environmental conditions, poor
workmanship or vandalism — and then take appropriate corrective action.
Note: An annual inspection of Trails by TPRA members would be $0.00. Eventually however,
components of the Trail would need to be repaired and eventually replaced. The main benefit of a
formal inspection plan for the Trail would be safety, however there would also be a significant cost
saving over the long term by addressing identified problems with the Trail sooner rather than later.
Staff Notes:
• Have already done some very good work in this area/no concerns about the quality or follow-
through
52
2020 LPP Funding Criteria Matrix
Project Name: Old Ski Hill Trail Proposal — SJ Cycling Club
Lead Contact: Dean Price
Phone: (506)654-1511
Email: dean.price@saintjohn.ca
Location of Project: Old Ski Hill; Rockwood Park
Scope of Project (Local, Community, Regional): Regional
Project Summary: Our Club is looking at establishing a 1.0 to 1.5km gravity fed enduro line within the
confines of the former ski hill in Rockwood Park in Saint John. We currently have approximately 40km of
technical, cross country single track in this fully sanctioned, municipal park and would like to develop
this new enduro trail to offer more flow and excitement to mountain bikers. The line we are proposing
would be professionally built by Shoreline Dirtworks and would encompass several dirt features like
berms, rollers, jumps, drops and a wall ride or a similar keystone feature. There would be A and B lines
to provide intermediate riders something to aim for while still challenging experienced riders.
We aim to become a destination for mountain bikers from New England, Eastern Canada and beyond.
There is an awesome tourism initiative (Mountain Bike Atlantic, www.mtbatlantic.com) happening right
now in Atlantic Canada and we are confident that the construction of this trail would be the new
flagship trail for the south shore of NB. We have had several meetings and a site visit with Shoreline
Dirtworks and they are very excited about the potential of creating a distinct experience that will create
a positive buzz.
We want to expand our awesome network and provide another form of biking in our area. We feel this
will help us accomplish introducing the sport to teens and families. This project is important for the
greater Saint John region. Saint John is a boom -bust industrial port town and has been struggling
economically for years. We see investments in recreation as an opportunity for residents to lead a
healthy lifestyle and increased numbers of out of town visitors.
Amount Requested: $50,000
Total Cost Details:
• Core trail work without features
$75,000
• Overtime costs for tree cutting
$5,000
• Special features/structures on the trail
$10,000
• Boardwalk or bridge or culverts
$7000
• Shelter or gazebo
$5000
• Benches and picnic tables (heavy duty)
$1000
• Signage
$2000
53
• Contingency $3700
• Tax 15% $16,300
Budget Details:
Santa Cruz Pay Dirt fund
City of Saint John, Land for Public Purpose Trust Fund
Province of New Brunswick, Trail Infrastructure Fund *Pending LPP
4. Mountain Equipment Coop, Community Grant
5. We are also working with our Federal Member of Parliament to leverage tourism grants.
*Pending LPP
6. There have been many local businesses that have contributed to the club in the past and we
are currently organizing meetings with these companies.
The budget for the project is $125,000 but we would divide the project in phases for the first year if we
only get some of the requested funding. We would then seek more in 2021 to continue.
Anticipated Project Completion Date: The Club is aiming to have the project completed in time for our
residents and visitors to enjoy the new trail during the fall of 2020. We have consulted a local,
professional trail building business, Shoreline Dirtworks, to obtain an estimate for the project. Shoreline
has confirmed their team's availability to begin the project within weeks of the Club acquiring the funds
for this new trail.
In -Kind Service Requests: The cost of the tree clearing for the new trail is a big item that needs to be
discussed. City of Saint John unionized arborists normally do that work, and while the club can
contribute to the expense, it is critical that we get the assistance from the City on this critical path item.
If in -kind support cannot be secured, plans exist to pay either city staff or another set of arborists to
complete the required work.
Maintenance Plan Details: Ongoing maintenance —The Cycling club members will need to take care of
the trail year after year, we realize the park does not have funding to do maintenance on mountain bike
trails other than arborist work like tree & limb cutting.
Staff Notes:
- SJ Cycling is an established non-profit
- Several years of partnership with City Parks staff/Rockwood park
- Proven track record of maintenance commitment
- Targeting to become a premier destination for mountain cycling in the Maritimes and New
England
54
2020 LPP Funding Criteria Matrix
Project Name: Triple Hill Trail Proposal — SJ Cycling Club
Lead Contact: Dean Price
Phone: (506)654-1511
Email: dean.price@saintjohn.ca
Location of Project: Triple Hill; Rockwood Park
Scope of Project (Local, Community, Regional): Regional
Project Summary: Our Club is looking at establishing a 1.0 to 1.5km gravity fed enduro line within the
confines of the former ski hill in Rockwood Park in Saint John. We currently have approximately 40km of
technical, cross country single track in this fully sanctioned, municipal park and would like to develop
this new enduro trail to offer more flow and excitement to mountain bikers. The line we are proposing
would be professionally built by Shoreline Dirtworks and would encompass several dirt features like
berms, rollers, jumps, drops and a wall ride or a similar keystone feature. There would be A and B lines
to provide intermediate riders something to aim for while still challenging experienced riders.
We aim to become a destination for mountain bikers from New England, Eastern Canada and beyond.
There is an awesome tourism initiative (Mountain Bike Atlantic, www.mtbatlantic.com) happening right
now in Atlantic Canada and we are confident that the construction of this trail would be the new
flagship trail for the south shore of NB. We have had several meetings and a site visit with Shoreline
Dirtworks and they are very excited about the potential of creating a distinct experience that will create
a positive buzz.
We want to expand our awesome network and provide another form of biking in our area. We feel this
will help us accomplish introducing the sport to teens and families. This project is important for the
greater Saint John region. Saint John is a boom -bust industrial port town and has been struggling
economically for years. We see investments in recreation as an opportunity for residents to lead a
healthy lifestyle and increased numbers of out of town visitors.
Amount Requested: $2,128
Total Cost Details:
• Core design work with a report
$3000
• Travel and lodging expenses
$400
• Contingency
$300
• Subtotal
• Tax 15%
$555
55
Budget Details:
7. City of Saint John, Land for Public Purpose Trust Fund
8. There have been many local businesses that have contributed to the club in the past and we
are currently organizing meetings with these companies.
9. Internal savings also available
Anticipated Project Completion Date: The Club is planning to get a design and layout of the proposed
trail in 2020 completed by a professional so that the trail can be built in the future. The design report
would include all the details to plan the build and to present a proposal to the park for approval.
We have consulted a local, professional trail building business, Shoreline Dirtworks, to obtain an
estimate for the project. Shoreline has confirmed their team's availability to do it in 2020.
In -Kind Service Requests: The cost of the tree clearing for the new trail is a big item that needs to be
discussed. City of Saint John unionized arborists normally do that work, and while the club can
contribute to the expense, it is critical that we get the assistance from the City on this critical path item.
If in -kind support cannot be secured, plans exist to pay either city staff or another set of arborists to
complete the required work.
Maintenance Plan Details: Ongoing maintenance —The Cycling club members will need to take care of
the trail year after year, we realize the park does not have funding to do maintenance on mountain bike
trails other than arborist work like tree & limb cutting.
Staff Notes:
- SJ Cycling is an established non-profit
- Several years of partnership with City Parks staff/Rockwood park
- Proven track record of maintenance commitment
- Targeting to become a premier destination for mountain cycling in the Maritimes and New
England
56
2020 LPP Funding Criteria Matrix
Project Name: Red Head Bark Park
Lead Contact: Jesse Davidson
Phone: (506)654-2985
Email: jesseodavidson@�mail.com
Location of Project: Ocean Drive
Scope of Project (Local, Community, Regional): Local
Project Summary: Project proposes converting the abandoned baseball field on Ocean Drive into a
maintained "Bark Park". Project proposal includes:
• Replace fencing (to match Bark Park standards)
• Installing at least one double wide gate entrance
• Landscaping to flatten ground
• Signage
Amount Requested: $5,000.00
Total Cost Details: Quote provided
Budget Details: Quote provided
Anticipated Project Completion Date: Information not provided
In -Kind Service Requests: N/A
Maintenance Plan Details: Community members have expressed a willingness to maintain the Bark
Park. No formalized plan provided.
Staff Notes:
- The concept of a community led Bark Park in Red Head has merit however at this time the
application lacks maintenance details and confirmed additional sources of funding.
2020 LPP Funding Criteria Matrix
57
Project Name: Crescent Valley Bike Skills Park
Lead Contact: Anne Driscoll
Phone: Email: (506)-693-8513
Location of Project: The corner of MacLaren Blvd and Taylor Ave in Crescent Valley
Scope of Project (Local, Community, Regional): Community
Project Summary: The Bike Skills Park will complement the Saint John Bike Share Program based at the
Crescent Valley Resource Centre. This program has to date distributed approx. 600 bicycles and helmets
throughout the city. There are hundreds of children in the neighbourhood who cannot access the
Rockwood Park Skills trail due to its location, transportation to the site and lack of adult supervision.
This park is designed for younger children and will attract families from other neighbourhoods who will
bring their children to help develop their skills. The park will provide a safe area for children to ride their
bikes away from traffic while enjoying the challenges of bike driving. Their skills will improve so driving
on the road will be done more safely.
Amount Requested: $10,000
Total Cost Details: None - Project cost breakdown and quotes needed
Budget Details: Needed
- $10,000 Corporate Sponsors invested funds
Anticipated Project Completion Date: None - Need a timeline
In -Kind Service Requests: N/A
Maintenance Plan Details: None - Needed
Staff Notes:
- This project has been looked at for a few years, need timeline and budget
- Detailed plan for Maintenance
PROJECT WITHDRAWN
2020 LPP Funding Criteria Matrix
Project Name: Saint John Trojans Recreation Centre
Lead Contact: Dave MacGowan
Phone: (506)645-9722
Email: troiansfundraising@gmail.com
Location of Project: Beside Hazen White St Francis School (520 Sandy Point Rd, Saint John NB)
Scope of Project (Local, Community, Regional): Regional
Project Summary: To fulfill a need in the Crescent Valley Community by having a recreation center with
no cost activities, and sports for a priority neighborhood, developing creative ways to assist the school
with hot breakfast/lunch and event usage and a center that will better facilitate our youth rugby
programs from 4yrs to 19yrs. This facility would serve these
groups by providing proper changing facilities, develop areas and a fully functional gym.
All of these initiatives will not only help our sport but will have a greater impact on the positive
growth of a community that is in desperate need.
Amount Requested: $50,000
Total Cost Details: $250,000 - Attached
Response — I have attached the previous quote I had access to as well as the drawings of
the project. As noted in our latest design we have add a third level to the building which
will be a full floor gym. Updated quotes did not significantly change the total.
Budget Details:
- Response — We starting fundraising for this project in October 2017 with our first annual
auction for this project. We raised approximately $20,000 at this event and have had 2
subsequent annual events each raising approximately $15,000. These annual auctions will
continue past final construction in order to help with the maintenance and upkeep costs.
Starting in the summer of 2017 the Trojans have provided security and clean up services for
various events around the city with all funds for the rendered services going towards this
project. Over the course of the past 3 summers we have raised $9,500. We also plan to
continue doing these events after completion to help with the maintenance and upkeep
costs.
In August of 2019 we announced the starting of our Founding Members campaign which will
give contributors notoriety in the final building of being 1 of the upto 100 founding
members. A $1,000 contribution was required to be part of the founding members. To date
we have 38 founding members. These contribuitons were made to the Canada Rugby
Foundation in order to provide a taxable receipt. The Canada Rugby Foundation supplies a
59
20% match on all funds so to date we have an additional $7,600 contributed from the
Canada Rugby foundation. This totals $45,600 in total funds from this project.
In addition we have received a contribution from the New Brunswick Rugby Union of
$10,000 for this project, raised approximately $5,800 from other small fundraisers including
our annual Wine/Beer Art Battle with have the proceeds going to this project and half going
to our annual education bursaries and $5,000 that was left to the club for this project as
part of their will.
To date this we are at approximately $125,000 in raised funds.
Anticipated Project Completion Date:
Response — The anticipated time line for this project was expected to commence with
foundation work being performed in Spring 2020. At this time due to Covid 19 we are
unable to start this work until some restrictions are lifted. As soon as that has been
completed we plan to perform the foundation work. Structure exterior has been
planned to be set up in Fall 2020 with all interior work being completed over the winter
2020 for a Spring 2021 grand opening that would coincide with the high school rugby
season with the facility being accessible for all games.
In -Kind Service Requests: N/A
Maintenance Plan Details:
Based on our estimates we expect operating costs of the building to be between
$15,000 to $20,000. We have been able to keep these costs reduced due to the fact that
membership will be heavily involved in the day to day maintenance of the building. The
Trojans also plan to hire summer students that will do the majority of the maintenance
during the most active time of the building between June and September.
The Trojans got a donation of a building security system to help ensure the safety of the
building.
In order to raise the Trojans will continue with their annual auctions and security /
clean-up activities. We would anticipate these activities should continue to generate
between $15,000 to $18,000. Additionally the Trojans will be adding a smaller Spring
Fundraising event that would anticipate to generate between $3,000 and $5,000. The
Trojans would also make the building available for rental with hopes of between $2,000
and $3,000 rental revenue annual. Any additional funds would be contributed to the
Canada Rugby Foundation with 50% being used for future capital and operating needs
and 50% being included in an endowment fund for education bursaries and sporting
activities for low income and/or high performance athletes.
Staff Notes:
- More details of Corporate and Alumni Campaigns and Grants to raise the remaining
$100,000.
Response — at this time the club is continuing with the Founding members campaign which
still has 62 open spots. At this time there are 16 alumni that have pledged their support for
the project and intend to contribute. The club has also opened this campaign to non -alumni
and other rugby clubs and are anticipating approximately another 15 memberships via this
route based off initial interest. Realistic expectation is that another 30 founding members
will be sold and along with the Canada Rugby Foundation matching that would generate
another $36,000 for this project.
The Trojans have applied to the FYCAP program with the province of New Brunswick and
have met with MLA Trevor Holder on this project. Based on the conversations we are likely
to receive this grant once funding was closer to the total required.
The Trojans have met with Wayne Long about various grants that may be available. There is
potential for some funding.
- Annual auction set for October 2020. We expect similar results to prior year of around
$15,000.
- The Trojans plan to launch a hook campaign which will sell jacket hooks in each locker with
the donors name under it. Potential if all hooks are sold would be $15,000 and anticipate a
2/3 success rate raising $10,000.
- Prior to the out break of Covid-19 we were working with various contractors that have
indicated some services would be donated with regards to the foundation work. We have
estimated these savings will be around $10,000 to $15,000.
- We are currently working with 2 large supplies to give a reduce cost of materials in
exchange for advertising at the building and field.
In closing I would like to thank the committee for their consideration and emphasize how much this
grant would help with this project becoming a reality in 2020 and being ready for operations in spring
2021.
61
01 CRESCENT VALLEY
SOURCE CENTRE
April 30, 2020
Tim O'Reilly
Deputy Commissioner, Parks & Recreation
City Saint John
171 Adelaide Street
Saint John, NB E2K 1W9
Re: Contribution from the LPP Trust Fund
Dear Tim
The Crescent Valley Resource Centre is requesting a grant of $10,000 from the Land for Public
Purpose Trust Fund to complete the Crescent Valley Bike Skills Park. The Bike Skills Park would
be located on the corner of MacLaren Blvd and Taylor Avenue in Crescent Valley which is the
site of a decommissioned City playpark.
The Bike Skills park will complement the Saint John Bike Share Program based at the Crescent
Valley Resource Centre. This program has to date distributed approx. 600 bicycles and helmets
throughout the city. There are hundreds of children in the neighbourhood who cannot access
the Rockwood Park Skills trail due to its location, transportation to the site and lack of adult
supervision. This park is designed for younger children and will attract families from other
neighbourhoods who will bring their children to help develop their skills. The park will provide a
safe area for children to ride their bikes away from traffic while enjoying the challenges of bike
driving. Their skills will improve so driving on the road will be done more safely.
The Bike Share Program has multiple partners who work with them to help promote bike usage,
bike safety and our bike recycling/ refurbishing program. Our partners include: Active
Transportation Saint John, City of Saint John Leisure Services Department, Living Saint John / NB
Economic and Social Inclusion Corp., NB Dept of Social Development P.R.O. KidsSJ,
Saint John Cycling Club. NB Dept of Social Development, Sport and Recreation Branch - NB Dept of
Tourism, Heritage and Culture, Hayward's Bike Shop, Neighbourhood Action Group.
Crescent Valley Resource Centre
130 MacLaren Blvd. I Saint John NB I E2K 3G3
T 506.693.8513 F 506.693.1513
62
Because of the ongoing Covid-19 circumstances we have not been able to get an estimate of the full cost
for the project. From corporate sponsors who have invested in the improving the recreational areas of
Crescent Valley we have in reserved funds $10,000 that can match a $10,000 investment by the City of
SJ. Our plan would be to complete all or part of the design done by the Glenn Group (See Appendix 1).
We also have reserved funds for park maintenance as well as an ongoing partnership with the
Department of Social Development who oversee the area.
Yours truly,
Anne Driscoll
Executive Director
Appendix 1- Plan for bike skills park developed by the Glen Group for the park.
How does our project align with the City's Policy on Use of LPP Funds?
POLICIES FOR THE ACCEPTANCE OF LAND FOR PUBLIC PURPOSES AND USE OF LPP FUNDS
DEFINITIONS: "land for public purposes" means land other than streets, for the recreational or
other use or enjoyment of the general public, such as
(j) a public park, playground or other recreational use
How does our project align with the City's Parks & Recreation Strategic Plan?
2.1 The City's Goals - The City's specific goals for The Parks and Recreation Strategic Plan
include
- A healthy community enhanced through participation in education and leisure
opportunities;
- This project is both educational in that it provides users an opportunity to learn to safely
operate their bike as well as providing safe leisure opportunity for children.
Crescent Valley Resource Centre
130 Macl-aren Blvd. I Saint John NB I E2K 3G3
T 506.693.8513 F 506.693.1513
63
- This project targets children living in low income circumstances and at risk of developing
obesity and other chronic health issues.
- This project is community -based and will help build a resilient, healthy neighbourhood.
How does our project align with the City's Municipal Plan?
City's Municipal Plan: PlanSJ reflects the shared collective vision of our citizens to grow the City
smarter, by reinvesting in the Saint John's urban core neighbourhoods, promoting denser more
complete suburban communities
- Crescent Valley is working on developing land with market rent units to add to the
diversity and density of the area.
- A Bike Skills Park will enhance the areas desirability for families to locate there
Crescent Valley Resource Centre
130 MacLaren Blvd. I Saint John NB I E21K 3G3
T 506.693.8513 F 506.693.1513
M
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Appendix I
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FUNDY FENCING LTD.
41 Galbraith Place
Saint John, NB E2M 71-1
Phone (506) 634-1433 Fax (506) 633-0625
Toll Free 1-800-260-3662
June 17, 2020
City of Saint John
Saint John, NB
Attn: Mike Lewis
�pt�eicnnvy
s
RE; Budgetary Cost for Chain Link Fencing
To supply all material and labour necessary to install 6' high chain link fencing, as per our telephone
conversation. The total length of fencing to be installed is to be approximately 500 feet. All posts,
rail and fittings are to be galvanized and all posts are to be driven into the ground.
Please note: All pricing is based upon non -winter work and is to be installed after the frost is out of
the ground.
Commercial
Material is to consist of 23/8" main posts, 1%" line posts, 11/4" top rail, 2" x 9 gauge x 72" galvanized
mesh, 1-4' single swing gate, 1-10' double swing gate and miscellaneous fence fittings.
Budgetary Cost (soo' - W commercial) $ 13,980.00 + HST
Should you have any questions or require additional information do not hesitate to contact our office.
Yours truly,
Fundy Fencing Ltd,
Jamie Cornell
Jamie Cornell, GSC
ALL QUOTATIONS AND AGREEMENTS CONTINGENT UPON STRIKES, ACCIDENTS AND OTHER DELAYS
UNAVOIDABLE OR BEYOND OUR CONTROL, QUOTATIONS ARE SUBJECT TO CHANGE WITHOUT NOTICE
SUBSIDIARY OF NEW BRUNSW661RE FENCE CO. LTD. EST. 1898
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P.O. Box 24004 Lancaster, Saint John, New Brunswick, Canada E2M 5118
Parks & Recreation for the City of Saint John
171 Adelaide St.
Saint John, NB
E2K 1W9
Dear Deputy Commissioner, Parks & Recreation for the City of Saint John:
I am writing to seek contributions from the LPP Trust Fund to support the construction of a
recreational facility that the Saint John Trojans are currently raising funds for. This recreation
center is to be constructed on a piece of land purchased by the Saint John Trojans located by
Hazen White St. Francis School (please see the attached). This project will positively affect for
this community and youth around the city as a whole.
The Saint John Trojans are a long established organization in the City of Saint John and are
currently in the process of raising funds for the above mentioned recreation center that will
serve both the Crescent Valley community and the rugby community. The Trojans have called
Hazen White field home since 1983 and want to give back to the community while also have a
center that will be able to better facilitate our youth rugby programs. At the current time there
are no facilities on the site of the field that can be used by the high school teams that also call
Hazen White Field home. We plan to ensure that that will not be the case going forward. We
also run mini -rugby programs for ages 4-12 twice a year that are 8 weeks each. These programs
are growing in size and had over 50 children in each session this year with many coming from
the area and was provided at no cost to the children. A facility on site would allow these
children to enjoy there snacks we provide and an area where we can give development
sessions. Hazen White and the Trojans also run a number of junior and provincial programs at
the field for ages 13-19 throughout the spring to fall. Again this facility would serve these
groups by providing proper changing facilities, develop areas and a fully functional gym.
In addition to the rugby aspect we are working with Hazen White —St. Francis School to
determine how this facility can help the needs of their students. Some of the current
discussions are around hot breakfast/lunch, facility usage for events, and gym access. We are
also working with the YMCA on similar incentives to see how the YMCA could benefit from a
field with facilities on site. In addition the Trojans are looking at running daily summer
programs for the youth of the area and monthly community days for the members of the area.
All of these initiatives will not only help our sport but will have a greater impact on the positive
growth of a community that is in desperate need.
67
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P.O. Box 24004 Lancaster, Saint John, New Brunswick, Canada E2M 5R8
The proposed project costs are estimated at $250,000 and anticipated construction is slated for
spring 2020. To date we have raised over $100,000 for this project and are currently running a
corporate campaign, an alumni campaign and trying to secure grants such as this. We are
asking LPP Trust Fund to consider us for the maximum funding available to us.
As requested, the Saint John Trojans confirm that we will assume all responsibility for ongoing
maintenance and upkeep of the completed project.
I would be happy to discuss our application further at your convenience. Please contact Dave
MacGowan, Treasurer by phone at 506-645-9722 or by email at trolansfundraisinR@Rmail.com.
I thank you in advance for your consideration and I look forward to hearing from you.
Yours truly,
David MacGowan, CPA, CA
Treasurer Saint John Trojans
10I30Qm9 SNB Properly Assessment Online - 05975941
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73
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75
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77
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61
5'-5 1/2' X 6'-9 I/2'
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79
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WA
COUNCIL REPORT
M&C No.
2020 - 163
Report Date
June 15, 2020
Meeting Date
June 22, 2020
Service Area
Finance and
Administrative Services
His Worship Mayor Don Darling and Members of Common Council
SUBJECT: Loyalist Plaza Beer Garden
OPEN OR CLOSED SESSION
This matter is to be discussed in open session of Common Council.
AUTHORIZATION
Primary Author
Commissioner/Dept. Head
City Manager
Ian Fogan
Kevin Fudge
I John Collin
RECOMMENDATION
It is recommended that the City enter into a Licence agreement with Murphy
Hospitality Group/Gahan Saint John Inc. to grant its agents, employees, partners
access to and use the City owned property, identified as being portions of PID
No.'s 18614, 55221881 and 55027809 generally as shown on the attached map for
a Licensed Beer Garden, and further removal of same, subject to the following
terms and conditions:
1. This Licence shall begin July 1, 2020 and end September 30, 2020 (the
"Term").
2. The Licensee shall pay to the Licensor for the permission and license herein
given the sum of Three Thousand, Seven Hundred and Fifty Dollars ($3,750.00)
(Canadian dollars) exclusive of HST payable in three (3) equal installments of One
Thousand Two Hundred and Fifty Dollars ($1,250.00) (Canadian dollars) each
payable on the 1st day of each and every month from and including July 2020 to
and including September 2020.
3. The Licensor shall provide electrical power to the Licensee and the cost for
such to the Licensee shall be Two Hundred ($200.00) per month payable on the
same dates as that when rent is due noted above as per item two (2) above.
4. The Licensor authorizes the Licensee to make any such application,
including that required for a Liquor Licence or to permit the use of the Beer Garden
on City property.
IrAN
5. The Licence may be terminated at any time by either party with either
party giving a minimum of fifteen (15) days written notice to terminate.
6. Notice to the parties shall be by email; in the case of the Licensor, to
commonclerk@saintjohn.ca; in the case of the Licensee, Murphy Hospitality
Group/Gahan Saint John Inc., to ben.tsang@gahan.ca.
7. Notwithstanding anything else herein contained, this Licence may be
terminated forthwith without notice to the Licensee in the event that the Licensee
shall, in the opinion of the Licensor, be in default of any of the terms and
conditions of this Licence.
8. No transfer or assignment of this Licence or of any of the rights or
privileges herein granted shall be made, or caused or permitted to be made by the
Licensee.
9. The Licensee hereby covenant and agree with the Licensor as follows:
a) that they shall only use the Licensed Area for the location and
operation of the Beer Garden for the sale of liquor products;
b) that they shall pay for all connection and operational costs
associated with water and drainage for the Beer Garden and for the
disconnection of same upon completion of the Term;
c) that the hours of operation will conform to daily retail hours,
weather permitting and will not exceed 1:00 a.m. daily;
d) that they shall comply with all applicable Liquor License Inspection
Agency and other applicable regulations and legislation;
e) that they are responsible for providing security of the area and
their property;
f) that they shall not use the Licensed Area for any other purpose
than that which is stated at paragraph a) hereof;
g) that they shall keep the area around the Beer Garden neat and tidy
at all times and clean up daily in the immediate area surrounding
the Beer Garden Unit. Clean up shall include the disposal of any/all
debris associated with the Beer Garden within a 40 foot diameter
of the License;
h) that they shall, at no expense to the Licensor, obtain and maintain
in full force and effect during the entire term of this Licence, a
Commercial General Liability Insurance policy with policy limits of
am
not less than five million dollars ($5,000,000.00) inclusive per
occurrence for bodily injury and property damage; which policy
shall name the City as an additional insured and shall contain a
cross -liability clause; and
i) that they shall, on or before July 1, 2020, submit to the City a
Certificate of Insurance or other satisfactory evidence of having
obtained and maintained the insurance coverage required at
paragraph (h) hereof.
10. That the Mayor and Common Clerk be authorized to execute the Licence
Agreement.
EXECUTIVE SUMMARY
City staff sought proposals from interested parties for the operation of a beer
garden to be located within the immediate area of Loyalist Plaza. Staff saw this
area as underutilized and solicitated for proposals from the public. Murphy
Hospitality Group/Gahan Saint John Inc. and Steamers Lobster Company were the
two leading candidates that were shortlisted and considered by staff. Staff is
recommending a licence agreement with Murphy Hospitality Group/Gahan Saint
John Inc. to establish and operate a beer garden at Loyalist Plaza for this season.
The terms and conditions set out in this report will facilitate this agreement. This
year is viewed as foundation setting. The impacts from Covid-19 are limiting to
the success in year 1 but both City staff and the proponent are supportive of the
long-term success.
PREVIOUS RESOLUTION
None
REPORT
The City is continuously seeking to revitalize under used portions of vacant land
and City property to add to the cultural and economic activities of the region.
Loyalist Plaza is used occasionally for festival and events but largely not well
leveraged for summer activities. City staff sought proponents who may be
interested in operating an open-air beer garden in the area in or around Loyalist
Plaza.
Loyalist Plaza is adjacent to Pat Rocca Way, an area that in summer months
normally sees a high level of activities and events. This proposal will both help
build upon (by financially contributing) and benefitting from activities that occur
in that space. The Hardman Group which oversees the operation of the patio
adjacent to Pat Rocca Way, was consulted and supported the development.
-4-
Summer of 2020 may be unlike other summers because of the current pandemic
of Covid-19. City staff and the proponent view this year's operations as
foundation setting for the years to come. Loyalist Plaza is not likely to be
redeveloped for a few years and the development could operate until
redevelopment occurs. The installations will also be easily moveable and
temporary to allow for plaza redevelopment. Until that time, any initiative that
adds to the vibrancy of the Uptown will help keep the momentum of growth
continuing.
STRATEGIC ALIGNMENT
This aligns with Council priority of a Vibrant City that invests in arts, culture and
recreation experiences that create a sense of community pride.
SERVICE AND FINANCIAL OUTCOMES
The license will see another service offering being provided to the general public
in the Uptown area. Having new and rejuvenated services being offered to the
public brings more excitement and activity to the City core, the City's value
proposition. The City will receive $3,750.00 in exchange for granting the license
and the vendor will also contribute to the North Market Wharf Cultural
Association.
INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS
Materials Management facilitated two (2) processes during this initiative. Initially,
an Expression of Interest (EOI) call was issued in order to guage the interest of the
vendor community in this project. Following this, a formal Request for Proposal
(RFP) call was issued to three (3) short-listed proponents in order to establish
evaluation criteria by which to evaluate each proponent and to satisfy
procurement requirements.
As such, the RFP closed on Wednesday, May 20, 2020 with only two (2)
proponents choosing to submit proposals as follows:
Steamers Lobster Company — Saint John, NB
Murphy Hospitality Group (Gahan Port City) — Saint John, NB
A review committee, consisting of staff from Materials Management, Planning,
Real Estate and the Saint John Market reviewed the submissions for completeness
and compliance with the RFP requirements and selection criteria consisting of the
following:
1. Understanding of the Project
2. Approach and Business Plan
3. Experience and Qualifications
-5-
4. Financial Considerations
The proposal submitted by the Murphy Hospitality Group (Gahan Port City) was
ranked highest by the evaluation committee as it met all of the requirements of
the RFP, represented a long-term vision of the space and represents the best
financial remuneration to the City of Saint John.
The above process is in accordance with the City's Procurement Policy and
Materials Management support the recommendation being put forth.
ATTACHMENT
Map of location of Licensed Area.
Licence Agreement for Beer Garden: Loyalist Plaza
1
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COUNCIL REPORT
M&C No.
2020 - 161
Report Date
June 16, 2020
Meeting Date
June 22, 2020
Service Area
Finance and
Administrative Services
His Worship Mayor Don Darling and Members of Common Council
SUBJECT: Amendment to Patio Licence for Market Square
OPEN OR CLOSED SESSION
This matter is to be discussed in open session of Common Council.
AUTHORIZATION
Primary Author
Deputy Commissioner/
Commissioner
City Manager
Curtis Langille
Ian Fogan/Kevin Fudge
John Collin
1. That the City amend the Licence agreement with The Hardman Group
Limited as per a resolution of Council dated June 18, 2018 (M & C#2018-
186), as follows: that notwithstanding any other provision contained in this
agreement, that for the remainder of the term of this contract the outdoor
patios may occupy the entire width of what is commonly known as Pat
Rocca Way, as illustrated on an attached map; and further
2. That the Mayor and Common Clerk be authorized to execute the said
Licence Agreement.
EXECUTIVE SUMMARY
In June, 2018, Council entered into a licence agreement to allow the restaurant
tenants contained in Market Square to have outdoor patios that extended to the
inner edge of what is referred to as Pat Rocca Way. This is a three (3) year
agreement that will end on December 31, 2020. In light of the COVID-19 spatial
separation requirements, the tenants of these patios have requested the City
allow the outdoor patios to be extended to the full width of Pat Rocca Way for the
remainder of this year, as shown on an attached map. The City's Fire Department
has reviewed the proponent's proposal and are agreeable with their request as
detailed in a letter (attached) from the North Market Wharf Association that
represents the tenants. Staff is recommending the licence agreement be
amended to reflect the additional space to be used for these patios for the
remainder of this agreement, ending on December 31, 2020.
IrAN
PREVIOUS RESOLUTION
Common Council at its meeting of June 18, 2018 (M & C#2018-186) resolved to
enter into a Licence agreement with The Hardman Group Limited for the
placement of patio's on the Market Square Boardwalk.
STRATEGIC ALIGNMENT
Providing for entrepreneur opportunities in the City's Uptown Core aid in creating
a livable community that is vibrant and diverse, while providing an integrated
approach to economic development.
REPORT
As noted above, the tenants of the outdoor patios situated along the Market
Square boardwalk have requested to allow their patio's to extend the full width of
what is commonly referred to as Pat Rocca Way. This is the "travelled" portion of
roadway between the patio's and the Stage area. This is not a public street but
has been named such for emergency services purposes. The reason for this
request by the tenant's is to address the required spatial separation regulations
due to COVID-19. In order for the tenants to have a similar number of seating
capacity available for their customers, a greater area for the patios is needed.
The City's Fire Department has had good discussions with the tenants along the
Boardwalk and they have reached an agreement on the proposed expansion of
the patio areas for the remainder of this year to ensure the safety of the patrons
and structures along this section of Market Square.
Other than allowing the patios to extend as proposed for the remainder of this
licence agreement, all of the remaining terms and conditions contained in this
Licence agreement remain unchanged.
If Council is in agreement, the following recommendation will facilitate the
Hardman Group Limited (Market Square) to operate the patios as proposed.
SERVICE AND FINANCIAL OUTCOMES
The financial benefit to the City remains unchanged for the remainder of the term
for this licence.
INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS
The City's Legal Department has reviewed the recommendation and input has
been received from the City's Fire Department in the preparation of this report.
ATTACHMENT
Location Map
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Proposed Additional Patio Area : Pat Rocca Way
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Printed: 06/15/2015:38:48 PM
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COUNCIL REPORT
M&C No.
2020 - 157
Report Date
June 15, 2020
Meeting Date
June 22, 2020
Service Area
Finance and Administrative
Services
His Worship Mayor Don Darling and Members of Common Council
SUBJECT. Purchase and Sale Agreement for Portion of Civic #35 Main Street West
OPEN OR CLOSED SESSION
This matter is to be discussed in open session of Common Council.
AUTHORIZATION
Primary Author / Dept.
Head
Deputy Commissioner /
Commissioner
City Manager
Curtis Langille
Ian Fagan / Kevin Fudge
John Collin
That Common Council adopt the following resolution:
1. That The City of Saint John acquire from The Bank of Nova Scotia, the
Freehold interest in a portion of lands bearing PID # 32433, for $11,000.00
plus HST upon the terms and conditions contained in the Agreement of
Purchase and Sale attached to M&C #2020-157; and
2. That the Mayor and Common Clerk be authorized to execute any
document(s) necessary to finalize this transaction.
EXECUTIVE SUMMARY
The proposed sanitary lift station at the location shown on the attached plan is
currently under design and will be constructed in the future in order to collect the
sanitary flows from the Prospect Street area and pump the wastewater to the
gravity sewer on Main Street West where the wastewater will continue to the
Lancaster WWTF for treatment. City staff has negotiated with the Bank of Nova
Scotia, owner of the subject property and they have agreed to sell a portion of
their property for the construction of the sanitary lift station for 11,000.00 (+ HST).
Funding for the land acquisition is approved in the 2019 Water & Sewer Utility
Fund Capital Program. The purpose of this report is to obtain Common Council's
adoption of the aforementioned recommendation to acquire the parcel of land.
92
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PREVIOUS RESOLUTION
A Council resolution (M&C 2018-219) adopted on July 30, 2018, approved the
2019 Water & Sewer budget for Engineering services and land acquisition for this
project.
STRATEGIC ALIGNMENT
This report aligns with Council's Priority for Valued Service Delivery, specifically as
it relates to investing in sustainable City services and municipal infrastructure.
REPORT
In addition to the information contained in the Executive Summary above, the
following is offered. The attached agreement of Purchase and Sale will facilitate
early access if Council is in agreement with the recommendation contained above.
City staff had an appraisal completed by de Stecher Appraisals Ltd. to determine
the current market value of the fee simple interest in the real property required
for this project. The land value derived was $11,000.00; Real Estate Services and
the Bank of Nova Scotia are in agreement with this value. If Council is in
agreement with the terms and conditions contained in the attached legal
document, approval of this report will allow the land acquisition to be finalized.
SERVICE AND FINANCIAL OUTCOMES
Acquisition of this parcel of land will enable the improvement of the sanitary
sewer system. This land acquisition will be financed from the approved 2019
Water & Sewer Utility Fund Capital Program.
INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS
Saint John Water and Growth and Community Development Services provided
input into the preparation of this report. The City Solicitor's office reviewed the
attached agreement of Purchase and Sale to ensure appropriate terms and
conditions to protect the interests of the City.
ATTACHMENTS
1. Location Map; and
2. Agreement of Purchase and Sale.
93
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AGREEMENT OF PURCHASE AND SALE
The Purchaser agrees to purchase from the Vendor and the Vendor agrees to sell to the
Purchaser the freehold interest in the Real Property, as hereinafter set out upon the following
terms and conditions:
Vendor: THE BANK OF NOVA SCOTIA
44 King Street West, 21 st Floor
Toronto, Ontario M51-11 H1
Purchaser: THE CITY OF SAINT JOHN
P.O. Box 1971
15 Market Square
Saint John, NB E21- 41-1
Attention: Common Clerk
Real Property: Freehold interest in land designated "Area of Property To Be Acquired =
76.04m2" on Drawing No. CSK-1, dated Sep 17, 2019 prepared by
Crandall A Division of Englobe, entitled: "Sanitary Lift Station & Prospect
Street West — Sewer Improvements, Drawing Title: Prospect Street West
Property Sketch", a copy is attached hereto as Schedule A, being a
portion of PID No. 32433.
Purchase Price: $11,000.00 + HST
Deposit: $1,100.00 payable upon adoption of Common Council Resolution.
Balance: $9,900.00 on Closing Date subject to usual adjustments for real property
taxes, etc.
Closing Date: On or before 4:00 p.m., local time, on August 21, 2020.
1. The Purchaser shall acquire from the Vendor unencumbered freehold title in the Real
Property.
2. The Purchaser may examine the title to the Real Property at its own expense until the
Closing Date. If within that time any valid objection to the title to the Real Property is made
in writing by the Purchaser to the Vendor which the Vendor shall be unable or unwilling to
remove within twenty (20) days of notification of such objection or objections and which
the Purchaser will not waive, this agreement shall, notwithstanding any intermediate acts
or negotiations in respect of such objections, be null and void and any deposit shall be
returned by the Vendor without interest and the Vendor shall not be liable for any costs or
damages. Save as to any valid objection so made within such time, the Purchaser shall be
conclusively deemed to have accepted the title of the Vendor to the Real Property.
3. The Vendor shall deliver to the Purchaser at closing and in registrable form any
postponement(s) and/or discharge(s) or partial discharges of any encumbrances which the
1
97
Agreement of Purchase and Sale — PID 32433
Bank of Nova Scotia and The City of Saint John
Purchaser, at its discretion may require.
4. (i) The Purchaser shall prepare at its cost any Subdivision Plan(s)/Plan(s) of Survey
required to effect the conveyances herein contemplated; and
(ii) The Purchaser shall contribute $1,000.00 plus HST for legal fees expended by the
Vendor to complete these conveyances; and
(iii) The Purchaser shall pay for registration & filing fees at SNB for the plans and
other documentation, including but not limited to, postponements, and any
discharge(s) or partial discharges of mortgage(s), debenture(s), or other
encumbrances.
5. The Vendor shall at its expense terminate all leases with respect to the Real Property
such that the Purchaser will have vacant possession of the Real Property on the Closing
Date.
6. The Purchaser hereby: (i) covenants to execute and deliver to the Vendor, on or
before Closing, the Restrictive Covenant Agreement attached hereto as Schedule "A"; and
(ii) consents to the registration on title to the Property immediately following the
registration of the Transfer in favour of the Purchaser but prior to any mortgages being
registered on Closing, of the Restrictive Covenant Agreement. Notwithstanding the
forgoing, the solicitors for the parties will consider whether the terms of the Restrictive
Covenant Agreement can be included in the Transfer and registered in that manner.
7. The Purchaser covenants and agrees that it is acquiring the Property for the purposes
of the construction of a sanitary lift station and sewer improvements (the "Facilities"). The
Purchaser agrees that the Vendor shall be able to review and provide comments on the
design of the Facilities including efforts to provide a visual buffer between the Buildings on
the Vendor's property and the Facilities. In addition, the Purchaser covenants and agrees
that access to the Vendor's parking lot shall not be restricted during the construction or
operation of the Facilities and that the Vendor's customers and employees shall have free
and unimpeded access to the parking lot notwithstanding any work carried out by the
Purchaser.
8. In the event that the Purchaser defaults in the closing of the sale under the terms of
this Agreement, any money paid hereunto shall be forfeited to the Vendor by way of
liquidated damages, and the Vendor shall have no further or other recourse against the
Purchaser.
9. Any notice under this Agreement shall be in writing and shall be effectively given and
made if (a) delivered personally; (b) sent by prepaid courier service; or (c) sent by prepaid
post to the applicable addressee at the address hereinbefore set out, and in the case of
the Vendor, to the attention of the Senior Vice President, Real Estate Department.
2
M
Agreement of Purchase and Sale — PID 32433
Bank of Nova Scotia and The City of Saint John
Notwithstanding the forgoing, any notice to be served on the Vendor shall be sufficiently
served if dispatched by electronic mail to legalnotices.realestate(a)scotiabank.com or such
other email address as notified by the Vendor to the Purchaser from time to time.
10. This Agreement constitutes the entire agreement between the parties pertaining to
the subject matter of this Agreement and supersedes all prior agreements,
understandings, negotiations and discussions, whether oral or written. There are no
conditions, warranties, representations or other agreements between the parties in
connection with the subject matter of this Agreement (whether oral or written, express or
implied, statutory or otherwise) except as specifically set out in this Agreement.
11. Any provision of this Agreement which is prohibited or unenforceable in any
jurisdiction shall, as to that jurisdiction, be ineffective to the extent of such prohibition or
unenforceability and shall be severed from the balance of this Agreement, all without
affecting the remaining provisions of this Agreement or affecting the validity or
enforceability of such provision in any other jurisdiction.
12. This Agreement shall be governed by and construed in accordance with the laws of
the Province of New Brunswick.
13. This offer shall be irrevocable by the Vendor until 4:00 p.m. local time on June 26'"
2020 and upon acceptance by the Purchaser shall constitute an Agreement of Purchase
and Sale binding upon the parties hereto.
14. This offer when accepted shall be read with all changes of gender or number required
by the context shall be binding upon the parties hereto, their respective heirs, executors,
administrators, and assigns, and time shall in all respects be of the essence hereof.
15. The Purchaser shall not have the right to assign this Agreement and the benefit of all
covenants herein contained without the prior written consent of the Vendor which consent
may not be unreasonably withheld.
16. AND FURTHER that, upon acceptance of this agreement and payment of the deposit
by the Purchaser, the Purchaser, by its authorized representatives, and with such
equipment as may be necessary has a right of access to, in and upon the Real Property at
any time provided such right is exercised with as little disturbance as possible to the
Vendor and its business for such purposes and pursuant to the terms hereinafter set out:
(i) The right of access is to allow the Purchaser to construct improvements to the City
of Saint John sanitary sewer system, including but not limited to, construction of a
sanitary lift station and associated piping;
(ii) Any entry to, in and upon the Real Property shall require 48 hours' prior written
3
Agreement of Purchase and sale -PID 32a33
Bank of Nova Smtia and The G" of Saint John
(email) notice to the Vendor at leaalnotices.realestate(rDscotiabank.com or such other
email address as notified by the Vendor to the Purchaser from time to time;
(iii) Any entry by or on behalf of the Purchaser shall be at its risk, cost and expense;
(iv) The Purchaser for itself and its authorized representatives hereby indemnifies and
saves harmless the Vendor, its directors, officers and shareholders from and against
all matters of any nature or kind whatsoever arising by reason of the Purchaser, and
its authorized representatives, exercising its right of access granted herein and any
construction activities associated therewith; and
(v) In the event that the Purchaser terminates this Agreement after the
commencement of any work on the Real Property the Purchaser covenants and
warrants that it shall remove any materials from the Real Property and return the Real
Property to its prior condition immediately after such termination.
IN WITNESS WHEREOF the Vendor has caused these presents to be executed this
day of June, 2020.
BANK OF NOVA SCOTIA
Digitally signed by Darren
Da Silva
Per: kq�� z�lto Date: 2020.06.08 12:1e:37
MW
Digitally signed by Andrew
Andrew NjC01 "k°I
Date: aaaa.De.Ds i3:41M
And: -"00'
The Vendors solicitor is Steven Christie at McInnes Cooper -
steven. christie(rDmcinnesc000er.com
AND the Purchaser has caused these presents to be executed this day of
.2020.
THE CITY OF SAINT JOHN
Mayor
Common Clerk
4
100
Agreement of Purchase and Sale — PID 32433
Bank of Nova Scotia and The City of Saint John
Common Council Resolution:
101
Agreement of Purchase and Sale — PID 32433
Bank of Nova Scotia and The City of Saint John
Schedule "A"
RESTRICTIVE COVENANT AGREEMENT
THIS AGREEMENT dated as of the Date of Closing.
BETWEEN:
THE CITY OF SAINT JOHN
(the "Owner")
- and -
THE BANK OF NOVA SCOTIA
("BNS")
OF THE FIRST PART
OF THE SECOND PART
WHEREAS the Owner is, or is to become, the owner of certain lands in the City of Saint
John, in the Province of New Brunswick, being a portion of the property municipally known as
35 Main Street West, Saint John, New Brunswick, being PID 32433, and described as "Area of
Property To Be Acquired = 76.04m2" on Drawing No. CSK-1, dated Sep 17, 2019 prepared by
Crandall A Division of Englobe, entitled: "Sanitary Lift Station & Prospect Street West — Sewer
Improvements, Drawing Title: Prospect Street West Property Sketch", a copy is attached hereto
as Schedule A (the "Purchased Lands"), pursuant to an Agreement of Purchase and Sale dated
June , 2020, between BNS, as vendor, and the Owner, as purchaser (as amended, the
"Agreement of Purchase and Sale");
AND WHEREAS as a condition of the closing of the transaction contemplated pursuant
to the Agreement of Purchase and Sale, the Owner has agreed to enter into this Restrictive
Covenant Agreement (the "Agreement"), effective as of the date of closing of such transaction
(the "Date of Closing");
NOW THEREFORE in consideration of the sum of $2.00 now paid by BNS to the Owner
and other good and valuable consideration, the sufficiency and receipt of which are hereby
acknowledged by the Owner, the Owner hereby covenants and agrees as follows:
1. The Owner hereby covenants (with the intent that the burden of these covenants shall
run with and bind the Restricted Lands and every part thereof as servient tenement, shall bind
and be enforceable against the Owner and its successors and assigns in title, shall benefit and
run with any lands from time to time owned by BNS or an Affiliate thereof in the Province of New
Brunswick (the "Dominant Lands") and every part thereof as dominant tenement and shall
6
102
Agreement of Purchase and Sale — PID 32433
Bank of Nova Scotia and The City of Saint John
benefit and be enforceable by BNS and its successors and assigns) that, commencing on the
Closing Date and continuing until the date which is five (5) years following the last day of the month
in which the Closing Date occurs (the "Restrictive Covenant Period"), unless the Closing Date
occurs on the first day of the month, in which case the Restrictive Covenant Period shall expire on
the fifth (5th) anniversary of the last day of the immediately preceding month, the Owner and any
Related Person will not, either directly or indirectly (whether as an owner, partner, joint venturer,
shareholder, director, principal, agent, independent contractor or otherwise):
(a) occupy or use or suffer or permit the whole or any part or parts of any building or
other structure now or at any time hereafter constructed on the Restricted Lands
for the purpose, in whole or in part, of carrying on the business of offering
financial services to, making loans to, or accepting deposits from, the public or
any commercial enterprise, a trust company, a stock brokerage, an investment
dealership, an insurance brokerage, a financial planner or the installation and
operation of ABMs;
(b) permit, on any part of the Restricted Lands, the erection of any signs,
advertisements or promotional displays by any competitor of BNS or any of its
Affiliates; and
(c) permit or allow the name of any building or other structure now or at any time
hereafter constructed on the Restricted Lands to contain either: (i) the name of
any competitor of BNS; or (ii) the name of any competitor of an Affiliate.
(together the "Restrictive Covenant").
"ABM" means an automated banking machine, which is also commonly known as an "ATM" or
an automated teller machine or a cash dispensing machine, and shall include, without limitation,
any and all teller drive - thru ABM units.
"Affiliate" or "Affiliates" means any companies "affiliated" to BNS, as such term is defined under
the Canada Business Corporations Act as of the Date of Closing. Without limitation, Affiliates
shall include companies affiliated to BNS which carry on financial, banking, securities, insurance
or trust activities, and shall include any pension fund company of BNS, or any pension fund
company of any Affiliate of BNS.
"Person", if the context allows, includes any person, firm, partnership or corporation, or any
group of persons, firms, partnerships or corporations, or any combination thereof.
"Restricted Lands" means: (i) the Purchased Lands; and (ii) any lands which may be owned or
acquired by the Owner or any Person controlling, controlled by, under common control with,
related to, or connected or affiliated with, the Owner (together the "Related Person"), adjacent or
contiguous to the Purchased Lands.
2. Any release or waiver issued by BNS and/or its successors and assigns in respect of
any of the provisions of this Agreement shall not be construed as a release or waiver of any of
the provisions of this Agreement other than that or those to which such release or waiver by its
express terms relates. This Section shall not preclude BNS and/or its successors and assigns
103
Agreement of Purchase and Sale — PID 32433
Bank of Nova Scotia and The City of Saint John
from releasing or waiving any or all of the provisions contained in this Agreement in whole or in
part, provided that such release or waiver is effected by an express and unequivocal instrument
in writing.
3. The Owner hereby covenants that it will not sell, lease, encumber or otherwise deal with
any interest in the Restricted Lands or any part thereof without first obtaining a covenant from
the recipient of such interest created by such sale, lease, encumbrance or other dealing in
favour of BNS and its successors and assigns, that with respect to such interest the recipient
will observe and perform the covenants of the Owner contained in this Agreement including this
requirement to obtain a covenant from any subsequent recipient of such an interest, provided,
however, the recipient of an interest which is a mortgage, charge or encumbrance need only
covenant to observe and perform such covenants of the Owner if and so long as the recipient of
such interest has actual possession by foreclosure, entry into possession or otherwise (but such
recipient shall covenant and be personally responsible that in the case of any lease or sale
under power of sale or other enforcement of such interest, the purchaser, lessee or other
person becoming entitled to possession by or through any action taken by such recipient of
such interest shall enter into and assume the said covenants in favour of BNS and its
successors and assigns).
4. The Owner acknowledges and agrees that BNS intends and shall be entitled to register
this Agreement against title to the Restricted Lands.
5. The Owner agrees that in the event that the Restrictive Covenant is at any time or times
contravened during the Restrictive Covenant Period, BNS shall be entitled to injunctive relief
against the Owner or the holder of any interest in the Restricted Lands claiming through or
under the Owner in addition to any other remedies to which BNS may be entitled at law or in
equity.
6. No changes shall be made to the Restrictive Covenant or any part thereof, nor shall the
registration of the within instrument be deleted from title to the Restricted Lands or in any way
modified, without the prior written consent of BNS, provided that, notwithstanding the foregoing,
BNS covenants and agrees to remove, at its expense, such registration from title to the
Restricted Lands within twenty (20) days after the expiration of the Restrictive Covenant Period.
If BNS fails to comply with its obligations in this Section within twenty (20) days after expiration
of the Restrictive Covenant Period, BNS hereby irrevocably appoints the Owner as the attorney
for BNS with full power and authority to execute and register in the name of BNS the
instruments required to remove such document from title as contemplated herein.
7. The Owner agrees that it will from time to time, at the request of BNS, execute and
deliver such instruments and agreements as may be required to accomplish the purposes of this
Agreement. In the event that this Agreement in its present form is not registerable, the parties
hereto will amend the Agreement, as required, so that the Agreement is in registerable form.
8. For greater certainty, all of the covenants, restrictions, terms and provisions of this
Agreement shall enure to the benefit of the Dominant Lands and every part thereof and BNS
and its successors and assigns, for the Restrictive Covenant Period. For greater certainty, all of
the covenants, restrictions, terms and provisions of this Agreement shall be binding upon the
M
104
Agreement of Purchase and Sale — PID 32433
Bank of Nova Scotia and The City of Saint John
Restricted Lands and every part thereof and the Owner and its successors and assigns of any
interest in the Restricted Lands or any part thereof, for the Restrictive Covenant Period.
9. Any notice or other communication required or permitted to be given by this Agreement
(a "notice") shall be in writing and delivered by hand delivery, facsimile or registered mail at the
address below:
(a) to the Owner at:
THE CITY OF SAINT JOHN
P.O. Box 1971
15 Market Square
Saint John, NB E21- 4L1
Attention: Common Clerk
(b) to BNS at:
Real Estate Department — Transit No. 54072
44 King Street West
Toronto, Ontario
M5J 1H1
Attention: Senior Asset Manager
Facsimile No: (416) 866-4304
or at such other address as may from time to time be designated by notice given in the
manner herein provided. If such notice is sent by registered mail, it shall be deemed to have
been given five days following the date on which it was mailed. If such notice is delivered by
facsimile or by hand, it shall be deemed to have been given when delivered provided that if such
notice is delivered by facsimile or by hand on a day other than a business day or after 4:00 p.m.
on a business day then the same shall be deemed to have been delivered on the next business
day.
10. This Agreement shall be governed by the laws of the Province of New Brunswick.
[SIGNATURE PAGE FOLLOWS]
105
Agreement of Purchase and Sale — PID 32433
Bank of Nova Scotia and The City of Saint John
IN WITNESS WHEREOF the parties hereto have signed this Agreement as of the day and year
first above written.
Witness
THE CITY OF SAINT JOHN
Mayor
Common Clerk
THE BANK OF NOVA SCOTIA
Per:
Name:
Title:
Digitally signed by Andrew Nicol
Per: Andrew Nicol Date: 2020.06.05 14:08:51-04'00'
Name:
Title:
I/We have the authority to bind the Bank.
10
106
Agreement of Purchase and Sale — PID 32433
Bank of Nova Scotia and The City of Saint John
Schedule A
[Attach Sketch]
11
107
COUNCIL REPORT
M&C No.
M&C 2020-165
Report Date
June 16, 2020
Meeting Date
June 22, 2020
Service Area
Transportation and
Environment Services
His Worship Mayor Don Darling and Members of Common Council
SUBJECT., Fort Latour Development
OPEN OR CLOSED SESSION
This matter is to be discussed in open session of Common Council.
AUTHORIZATION
Primary Author
Commissioner/Dept. Head
City Manager
Ian Fagan
Michael Hugengoltz
I John Collin
RECOMMENDATION
It is recommended that;
1. Council approve the amended agreement with Fort Latour Development
Authority (FLDA) as attached to this report, and
2. That the Mayor and Common Clerk be authorized to execute the said
agreement.
EXECUTIVE SUMMARY
Council has previously approved the project and the agreement wherein the City
agreed to maintain the washroom facility. The location and structure of the
washroom has changed requiring a revised agreement showing the new location
of the washroom and adding some additional maintenance requirements.
PREVIOUS RESOLUTION
Having met on July 30t", 2018, Concil resolved the following:
As provided in M& C No. 2018- 224, the City Manager recommends:
1) That the City enter into an agreement with the Fort LaTour
Development
Authority ( FLDA) respecting the maintenance and capital renewal
obligations for the Fort LaTour Development and nearby washroom
facility, and
2) That the Mayor and Common Clerk be authorized to execute the said
agreement.
-2-
Also having met on November 28, 2016, the 2017 General Fund Capital Program
Approved.
RESOLVED that as recommended by the City Manager in the submitted
report
M& C 2018-162: Fort La Tour Development, Committee of the Whole give
approval in principle to the Memorandum of Understanding (MOU)
between Fort Latour Development Authority and the City of Saint John
regarding a new development at Fort Latour and direct the City Manager
to negotiate and prepare a formal MOU for approval at a future meeting
of Common Council.
REPORT
Further to the executive summary, the updated agreement reflects the proposed
location of the washroom facility. For several reasons, namely archealogical and
the distance from existing water and sewage infrastructure, the washroom
facility could not be located closer to the tourist development. The proposed
location offers a compromise between cost, distance and infrastructure
availability to provide necessary facilities for the development.
The proposed agreement also reflects the washroom will have a septic tank that
the City's service provider will be cleaning similar to other washroom facilities
offered by the City.
STRATEGIC ALIGNMENT
This initiative aligns with Council Priorities of a vibrant, safe city that invests in
arts, culture and recreation experiences that create a sense of community pride.
SERVICE AND FINANCIAL OUTCOMES
The city currently has a contractor service that maintains port -a -potties in
various locations around the City. Servicing costs can be absorbed through
existing operating budgets.
INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS
None.
ATTACHMENTS
1. Agreement between City of Saint John and Fort Latour Development
Authority.
109
This Agreement made the day of 12020
BY AND BETWEEN: THE CITY OF SAINT JOHN, having its City Hall at
15 Market Square, Saint John, New Brunswick, a
body corporate by Royal Charter, confirmed and
amended by Acts of the Legislative Assembly of the
Province of New Brunswick, hereinafter called the
"City"
OF THE FIRST PART
And
FORT LATOUR DEVELOPMENT AUTHORITY,
established by "An Act to Establish a Fort La Tour
Development Authority in Saint John (S.N.B. 1972,
c. 75), hereinafter called "FLDA"
OF THE SECOND PART
RECITALS:
WHEREAS FLDA proposes to develop the area commonly referred to as Fort LaTour (the "Site"),
being adjacent to the location of the original fort and associated structures and which site is shown
on Schedule "A" annexed hereto and forming a part hereof; and
WHEREAS the aforesaid development would include a fort and associated structures, such as
palisades, faithful in size, materials and intended to be evocative of the original; and
WHEREAS the aforesaid proposal also includes a free standing building housing modern
washroom facilities; and
WHEREAS FLDA intends to have every element of the aforesaid development completed not
later than June 1, 2021; and
WHEREAS the City is prepared to contribute to the operation of the aforesaid development, once
complete, to the extent and according to the terms and conditions set out herein;
NOW THEREFORE THIS AGREEMENT WITNESSETH that the parties hereto for and
consideration of these presents and other good and valuable consideration, the receipt and
sufficiency of which is hereby acknowledged, agree each with the other as follows:
1. FLDA shall:
a. Complete the construction, erection and/or installation of the development as
generally illustrated on the architectural rendering attached hereto and forming a
part hereof as Schedule "B" not later than June 1, 2021;
110
2
b. Undertake and pay for all repairs to, maintenance of and capital expenditures upon
each of the buildings and structures and installations located upon the Site, which
repairs, maintenance and capital expenditures are required to ensure that the latter
are preserved in a condition appropriate for a first class tourist attraction of an
historical nature;
c. Provide at its own cost and expense management and staff sufficient and
appropriate for the operation of the Site as a first class tourist attraction of an
historical nature. It is further agreed and understood that FLDA shall cooperate
and coordinate with the City with respect to the routine janitorial and cleaning
services for the washroom building.
2. The City shall:
a. Provide at its own cost and expense repairs and maintenance of a non -capital
nature (i.e. repairs and maintenance other than such as is undertaken to avoid the
washroom building becoming unusable within the next 12 months), to the aforesaid
washroom building;
b. Provide at its own cost and expense and subject to paragraph 1(c) above, routine
janitorial and cleaning services for the washroom building appropriate to a first
class tourist attraction of an historical nature, including periodic pumping of the
septic tank, and the provision of all material required. It is expressly agreed and
understood that the scheduling of such services shall be as determined by the City
acting reasonably and in coordination with FLDA;
c. Provide at its own cost and expense general grounds upkeep of the Site, including
but not limited to, lawn mowing and care.
3. This Agreement may be terminated upon by either party at any time for any reason upon
twelve (12) months' written notice delivered as follows:
In the case of notice to the City:
The City of Saint John
City Hall, 81h Floor
P.O. Box 1971
Saint John, NB E2L 41_1
Attention: Common Clerk
111
3
In the case of notice to FLDA:
Fort Latour Development Authority
10 St. James Street
P.O. Box 6895
Saint John, NB E21- 4S3
4. Notice shall be sufficiently delivered if addressed as noted above. Either party may advise
the other of a change of address by providing such advice in writing.
5. This Agreement shall not be assigned by FLDA without the prior written consent of the
City which consent shall not be unreasonably withheld.
6. This Agreement is binding upon the parties hereto, their successors and assigns.
IN WITNESS WHEREOF the parties have affixed their respective corporate seals, attested by the
hands of their respective officers duly authorized in that behalf on the day aforementioned.
SIGNED, SEALED AND DELIVERED ) THE CITY OF SAINT JOHN
in the presence of: )
Mayor
Common Clerk
Common Council Resolution:
July 30, 2018
FORT LATOUR DEVELOPMENT
AUTHORITY
Per:
112
Schedule "A"
113
5
Schedule "B"
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180111i14I4 *(a V A 111
M&C No.
M&C 2018 - 224
Report Date
July 25, 2018
Meeting Date
July 30, 2018
Service Area
Transportation and
Environment Services
His Worship Mayor Don Darling and Members of Common Council
SUBJECT: Fort La Tour Development
OPEN OR CLOSED SESSION
This matter is to be discussed in open session of Common Council.
AUTHORIZATION
Primary Author
Commissioner/Dept. Head
City Manager
Michael Hugenholtz
Jeff Trail
RECOMMENDATION
Insert Report Recommendation; if it exceeds 150 words please add as an attachment.
As provided in M&C No. 2018-224, the City Manager recommends:
1) That the City enter into an agreement with the Fort LaTour Development
Authority (FLDA) respecting the maintenance and capital renewal
obligations for the Fort LaTour Development and nearby washroom
facility; and
2) That the Mayor and Common Clerk be authorized to execute the said
agreement.
PREVIOUS RESOLUTION
November 28, 2016; 2017 General Fund Capital Program Approved.
RESOLVED that as recommended by the City Manager in the submitted report
M&C 20I8-I62: Fort La Tour Development, Committee of the Whole give
approval in principle to the Memorandum of Understanding (MOU) between Fort
Latour Development Authority and the City of Saint John regarding a new
development at Fort Latour and direct the City Manager to negotiate and prepare
a formal MOU for approval at a future meeting of Common Council.
I:rf�lr]:ii
In the 2017 General Capital Budget Council included an amount of $220,000 to
support the development of Fort La Tour. The Fort La Tour Development
100
-2-
Authority (FLDA) has securred funding from other levels of government and and
recently announced that they will be moving forward with construction.
In addition to the capital commitment, the City will also commit to additional
maintenance obligations including regular care of the site (mowing) and repairs
and cleaning of the on -site washroom facilities. On May 22, 2018 Committee of
the Whole gave approval in principle to a Memorandum of Understanding that
spelled out responsibilities at a high level. Staff have worked with the FLDA to
further identify the relative responsibilities of the parties with respect to ongoing
maintenance which are summarized in the attached agreement.
SERVICE AND FINANCIAL OUTCOMES
Funding to support ongoing maintenance of this site will be included in the Parks
operating budget.
1 i�rr Tif;I�►1�A��j
Agreement between City of Saint John and Fort LaTour Development Authority
109
This Agreement made the day of _ .2018
BY AND BETWEEN: THE CITY OF SAINT JOHN, having its City Hall at
15 Market Square, Saint John, New Brunswick, a
body corporate by Royal Charter, confirmed and
amended by Acts of the Legislative Assembly of the
Province of New Brunswick, hereinafter called the
"City"
OF THE FIRST PART
And
FORT LATOUR DEVELOPMENT AUTHORITY,
established by "An Act to Establish a Fort La Tour
Development Authority in Saint John (S.N.B. 1972,
c. 75), hereinafter called "FLDA"
OF THE SECOND PART
RECITALS:
WHEREAS FLDA proposes to develop the area commonly referred to as Fort LaTour (the
"Site"), being the location of the original fort and associated structures and which site is shown
hatched on Schedule "A" annexed hereto and forming a part hereof; and
WHEREAS the aforesaid development would include a fort and associated structures, such as
palisades, faithful in size, materials and architectural style to the historical record of the original;
and
WHEREAS the aforesaid proposal also includes a free standing building housing modern
washroom facilities; and
WHEREAS FLDA intends to have every element of the aforesaid development completed not
later than December 31, 2019; and
WHEREAS the City is prepared to contribute to the operation of the aforesaid development,
once complete, to the extent and according to the terms and conditions set out herein;
NOW THEREFORE THIS AGREEMENT WITNESSETH that the parties hereto for and
consideration of these presents and other good and valuable consideration, the receipt and
sufficiency of which is hereby acknowledged, agree each with the other as follows:
1. FLDA shall:
a. Complete the construction, erection and/or installation of the development as
generally illustrated on the architectural rendering attached hereto and forming a
part hereof as Schedule "B" not later than December 31, 2019;
108
z
b. Undertake and pay for all repairs to, maintenance of and capital expenditures
upon each of the buildings and structures and installations located upon the Site,
which repairs, maintenance and capital expenditures are required to ensure that
the latter are preserved in a condition appropriate for a first class tourist attraction
of an historical nature;
c. Provide at its own cost and expense management and staff sufficient and
appropriate for the operation of the Site as a first class tourist attraction of an
historical nature. It is further agreed and understood that FLDA shall cooperate
and coordinate with the City with respect to the routine janitorial and cleaning
services for the washroom building.
2. The City shall:
a. Provide at its own cost and expense repairs and maintenance of a non -capital
nature (i.e. repairs and maintenance other than such as is undertaken to avoid
the washroom building becoming unusable within the next 12 months), to the
aforesaid washroom building;
b. Provide at its own cost and expense and subject to paragraph 1 (c) above, routine
janitorial and cleaning services for the washroom building appropriate to a first
class tourist attraction of an historical nature, including the provision of all
material required. It is expressly agreed and understood that the scheduling of
such services shall be as determined by the City acting reasonably and in
coordination with FLDA;
c. Provide at its own cost and expense general grounds upkeep of the Site,
including but not limited to, lawn mowing and care.
3. This Agreement may be terminated upon by either party at any time for any reason upon
twelve (12) months' written notice delivered as follows:
In the case of notice to the City:
The City of Saint John
City Hall, 8"' Floor
P.O. Box 1971
Saint John, NB E2L 41_1
Attention: Common Clerk
119
3
In the case of notice to FLDA:
Fort Latour Development Authority
[insert address]
Saint John, NB
Attention:
4. Notice shall be sufficiently delivered if addressed as noted above. Either party may
advise the other of a change of address by providing such advice in writing.
5. This Agreement shall not be assigned by FLDA without the prior written consent of the
City which consent shall not be unreasonably withheld.
6. This Agreement is binding upon the parties hereto, their successors and assigns.
IN WITNESS WHEREOF the parties have affixed their respective corporate seals, attested by
the hands of their respective officers duly authorized in that behalf on the day aforementioned.
SIGNED, SEALED AND DELIVERED } THE CITY OF SAINT JOHN
in the presence of: }
Mayor
Common Cleric
Common Council Resolution:
.2018
FORT LATOUR DEVELOPMENT
AUTHORITY
Per:
120
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COUNCIL REPORT
M&C No.
2020 - 129
Report Date
May 13, 2020
Meeting Date
May 25, 2020
Service Area
Finance and
Administrative Services
His Worship Mayor Don Darling and Members of Common Council
SUBJECT: Initiate Stop -up and Closure of Portion of Algonquin Place
OPEN OR CLOSED SESSION
This matter is to be discussed in open session of Common Council.
AUTHORIZATION
Primary Author
Commissioner/Dept. Head
City Manager
Curtis Langille
Kevin Fudge/lan Fogan
John Collin
RECOMMENDATION
It is recommended Common Council adopt the following resolution:
1. That the Public Hearing to consider the passing of a By-law to Close a 511
square metre portion of a public street known as Algonquin Place, as
shown on a Plan of Survey (see attached), be set for Monday, June 22,
2020 at 6:30 p.m. in the Council Chamber;
2. That Common Council authorize the publishing of a notice of its intention
to consider passing of such By-law identified above; and
3. In the event that Common Council gives First and Second Reading to
Amending a By-law as stated above, that Council withhold Third Reading
pending a further report from City staff regarding the details of the
possible sale of an adjoining parcel of the Provincially owned property to
W&S Holdings.
W&S Holdings Ltd. is the owner of the property west of Algonquin Place and has
agreements in place to assemble PNB and City of Saint John lands to facilitate a
potential 3-Phase, 11-unit townhouse development along Riverview Drive. In
order to purchase that portion of Algonquin Place, a Stop Up and Closure is
required as shown on the attached plan of survey.
The Public Hearing to facilitate the Stop up and Closure process for Algonquin
Place was previously scheduled to be held on March 9, 2020; however, the
advertising notifying of the Public Hear,did not occur and therefore, no Public
-2-
Hearing was held. The recommendation contained in this report will facilitate
the process for Council to consider the closing of the street with the Public
Hearing to be held on June 22, 2020.
PREVIOUS RESOLUTION
"RESOLVED that as recommended by the Committee of the Whole having met on
January 27th, 2020, Common Council adopt the following:
1. That Common Council declares PIDs 55226054 & 55226047 as surplus to
its needs;
2. That Common Council agrees to ratify the Purchase and Sale Agreement
between The City of Saint John and W&S Holdings Ltd. as attached hereto
M&C # 2020-26;
3. That Common Council grants permission for W&S Holdings Ltd. to
commence any Municipal Plan amendment or required application for
planning approvals as well as the Stop Up and Closure process for
Algonquin Place;
4. That the Public Hearing to consider the passing of a By-law to Stop -up
and Close a 511 square metre portion of a public street known as
Algonquin Place, as shown on a Plan of Survey (as submitted), be set for
Monday, March 9, 2020 at 6:30 p.m. in the Council Chamber, 8th floor
City Hall;
5. That Common Council authorize the publishing of a notice of its intention
to consider passing of such By-law identified above;
6. In the event that Common Council gives First and Second Reading to
Amending a By-law as stated above, that Council withhold Third Reading
pending a further report from City staff regarding the details of the
possible sale of an adjoining parcel of the Provincially owned property to
W&S Holdings.; and
7. In the event that the portion of street specified above in (4) is stopped -up
and closed, Common Council assent to any required easement for
municipal services required to protect and service its infrastructure, prior
to the conveyance of the property."
STRATEGIC ALIGNMENT
Providing for entrepreneur opportunities in the City and creating a livable
community that is vibrant and diverse, while providing an integrated approach to
economic development.
REPORT
Further to the comments contained in the Executive Summary.
.I
-3-
At its meeting of January 27, 2020 Common Council received a report and
several recommendations regarding a proposed three phase, 11-unit town house
development along Riverview Drive, which attempted to accomplish a variety of
actions including but not limited to the following:
✓ Declaring two City owned parcels surplus to its needs
✓ Ratifying a conditional Agreement of Purchase and Sale
✓ Provided W&S the right to pursue a Municipal Plan Amendment
as well as a Stop up and Closure process for Algonquin Place
✓ Set the date for the Stop Up and Closure Public Hearing
✓ Permitted publishing of the public notice to consider the Stop Up
and Closure of Algonquin Place
The date for the Stop Up and Closure for the Public Hearing was set for March 9,
2020. Advertising for the public hearing did not occur and therefore, the Public
Hearing was not held. Consequently, staff must seek a new resolution from
Council to commence with the process for the Stop Up and Closure as well as set
a date for same and authorize the requisite notice.
Various City departments have been advised and are supportive of the
proponent's development plans for this property and are in agreement to have
Council consider the closure of a portion of Algonquin Place. A portion of
Algonquin Place will be subject to an easement in favor of the City for storm
water if successfully stopped up and closed.
The recommendation contained in this report will initiate the process to consider
the street closing.
F��:��1[�1��TP1�7dIP/_�TPI�/_�l��I►j���1�TI�7
There are no financial costs to the City associated with this project.
INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS
Saint John Water, Transportation and Environment Services along with
Infrastructure Development are all in agreement to have the surveyed portion of
Algonquin Place closed and conveyed to the developer. The City Solicitor's office
has reviewed this report and is satisfied with the recommendation to Council.
ruvt 11191111�mff#0
1. Location Map; and
2. Plan of Survey
,..
Possible Stop -Up and Closure of Portion of Algonquin Place
F o
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Printed: 05/14/2011:46:36 AM
STREET CLOSING
ALGONQUIN PLACE
Public Notice is hereby given that the Common
Council of The City of Saint John intends to
consider amending "A By-law Respecting The
Closing of Roads, Streets or Highways In The
City of Saint John" at its regular meeting to be
held via web conference on Monday, June 22,
2020 at 6:30 p.m. to permanently close the
following street:
ALGONQUIN PLACE: All that portion of
Algonquin Place, a public street in the City of
Saint John, in the County of Saint John and
Province of New Brunswick, comprising 511
square metres as shown on a Plan of Survey
titled, "Plan of Survey Showing portion of
Algonquin Place, City of Saint John, Saint John
County, New Brunswick," prepared by Hughes
Surveys & Consultants Inc. and dated June 21,
2016, attached hereto.
(INSERT PLAN)
For details on how to participate in the Public
Hearing, to inspect the amendment and plan,
or to register to participate please contact the
Office of the Common Clerk at
commonclerk@saintjohn.ca.
Saint John Council meetings can be viewed
online at
https://www.youtube.com/user/saintjohnweb
Written objections to the proposed
amendment may be delivered to Mr. Jonathan
Taylor, Common Clerk at:
i) P.O. Box 1971, Saint John, N.B., E2L
4L1; or
ii) commonclerk@saintjohn.ca
FERMETURE DE RUE
PLACE ALGONQUIN
Par les presentes, un avis public est donne par
lequel le conseil communal de la ville de Saint
John indique son intention de modifier
I'« Arrete relatif a la fermeture des chemins,
des rues ou des routes clans The City of Saint
John » lors de la reunion ordinaire qui se
tiendra en ligne a I'occasion d'une conference
Web le lundi 22 juin 2020 a 18 h 30 afin
d'interrompre la circulation et de fermer la
route suivante :
PLACE ALGONQUIN : Toute la partie du Place
Algonquin, une rue publique clans la ville de
Saint John, comte de Saint John, clans la
province du Nouveau -Brunswick, d'une
superficie d'environ 511 metres carres comme
le montre le plan d'arpentage intitule « Plan
d'Arpentage, Montrant et des partie Place
Algonquin, Ville de Saint John, comte de Saint
John, province du Nouveau -Brunswick »,
prepare par Hughes Surveys & Consultants Inc.
et date du 21 juin 2016, joint aux presentes.
(INSERER LE PLAN)
Pour savoir comment participer a I'audition
publique, inspecter la modification et le plan
de la rue ou de vous inscrire pour participer,
veuillez communiquer avec le bureau du
greffier commun a I'adresse
commonclerk@saintjohn.ca.
Les reunions du Conseil de Saint John peuvent
etre consultees en ligne a
https://www.youtube.com/user/saintjohnweb
Veuillez faire part de vos objections au projet
de modification par ecrit a I'attention de
M. Jonathan Taylor, greffier communal, a I'une
des coordonnees suivantes :
i) C.P. 1971, Saint John (N.-B.) E2L 41-1;
ii) commonclerk@saintjohn.ca.
126
If you require French services for a Common
Council meeting, please contact the office of
the Common Clerk at (506) 658-2862.
Si vous exigez des services en frangais pour
une reunion du conseil communal, veuillez
communiquer avec le bureau du greffier
communal au (506) 658-2862.
127
BY-LAW NUMBER L.G. 4-1
A BY-LAW RESPECTING THE
CLOSING OF ROADS, STREETS OR
HIGHWAYS IN
THE CITY OF SAINT JOHN
Be it enacted by the Common
Council of The City of Saint John as
follows:
A By-law of The City of Saint John
entitled, "A By-law Respecting The
Closing of Roads, Streets or Highways in
The City of Saint John", enacted on the
eleventh day of March, A.D. 2019, is
hereby amended by adding thereto Section
3 immediately after Section 2 thereof, as
follows:
3 The City of Saint John does hereby
stop up and close permanently the
following street:
ALGONQUIN PLACE: All that portion
of Algonquin Place, a public street in the
City of Saint John, in the County of Saint
John and Province of New Brunswick,
comprising 511 square metres as shown on
a Plan of Survey titled, "Plan of Survey
Showing portion of Algonquin Place, City
of Saint John, Saint John County, New
Brunswick," prepared by Hughes Surveys
& Consultants Inc. and dated June 21,
2016, attached hereto.
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.
2020 and signed by:
ARRETE No L.G. 4-1
ARRETE RELATIF A LA
FERMETURE DES CHEMINS, DES
RUES OU DES ROUTES DAN
THE CITY OF SAINT JOHN
Lors d'une r6union du conseil
communal, The City of Saint John a
d6cr&6 ce qui suit :
Par les pr6sentes, Farr&6 de The City of
Saint John intitul6, « Arr&6 relatif a la
fermeture des chemins, des rues ou des
routes dans The City of Saint John»,
d6cr&6 le 11 mars 2019, est modifi6 par
Fajout de Particle 3 imm6diatement apr&s
Particle 2, comme suit:
3 Par les pr6sentes, The City of Saint
John barre et ferme de fagon permanente la
rue suivante :
PLACE ALGONQUIN : Toute la partie
du Place Algonquin, une rue publique dans
la ville de Saint John, court& de Saint John,
dans la province du Nouveau -Brunswick,
d'une superficie d'environ 511 metres
carr6s comme le montre le plan d'arpentage
intitul6 « Plan d'Arpentage, Montrant et
des partie Place Algonquin, Ville de
Saint John, comt6 de Saint John, province
du Nouveau -Brunswick », pr6par6 par
Hughes Surveys & Consultants Inc. et dat6
du 21 juin 2016, joint aux pr6sentes.
EN FOI DE QUOI, The City of Saint John
a fait apposer son sceau communal sur le
pr6sent arret& le * * * * * * * 2020,
avec les signatures suivantes :
Mayor/Maire
Common Clerk/Greffier communal
First Reading - Premiere lecture -
Second Reading - Deuxi6me lecture -
Third Reading - Troisi&me lecture -
128
m
11
N!119�0 W
�
7 382
^ -l-
see/voir ..~ 12 No. ~
dossier 12 no. 8 ^
The Algonquin
� Land Company
nnwor formerly/
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Property
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Doc. 88387 Vol. 125 Pg. 520
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------ f . ................ Hydra Pole / Utility Wire/Poteau hydro / Fil d'utilit6
Standard Survey Marker Placed/Borne d'arpentage uniforme plac6e
...... I ....... I ...... N.B. Grid Co —Ordinate Monument/Monument du re'seau g4odesique du B.
Street Line/ Limite de rue
Adjacent Property Line/ Limite de propri4te' adjacente
(1) ..... . ........ ..... ... Standard Survey Marker Found/Borne d'orpentoge uniforme tnouvmo
0 ...................... Iron Pipe Found/Tuvou tnouve'
0 .. . ... . . ... . .. .... .... Square Iron Bar Fnu de fev onrn4e tnzuv6a
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��...................... Traverse Control Point/Point de ccTntro|e de chom|nement
Fdn. .................... Foundation /Fondotbn
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101 ift \ ~
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Key Plan/Carte de m6fdrenCe ' heUa/Soo|e 1 : 15,000
Registration Data/Information d'enregistrement
For Title of Streets owe Chapter DI/ OD Act relating to the
Title of Streets in the City of Lancaster assented to
May 1, 1958 / see F||o JO No, 10 .
Pour titres dos rues voir chooitna une octo en rapport
oveo |e titres des rues dons |e Cite d-� Lancaster con aenti
rnoi 1, 1958/ vo|r file 50 No. 10.
Regulation 66-52 under the Municipalities Act /(J.C. 86-1053\
Regulation 66-52 en virtu de |o |oi mur |ea rnunicipo||t6o(O.C. 66-1053)
Notes
C�� . ves
1 \ Directions are N. B. Grid azimuths derived from observations on N. B.
Mon'a. 4067 and 20148. /NAD83 CBRS Adjusted Values)
1 \ Les orientations mont des ozirnute du oymt�!rno g6odeaique du N.B.
derive's d"observut|ono des monuments 467 et 20146.
(NAD83 CSRS Vo|euro o'ustdoo)
2 \ All distances are in metres ' to convert to irnpeho| equivalents divide
by O.3048 .
2 \ Les distances sont en rnbtres' Voui||ez d|v1aer |es vo|eurs rn6triquea
par 0.3048 pour Vbten|r |'e'qu|vo|enoe irnpe'rio|m .
3 \ Area of survey outlined thus ' peripheral information
compiled from various sources .
3 \ Lo region orpentee' oot rnontre'e o|ns{ , |'infurrnotion
'[|phe'rique fut compi|de de diverses sources .
4 ) All document and plan references refer to Registry Office for
Saint John County .
4 \ Les r'f'nencao des documents et des plans oont du Bureau
d`enregiatrerOeDt du oornte' de Saint John .
5 \ Field survey completed on June 2. 2016 ,
5 \ L'mrpentoge sur |e nhont|er fbt cornp| 't ' |w 2 'uin 2010
O \ All computations performed and coordinates shown on this plan '
are based on New Brunswick Stereographic Double Projection and
the NAO83/CSRS\ Ellipsoid as realized by Service New Brunswick
Adjusted coordinate survey monuments .
6 \ Les cu|ou|a et |eo 000rdnnn 'ea rnontr's sur oe plan aont base's our
|a projection ste'reogra h|que double du Nouveau -Brunswick et
I J ellipscide NAD83/CSRS\ te||ms quo d 'ternnine' s par |eo 000rdonnees
okcst6es des rnonurne'ntm de monuments de Services
Nouveau -Brunswick .
7 \ For reference plan see City of Lancaster Survey Sheet No. 0 .
7 \ Pour |o plan de reference vuyoz la feUri||e d'orpentoge de }o
Ville de Lancaster No. 8 .
New Brunswick Grid Co —Ordinate Values
Liste des coordonne'es ge"ode'siques du Nouveau —Brunswick',
Sta. x
iPlan Of Survey/Plan d'Arpentage
Showing portion of Algonquin Place,
Montrant et des partie Place Algonquin,
City of Saint John,
Ville de Saint John,
Saint John County, New Brunswick.
Comte de Saint John, Nouveau —Brunswick.
Prepared UY
HUGHES SURVEYS &",,CONSULTANTS INC.
Surveyed byl
New Brunswick Land Surveyor/Arpenteur-g6om'etre du Nouveau -Brunswick
metres
Storage Disk No.
. Dy J00 No. Nev. No. K�m NmT
B.S.W. I Y15-044 I
| G/08-T2A'SYV/3\
129
BY-LAW NUMBER C.P. 106-23
A LAW TO AMEND THE
MUNICIPAL PLAN BY-LAW
Be it enacted by The City of Saint
John in Common Council convened, as
follows:
ARRET9 No C.P. 106-23
ARRET* MODIFIANT L'ARRET$
RELATIF AU PLAN MUNICIPAL
Lon d'une reunion du conseil
communal, The City of Saint John a 6dict6
cc qui suit:
The Municipal Plan By-law of The L'arr&6 concernant le plan
City of Saint John enacted on the 30th day municipal de The City of Saint John
of January, A.D. 2012 is amended by: d6cr6t6le 30 janvier 2012 est modifi6 par :
1 Amending Schedule A — City
Structure, by redesignating a parcel of
land with an area of approximately
2734 square metres, located at 251-
361 Riverview Drive also identified as
portions of PID Nos. 55226054,
00415992, 55147540, 55206411 (an
undeveloped portion of the New
Brunswick Route 1 right-of-way), and
a portion of Algonquin Place and,
from Park and Natural Area to Stable
Area classification;
2 Amending Schedule B — Future
Land Use, by redesignating the same
parcel of land from Park and Natural
Area to Stable Residential
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. 2020
and signed by:
Mayor
1 la modification de 1'annexe A —
Stmcture de la municipalit6, afin de faire
passer In designation dune parcelle de
terrain d'une superficie d'eaviron 2734
metres cart6s, situee an 251-361,
promamile Riverview, et portant des
parties de NIDs 55226054, 00415992,
55147540, 55206411, (one partic non
d6veloppee de l'emprise muti6re de la
route 1 du Nouveau -Brunswick), et one
partie non d6veloppee de la place
Algonquin, de parc et aire naturelle 6
secteur stable',
2 In modification de Pannexe B —
Utilisation future des cols, afin de faire
passer la designation de la parcelle de
terrain pr6cit6e de parc et afire naturelle 6
secteur residenael stable;
- toutes les modifications sont indiqudes sur
les plans ci joints et font panic du present
arrete.
EN FOI DE QUOL The City of Saint John
a fait apposer son sceau communal sur le
present am&6 le 2020, avec les
signatures suivantes :
Common Clerk/Cmffier communal
First Reading - June 15, 2020 Premiere lecture - le 15 join 2020
Second Reading - June 15, 2020 Deuxi6me lecture - le 15 juin 2020
Third Reading - Troisieme lecture -
130
GROWTH & COMMUNITY DEVELOPMENT SERVICES
SERVICE DE LA CROISSANCE ET DU DEVELOPPEMENT COMMUNAUTAIRE
MUNICIPAL DEVELOPMENT PLAN / PLAN D'AMENAGEMENT MUNICIPAL
Amending Schedule
Modifiant annexe A
FROM/DE
Park and
Natural Area
Pare ou aire
naturelle
Applicant: Hughes Surveys and Consultants Inc.
Location: 251-361 Riverview Drive
TO/A
Stable Area
Secteur stable
PID(s)/NIP(s): Portions of/de 55226054, 00415992, 55147540, 55206411, place Algonquin Place
Considered by P.A.C./considers par le C.C.U.: May 20 mai, 2020
Enacted by Council/Approuve par le Conseil:
Filed in Registry Office/Enregistre le:
By -Law #/Arrete #
Drawn By/Crbse Par: Andrew Pollock Date Drawn/Carte Crese: June 16 juin, 2020
131
GROWTH & COMMUNITY DEVELOPMENT SERVICES
SERVICE DE LA CROISSANCE ET DU DEVELOPPEMENT COMMUNAUTAIRE
MUNICIPAL DEVELOPMENT PLAN / PLAN D'AMENAGEMENT MUNICIPAL
Amending Schedule B
Modifiant annexe B
FROM/DE
Park and
Natural Area
Parc ou aire
naturelle
Applicant: Hughes Surveys and Consultants Inc.
Location: 251-361 Riverview Drive
TO/A
Stable Residential
Secteur residentiel stable
PID(s)INIP(s): Portions of/de 55226054, 00415992, 55147540, 55206411, place Algonquin Place
Considered by P.A.C./considers par le C.C.U.: May 20 mai, 2020
Enacted by Council/Approuve par le Conseil:
Filed in Registry Office/Enregistre le:
By -Law #/Arrete #
Drawn By/Creee Par: Andrew Pollock Date Drawn/Carte Creee: June 16 juin, 2020
132
BY-LAW NUMBER C.P. 111-91
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:
ARRETt No C.P. 111-91
ARRET$ MODIFIANT L'ARRETE DE
Z,ONAGE DE THE CITY OF SAINT
JOHN
Lots d'une reunion du conseil
communal, The City of Saint John a
ddcrdtd ce qui suit:
The Zoning By-law of The City of L'arrete sur le zonage de The City
Saint John enacted on the fifteenth day of of Saint John, d6cr&6 le quinze (15)
December, A.D. 2014, is amended by: decembre 2014, est modifid par:
Amending Schedule 'W', the Zoning
Map of The City of Saint John, by re-
zoning a parcel of land having an area
of approximately 2594 square metres
located at 251-361 Riverview Drive,
also identified as PID Nos. 00415992,
00393975, and 55147540, from Two -
Unit Residential (112) to Low -Rise
Residential (RL).
2. Amending Schedule "A', the Zoning
Map of The City of Saint John, by re.
zoning a parcel of land having an area
of approximately 675 square metres,
located at 251-361 Riverview ]hive,
also identified as PID Nos. 55226047,
and 55226054 from Park (P) to Low -
Rise Residential (RL).
3. Amending Schedule 'W', the Zoning
Map of The City of Saint John, by re-
zoning parcels of land having an area
of approximately 1345 square metres,
located at 251-361 Riverview Drive,
also identified as an undeveloped
portion of Algonquin Place and a
portion of PID 55206411 (an
undeveloped portion of the New
Brunswick Route 1 right-of-way), from
being unzoned to Low -Rise Residential
(RL) pursuant to a resolution adopted
by Common Council under Section 59
of the Community Planning Act.
- all as shown on the plan attached hereto
and forming part of this by-law.
1. La modification de Pannexe aA)), Carte
de zonage de The City of Saint John,
permettant de modifier Is designation
pour me parcelle de terrain d'une
superficie d'environ 2594 mctres
carre, sim6e au 251-361, promenade
Riverview, et portant les NIDs
00415992, 00393975, et 55147540 de
zone residentielle bifsmiliale (R2) a
zone residentielle — immeubles
d'habitation has (RL).
2. La modification de I'annexe aA», Carte
de zonage de The City of Saint John,
permettant de modifier Is designation
pour des pamelles de terrain d'une
superfrcie d'environ 675 metres carte,
sim6e an 251-361, promenade
Riverview, et portant les NIDs
55226047, et 55226054, de zone de
pares (P) a zone r6sidentielle—
immeubles d'habitation has (RL).
3. la modification de I'annexe «A» , Carte
de zomge de The City of Saint John,
permettam de modifier Is designation
pour des parcelles de terrain d'une
superficie d'environ 1345 metres
carte, situee an 251-361, promenade
Riverview, aussi define comme we
partie non d6veloppee de Is place
Algonquin et me partie de NIT)
55206411 (me partie non developpde
de 1'emprise routidre de la route 1 du
Nouveau -Brunswick), d'etre non zone
a zone residentielle— immeubles
d'habitation has (RL) confannemem a
une resolution adoptee par le conseil
municipal en vertu de Particle 59 de Is
Loi sur l'urbanisme.
- tomes les modifications sont indiqu6es sur
le plan ci joint et font partie du present
arrete.
133
IN WrfNESS WHEREOF The City of
Saint John has caused the Corporate
Common Seat of the said City to be affixed
to this by-law the * day of *, A.D. 2020
and signed by:
Mayor/Maire
EN FOI DE QUOI, The City of Saint John
a fait apposer son sceau communal sur le
pr6sent arr&6 le 2020,
avec Im signatures suivantes :
Common ClerWGreffrer communal
First Reading - June 15, 2020 Premi6re lecture - Is 15 join 2020
Second Reading - June 15, 2020 Deuxi6me lecture - le 15 join 2020
Third Reading - TroisiBrnc lecture -
134
GROWTH & COMMUNITY DEVELOPMENT SERVICES
SERVICE DE LA CROISSANCE ET DU DEVELOPPEMENT COMMUNAUTAIRE
REZONING / REZONAGE
Amending Schedule "A" of the Zoning By -Law of The City of Saint John
Modifiant Annexe «A» de I'ArneM de zonage de The City of Saint John
FROM/DE
TO/A
Unzoned
N/A
Aucune zone
Low -Rise Residential
Two -Unit Residential
Zone residentielle
Zone residentielle
R2
RL
imm les
bifamiliale
ion bas
d'habitation
Park
P
Zone de pares
Pursuant to a Resolution under Section 59 of the Community Planning Act
Conformsment a une resolution adoptse par le conseil municipal an vertu
de I'article 59 de la Loi sur I'urbanisme
Applicant: Hughes Surveys and Consultants Inc.
Location: 251-361 Riverview Drive
PID(s)/NIP(s): 00415992, 00393975, 55147540, 55226047, 55226054, portion of/de 55206411,
portion of/de place Algonquin Place
Considered by P.A.C./considers par Is C.C.U.: May 20 mai, 2020
Enacted by Council/Approuv6 par le Conseil:
Filed in Registry Office/Enregistre Is:
By -Law #/Arrete #
Drawn By/Cress Par: Andrew Pollock Date Drawn/Carte Creee: June 16 juin, 2020
135
Section 59 Conditions — 251-361 Red Head Road
That Common Council, pursuant to the provisions of Section 59 of the Community Planning Act,
impose the following conditions on the parcel of land having an area of approximately 4614
square metres, located at 251-361 Riverview Drive, also identified as PID Numbers 00415992,
00393975, 551475400 552260470 55226054, a portion of PID 55206411 (an undeveloped
portion of the New Brunswick Route 1 right-of-way) and an undeveloped portion of Algonquin
Place:
(a) The development and use of the parcel of land be in accordance with detailed building
elevation and site plans, prepared by the proponent and subject to the approval of the
Development Officer, illustrating the design and location of buildings and structures, garbage
enclosures, outdoor storage, driveway accesses, vehicle and bicycle parking, loading areas,
landscaping, amenity spaces, signs, exterior lighting, and other such site features; and
(b) The above elevation and site plans be attached to the building permit application for the
development of the parcel of land.
136
COUNCIL REPORT
M&C No.
M&C 2020-159
Report Date
June 12, 2020
Meeting Date
June 22, 2020
Service Area
Transportation and
Environment Services
His Worship Mayor Don Darling and Members of Common Council
SUBJECT: Traffic By -Law Amendments for Harding Street West and King Street
East
OPEN OR CLOSED SESSION
This matter is to be discussed in open session of Common Council.
AUTHORIZATION
Primary Author
Commissioner/Dept. Head
City Manager
Tim O'Reilly
Michael Hugenholtz
John Collin
RECOMMENDATION
Your City Manager recommends that Common Council give first and second
reading of the two Amendments to the Saint John Traffic By -Law attached to
M&C 2020-159.
EXECUTIVE SUMMARY
This report recommends a change to a portion of Harding Street West from one
way traffic flow to two way traffic flow and a restriction to on -street parking on a
portion of King Street East. Both changes are to support adjacent land
development projects. This report recommends the 1st and 2nd Readings of
Traffic By -Law amendments necessary to affect these changes. 3rd Reading of
both amendments will be recommended when the respective land development
projects are constructed to a point where the on -street changes can be effective.
PREVIOUS RESOLUTION
N/A
REPORT
Harding Street West
Approximately 10 years ago several transportation and land development
initiatives were planned to be completed at around the same time. The aerial
photograph on the following page of this report helps explain these initiatives:
137
1. A parcel of land at the corner of Fairville Boulevard and Harding Street
West (orange shaded area in photo) was planned to be developed;
2. A dead end portion of Harding Street West (red shaded area in photo)
that had provided a secondary access to the adjacent parking lot (at
location of yellow shaded area in photo) was stopped up and closed to
provide additional land to the adjacent orange -shaded parcel for more
development space;
3. The intersection of Harding Street West and Fairville Boulevard was
reconstructed with the addition of traffic signals to support, in part, left
turns from Fairville Boulevard to Harding Street West; and
4. The lower east -west portion of Harding Street West (blue shaded area in
photo) was reconstructed for two way traffic to provide access to the
orange shaded parcel of land when it was to be developed via Harding
Street West.
All initiatives in this plan except for the development of the orange shaded
property occurred within a couple years of each other. With the closure of the
dead end section of Harding Street West, without the access to the undeveloped
property at the location of the green shaded area, and with the upper north -
south portion of Harding Street West to remain one-way traffic southerly,
vehicles turning onto Harding Street West from Fairville Boulevard did not have a
destination except for the multi -unit residential building at the location of the
purple shaded area.
City staff proceeded to barricade the westbound lane on Harding Street West
and did not proceed to recommend to Common Council that this east -west
portion of the street become two-way traffic. Harding Street remained, as it is to
today, a one-way street from Main Street West all the way to Fairville Boulevard
(formerly Raynes Avenue).
138
am
The current owners of the orange shaded property (Strathallen Capital Corp) are
in the process of developing the property and are seeking the appropriate
approvals to do so through the City's One Stop Development Shop. A
representative of this organization reached out to the City's Traffic Engineer to
be provided some assurance the City was supportive of converting this east -west
portion of Harding Street West to two-way traffic. This improved access to this
property to a Harding Street West driveway is important for the property owner
in securing prospective tenants. The City's Traffic Engineer advised the
representative that indeed the reconstruction of this portion of the street and
the installation of traffic signals at the Harding/Fairville intersection was to, in
part, provide access to a driveway to a future development on this site on
Harding Street West. The representative was advised the change in traffic flow
on this portion of Harding Street West would require a Traffic By -Law
Amendment approved by Common Council that would need to be coordinated
with the addition of the driveway to provide a destination for vehicles other than
the multi -unit residential property.
It's recommened that Common Council proceeds with 1st and 2nd Readings of
said Amendments. The property representative advised that approval of 1st and
2nd Readings would assist in their acquisition of tenants to support the
development moving forward. However, 3rd Reading should be delayed until
the access to the property development is constructed within the next 6 months.
In the event the property development is delayed preventing access via Harding
Street West within the 6 month period, your Traffic Engineer is prepared to
recommend that the resolution giving 1st and 2nd Readings be repealed.
Additional Consultation
In addition to discussions with the property owner of the undeveloped land, the
City's Traffic Engineer has also had several discussions with the other major
stakeholder on this section of Harding Street West over the last 10 years, being
the owner of the multi -unit residential building (purple shaded area in photo). A
discussion occurred again within the last week. He is fully supportive of the
change to two-way traffic for this east -west portion of Harding Street West but
only with reconstruction of Simms Corner that would allow much of the area
traffic to drive down Fairville Boulevard instead of down Harding Street West.
He is concerned about the possible interactions with vehicles turning into the
new development or into his property against the volumes of traffic driving
down Harding Street West.
King Street East
The Saint John Theater Company purchased the former Saint John County
Courthouse at the south-east corner of the intersection of King Street East and
139
4-
Sydney Street. They intend to install a wider sidewalk median on King Street
East in the approximate location of the red shaded area in the following aerial
photograph for the queuing of patrons waiting to enter the theater. Due to the
resulting narrowing of the street, parking must be prohibited on the south side
of King Street East in this area (for a length of 30 metres from Sydney Street) to
permit the construction of the wider median. This prohibition of parking is not
expected to have a significant impact on the public. Parking is already prohibited
at the existing driveway to the east of the building and therefore this change
would result in the loss of only one or two on -street parking spaces. The
business that would be most impacted by this loss of parking would be the Saint
John Theater Company and they are supportive given the priority of the wider
median.
STRATEGICALIGNMENT
This report aligns with the City's focus on growth.
140
-5-
SERVICE AND FINANCIAL OUTCOMES
Signage and pavement markings required to communicate these by-law changes
to motorists are relatively minor and can be accommodated in the existing
General Fund Operating Budget.
INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS
This report was a collaboration with the City's Growth & Community
Development Services Department.
The City's Parking Commission doesn't have concerns with the loss of the on -
street parking spaces on King Street East.
The input from the area stakeholders on Harding Street West is incorporated
into this report.
The City Solicitor's Office prepared the two Amendments to the Saint John
Traffic By-law.
G1i,081:I1WAAFILI
Traffic By -Law Amendment for Harding Street West
Traffic By -Law Amendment for King Street East
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A BY-LAW TO AMEND A BY-LAW
RESPECTING THE TRAFFIC ON STREETS
IN THE CITY OF SAINT JOHN, BY-LAW
NUMBER MV-10.1, AND AMENDMENTS
THERETO
ARRETE MODIFIANT L'ARRETE
RELATIF A LA CIRCULATION DANS LES
RUES DE THE CITY OF SAINT JOHN,
ARRETE NUMERO MV-10.1, ET
MODIFICATIONS AFFERENTES
Be it enacted by the Common Council of Lors d'une reunion du conseil municipal,
The City of Saint John as follows: The City of Saint John a decrete ce qui suit:
A By-law of The City of Saint John entitled
"A By-law respecting the Traffic On Streets in The
City of Saint John, By-law Number MV-10.1" and
amendments thereto, enacted on the 7th day of
October, A.D. 2019, is hereby amended as follows:
1. Schedule "B" — No Parking Anytime is
amended by adding the following words under the
following headings:
Street Side Limits
King Street East South Sydney Street
to a point 30
metres easterly
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., 2020 signed by:
Par les presentes, Farrete de The City of
Saint John intitule « Arrete relatif a la circulation
dans les rues de The City of Saint John, Arrete
numero MV-10.1 » et modifications afferentes,
decrete le 7e jour d'octobre 2019, est modifie
comme suit:
1. L'annexe « B » — Interdiction de stationner
en tout temps est modifiee par Fadjonction des
mots suivants sous les titres suivants :
Rue Cote Limites
rue King Est sud de la rue Sydney
jusqu'a un point
situe a 30 metres
en direction est
EN FOI DE QUOI, The City of Saint John a fait
apposer son sceau municipal sur le present arrete le
2020, avec les signatures
suivantes :
Mayor / maire
Common Clerk / greffier communal
First Reading - Premiere lecture -
Second Reading - Deuxieme lecture -
Third Reading - Troisieme lecture -
142
A BY-LAW TO AMEND A BY-LAW
RESPECTING THE TRAFFIC ON STREETS
IN THE CITY OF SAINT JOHN, BY-LAW
NUMBER MV-10.1, AND AMENDMENTS
THERETO
ARRETE MODIFIANT L'ARRETE
RELATIF A LA CIRCULATION DANS LES
RUES DE THE CITY OF SAINT JOHN,
ARRETE NUMERO MV-10.1, ET
MODIFICATIONS AFFERENTES
Be it enacted by the Common Council of Lors d'une reunion du conseil municipal,
The City of Saint John as follows: The City of Saint John a decrete ce qui suit:
A By-law of The City of Saint John entitled
"A By-law respecting the Traffic On Streets in The
City of Saint John, By-law Number MV-10.1" and
amendments thereto, enacted on the 7th day of
October, A.D. 2019, is hereby amended as follows:
1. Schedule "D" — One -Way Streets is
amended by deleting the following words under the
following headings:
Street Limits Direction
Harding Street Main Street to Southerly
West Raynes Avenue
2. Schedule "D" — One -Way Streets is
amended by adding the following words under the
following headings:
Street Limits Direction
Harding Street Main Street Southerly
West West to a point
215 metres
southerly
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., 2020 signed by:
Par les presentes, Farrete de The City of
Saint John intitule « Arrete relatif a la circulation
dans les rues de The City of Saint John, Arrete
numero MV-10.1 » et modifications afferentes,
decrete le 7e jour d'octobre 2019, est modifie
comme suit:
1. L'annexe « D » — Rues a sens unique est
modifiee par la suppression des mots suivants sous
les titres suivants :
Rue Limites Direction
rue Harding entre la rue sud
Ouest Main et Favenue
Raynes
2. L'annexe « D » — Rues a sens unique est
modifiee par 1'adjonction des mots suivants sous
les titres suivants :
Rue Limites Direction
rue Harding de la rue Main sud
Ouest Ouest jusqu'a un
point situe a 215
metres en
direction sud
EN FOI DE QUOI, The City of Saint John a fait
apposer son sceau municipal sur le present arrete le
2020, avec les signatures
suivantes :
Mayor / maire
143
First Reading
Second Reading
Third Reading
Common Clerk / greffier communal
Premiere lecture
Deuxieme lecture
Troisieme lecture
144
COMMON COUNCIL REPORT
M&C No.
2020-167
Report Date
June 17, 2020
Meeting Date
June 22, 2020
Service Area
Growth and Community
Development Services
His Worship Mayor Don Darling and Members of Common Council
SUBJECT: Economic and Community Recovery: Open Streets and the City of
Saint John
OPEN OR CLOSED SESSION
This matter is to be discussed in open session of Common Council.
AUTHORIZATION
Primary Author
Commissioner/Dept. Head
City Manager
Phil Ouellette
Jacqueline Hamilton
John Collin
RECOMMENDATION
Staff recommend that Common Council adopt the following resolutions:
1. Common Council give first and second reading of the Amendment to the
Saint John Traffic By-law attached to M&C No. 2020-167;
2. In the event first and second reading is given to the proposed Amendment,
direct the Common Clerk to schedule a special meeting of Common Council
on the 291h of June, 2020, to consider third reading of the Amendment to
the Saint John Traffic By-law and to present the final version of the 2020
Open Street Policy and Procedures for City -Initiated Open Streets;
3. Direct the City Manager to proceed with preparations for the
implementation of rotating open streets over the weekends in the uptown
area of the City and to permanently pedestrianize South Market Street as
further detailed in M&C No. 2020-167;
4. Direct the City Manager to present Common Council with by-law
amendments to introduce 15-minute parking spots at pre-existing two-
hour metered parking spots in the central peninsula as further detailed in
M&C No. 2020-167 on the 29th of June, 2020;
5. Direct the City Manager to present Common Council with by-law
amendments to introduce a new community initiated application form and
process for street events, including elimination of the 90-day requirement
as further detailed in M&C No. 2020-167 on the 6th of July, 2020;
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6. Approve the allocation of up to $60,000 from the Growth Reserve Fund for
City staff to efficiently execute open street initiatives outlined in M&C No.
2020-167 for the current year.
I o:I xdljfl V SIIIIIIWI M_A►:1
After reviewing the feedback collected from over 2,000 respondents of the City of
Saint John's open streets survey and considering the feedback from the over 80
participants of the virtual town halls, staff have developed four recommendations
to support the delivery of open street programming in Saint John over the coming
months. These recommendations are consistent the expectations of PlanSJ as well
as the recently adopted Neighborhood Plan for the Central Peninsula.
As an initial step towards opens streets, staff are recommendation the following
four immediate initiatives:
1. rotating open streets over weekends in the Uptown;
2. the introduction of new 15-minute pickup parking spots across the
Uptown;
3. introduction of new community initiated application form and process (as
previously announced) for street events, including the elimination of the
90-day requirement to submit an application;
4. to permanently pedestrianize South Market Street as of July 3rd, 2020.
Staff believe it has achieved a balanced -approach with these recommendations,
incorporating parking considerations, rotating weekend -only open streets,
pedestrianize permanently an existing street, and finally, streamline the ability for
the City to support community -initiated street closures for events.
The objective of these changes are to uphold Common Council's directive towards
economic and community recovery planning, which is to "enable and accelerate
local economic and community activity in response to the current public health
pandemic." All the initiatives that are considered under the City's recovery efforts,
including open streets, seek to drive additional people -traffic in the City's
commercial areas, all while respecting mandatory orders of social distancing.
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STRATEGIC ALIGNMENT
Economic and Community Recovery
On May 25, through the advice of the Growth Committee, Common Council
adopted a series of resolutions to proceed with the City's Municipal Economic and
Community Recovery Planning, including the implementation of immediate
initiatives, added consultation on open streets and parameters to access funding
from the Growth Reserve Fund earmarked for recovery. In addition, Council
adopted the initiation of six additional recovery initiatives on June 8t", which
included the investment of $40,000 from Recovery Funding earmarked through
the Growth Reserve Fund.
Municipal Plan and Neighborhood Plan for the Central Peninsula
As outlined in direction for the uptown neighborhood within the adopted
Neighborhood Plan for the Central Peninsula:
"The Uptown Core will feature the City's most interesting and vibrant
public realm, with public art, amenities for pedestrians and cyclists, vibrant
commercial streets, and pedestrianized streets and lanes."
A specific action from the Neighborhood Plan includes:
"Identify opportunities for piloting permanent or seasonal pedestrian
streets as a future enhancement option for shared streets."
Council also adopted a $500,000 capital budget allocation to support the
implementation of the Neighborhood Plan, which included investments into South
Market Street to help pedestrianize the street.
Policy CF-32 of PlanSJ also speaks to the importance of using our streets to support
innovative place -making, as it indicates the need to:
"Promote periodic community use of streets for such events as block
parties, festivals and farmers markets."
REPORT
Introduction
The goal of Saint John's Economic and Community Recovery efforts is to "enable
and accelerate local economic and community activity in response to the current
public health pandemic." All the initiatives that are considered under the City's
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recovery efforts, including open streets, seek to drive additional people -traffic in
the City's commercial areas, all while respecting mandatory orders of social
distancing.
The formulation of the recommendations found in this report were supported
through a variety of sources, most notably:
• Alignment with PlanSJ and the recently adopted Neighborhood Plan forthe
Central Peninsula;
• Best practice scan of economic recovery -related open streets in Canadian
municipalities during this public health pandemic;
• Responses from the City of Saint John's Open Streets Online Survey during
the week of June 1st, 2020;
• Feedback gathered from the resident and business virtual town halls on
June 11t", 2020;
• Coordination across a variety of City of Saint John Service Areas, including
legal, parking, internal open streets team, internal economic and
community recovery team;
• Feedback from our growth partners involved in economic development;
• Feedback collected from interaction with Growth Committee and
Common Council in late May and early June 2020.
Open Street Survey
As outlined in more detail in the attached Power Point presentation, the survey
data would suggest that open streets are considered a favorable option for both
residents and businesses, especially in the commercial district of the Uptown and
especially over the weekend.
With over 2,000 respondents to the survey, including 83 businesses, the data
points to 67% of residents favoring street openings all summer long, and 60% of
businesses indicating they are extremely or very supportive of open streets. It is
also important to note that the survey collected "unsupportive" open street
sentiment by industry groups, including 23.8% of surveyed restaurants, 50% of
surveyed Services/Personal Care businesses and 21.4% of surveyed retail stores.
The data also indicated that 30 respondents were businesses located in the
entertainment district of the Uptown, and of that segment, 77% believed that
multiple weekend closures would have a positive or neutral impact on their
business. The survey data also indicated that 62.5% of residents living in the
entertainment district are also supportive of weekend closures.
HM
SIE
The data collected also offers insightful findings on the distance residents are
willing to walk in order to access a business, feedback on the level of participation
of play streets as well as consumer feedback on the importance of outdoor space
when interacting with a business.
Virtual Town Halls
As outlined in more detail in the attached Power Point presentation, the virtual
town halls were valuable to receive more detailed feedback on open streets and
recovery -related programming and also confirmed much of what we discovered
through the open streets survey. There were approximately 80 participants of the
virtual town halls across the resident and business sessions.
During the business meeting, staff polled the group on the impact a street closure
would have on their business, and 40% indicated it would have a positive impact,
60%would have no impact, and no one indicated it would have a negative impact.
Staff Recommendation
As an initial step towards opens streets, staff are recommendation four immediate
initiatives:
1. rotating open streets over weekends in the Uptown;
2. the introduction of 11 new 15-minute pickup parking spots across the
Uptown;
3. introduction of new community initiated application form and process (as
previously announced) for street events, including the elimination of the
90-day requirement to submit an application;
4. to permanently pedestrianize South Market Street as of July 3rd, 2020.
These recommendations are a first step towards open streets in 2020, and other
recommendations can occur in the coming weeks and months, including inviting
community applications for Play Streets. Staff are especially interested in the
feasibility of open streets or additional economic and community recovery
initiatives that target commercial districts in the east side, north end and west side
of Saint John.
(1) Rotating open streets
Before sharing the staff recommendations, it is valuable to share the 10-criteria
staff used to formulate their balanced recommendation. Staff believe the
proposed recommendation upholds these 10-criteria, but staff can understand if
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Members of Council, and members of the public, may have differing views on the
types of open streets most ideal for Saint John, which is why staff have included
an "alternative recommendations" section for consideration.
Here are the 10 characteristics of a great open street experience here in Saint
John:
1. The open street requires animation in order to draw volume, and the
nature of the animation should re -introduce pedestrians to a space
formerly relegated to vehicles;
2. Participating businesses must support the animation of the space;
3. While it would be failure if no one showed -up to the open street, in turn,
the open street cannot attract massive crowds that jeopardize the ability
to uphold mandatory orders for social distancing;
4. Incorporate precautions to prevent major disruptions to resident and
business parking;
5. Invite various businesses and partners to benefit from the initiative, not
just a limited few;
6. Mitigate the timing and length of the open street, in order to make the
initiative more palatable for those residents and businesses who oppose
it;
7. Within the current financial and human resource constraints within the
City of Saint John, any open street in 2020 must be supported by in -kind
resources, it must be affordable and relatively feasible to implement;
8. The open street must ensure the safety of all who benefit from it;
9. The physical implementation of the open streets and its re -opening must
be efficient and cannot leave behind remnants of the animation that would
interfere with the regular use of the space (i.e. garbage, signage, materials,
etc);
10. The first open street initiative must be approached as a pilot and be
designed to allow for ramp -up or wind -down if it is observed that the
initiatives have not achieved or exceeded their desired outcome.
Staff is recommending to proceed with three open street scenarios in the Uptown,
occurring one -at -a -time on a rotating basis, from Friday evening to Sunday
evening. The first open street would be expected to occur on July 3rd (first open
street is the Canterbury/Grannan scenario) and the rotating open streets would
be expected to wrap-up for the year in late September.
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The three scenarios include (see map in attached Power Point):
1. Pedestrianize Prince William Street from Grannan Lane to Duke Street, and
Princess Street from Water Street to Canterbury Street.
2. Pedestrianize Canterbury Street from King Street to Princess Street and
Grannan Lane from Prince William to near to the access of Germain Street.
3. Pedestrianize Germain Street from Princess Street to Grannan Lane and a
small section of the top of Grannan Lane.
While the City will be responsible for closing the streets, it will be a partnership
between the City and participating businesses that are located on the closed
streets to determine how they can best use the open street to drive additional
business activity. The City will work with local businesses to coordinate the
animation of the street, and also grant the necessary municipal approvals (i.e.
municipal approval letter in order to have existing liquor licenses extended) to
allow restaurants to proceed with applications for provincially regulated liquor
licensing. It should be noted that the City is not seeking a liquor license for these
open streets, and it will be the responsibility of participating businesses to seek
such license extensions, which is unlikely to occur throughout the entire open
street.
The City will require that the center of the closed street remain unencumbered by
temporary installations, in order to allow for the flow of emergency vehicles in the
event they are required. The unencumbered street center will also act as an
additional active transportation lane way for pedestrians, bikes and skateboards
to comfortably flow through the open street, and prevent the susceptibility of
generating large crowds during the open street initiative.
Protocols will be established on -site to support the necessary temporary removal
of barriers, the disbursement of people, and the ushering -in of emergency or City
vehicles, businesses -delivery and/or access to private residential parking lots, if
required.
In partnership with the City, participating businesses will be responsible to ensure
the appropriate social distancing amongst those interacting with their business
and the open street. Protocols will be established to direct the flow of visitors,
monitor the size of the crowd, remind visitors of social distancing expectations,
and if need be, disperse the crowd if the gathering become too large.
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Staff have assembled a schedule of the open street scenarios for July, August and
September, which indicates the sequence of the scenarios (see attachment). Staff
intend to hold planning sessions with businesses from each open street scenario,
which will occur prior to each identified schedule open street. These will be an
excellent opportunity to share plans for the open street, maximize animation,
review mandatory orders for social distancing, clarify roles and responsibilities
and coordinate necessary communications to maximize the value that the open
streets bring to businesses in that area.
A draft Open Street Policy and Procedures has been developed to support City -
initiated open streets in 2020, which incorporates the above mentioned
considerations among others (see attachment). Staff will seek Council's adoption
of this policy and procedure by third reading of the Traffic Bylaw amendments
outlined in this report (expected for June 29t", 2020).
As staff has mentioned to Council in previous meetings, open streets are not
universally supported by those whom it impacts, and any recommendations will
bring with it opposition from residents and businesses. These specific scenarios
recommend a balanced approach for citizens and businesses alike, and were
developed to:
• reduce the impact that the open street would have on private parking lots
on these streets;
• prevent any alteration or delay in Saint John Transit;
• eliminate the impact of normal weekday consumer and vehicle traffic from
9 AM to 5 PM;
• distribute the location of the open streets to different areas of the Uptown
commercial area.
(2) 15-minute pick-up parking
Staff is recommending "pick-up" parking across the Uptown, which will change the
existing two-hour parking to 15 minutes for 11 metered parking spots across the
Uptown (see map in attached Power Point). This adaption is needed to support
businesses who are experiencing high volumes of curbside pick-up traffic, as
customers are only starting to become comfortable with in-store interactions. The
15-minute parking will allow more regular turnover of vehicles in that parking
spot, and in turn, facilitate the turnaround time that customers can access their
curbside "pick-ups." In the open streets survey, 75% of business respondents in
the Survey indicated that 15-minute parking spots would have a positive or neutral
impact on their business.
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Staff intend to return to Common Council on June 291", 2020, with the necessary
bylaw amendments to execute this initiative. These changes will require three
readings in order to proceed to implementation. The location of these new spots
were selected to ensure that one was installed in each major block in the
commercial district of the Uptown, and prevented interference with loading zones
and/or designated handicap parking.
(3) New community initiated street closure application form and process
On June 8t", Common Council received an updated from staff on improvements to
the process for community -initiated street closures, which now includes a new
streamlined application process for groups interested in temporarily closing City
streets for events while upholding the expectations of the mandatory public
health orders on social distancing.
Staff intend to return to Common Council on July 6t", 2020, with the necessary by-
law amendments to introduce a new community initiated application form and
process for street events, including the elimination of the 90-day requirement to
submit an application. These changes will require three readings in order to
proceed to implementation. These changes will support the turnaround time and
simplicity of community -initiated street closures for events.
(4) Permanently pedestrianize South Market Street
The discussion to pedestrianize South Market Street has been active for many
years in Saint John, and it is now time to proceed with making it a permanent
reality. The necessary gates have been manufactured to prevent entry in the
location, and it is expected to be installed by July Yd, 2020. This will invite a new
level of interaction with this space, not only for the night market on Thursdays,
but a variety of future uses and animations for the community. It should be noted
that some vehicles will be permitted to access the street, in the event of an
emergency, or upon the approval of the City Market Manager for purposes of
delivery for Market tenants.
Timelines
The timeline staff is proposing for implementation is the following:
• June 191" — staff recommendation made public through Common Council
agenda packet;
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• June 22"d — Council to offer direction to staff and Common Council to
proceed with 1st and 2nd readings of amendments to the Traffic By-law to
enable three open street scenarios;
• June 291h — Special Council meeting for 3rd reading of amendments to the
Traffic By-law, present the final version of the 2020 Open Street Policy and
Procedures for City -Initiated Open Streets for Council's consideration, 1st
and 2nd readings of new 15-minute metered parking spots in the Uptown,
approval of the 2020 Open Streets Policy and Procedures for City -Initiated
Open Streets;
• July 3rd — effective date for first open street in the Uptown;
• July 6th — 3rd reading of new 15-minute metered parking spots in the
Uptown, 1st and 2nd readings of the amendments to the Traffic By-law to
introduce a new community initiated application form and process for
street events, including the elimination of the 90-day requirement to
submit an application;
• July 13th — effective date for new 15-minute metered parking spots;
• July 201h — 3rd reading of the amendments to the Traffic By-law to
introduce a new community initiated application form and process for
street events, including the elimination of the 90-day requirement to
submit an application.
• July 215t— effective date for new community initiated application form and
process for street events, including the elimination of the 90-day
requirement to submit an application.
While there may be some concerns raised with the time required to implement
the staff recommendation, it should be noted that this timeline offers businesses
involved in the first open street (first open street is the Canterbury/Grannan
scenario) from June 19th to July 10th to begin preparing for how to best utilize the
open street to drive additional business.
Alternative Open Street Recommendations
While staff have assembled a preferred recommendation, we felt it was important
to offer "alternative recommendations," in order to give Common Council an
opportunity to consider additional options before proceeding with the
implementation of the desired course of action. Staff assembled and considered
a variety of iterations of open streets scenarios, including:
Open street every day from July to September 2020: This option would
facilitate an open street not only for the weekend, but the entire week
starting in July and ending in September. The likely candidate for such an
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approach would be sections of Grannan Lane or sections of Prince William
Street. As mentioned earlier, this option would not allow for fairness
across the Uptown for open streets, and the survey data would indicate
less favorable sentiment for open streets during the work week. As a
portion of Canterbury Street is closed for 10-weeks this summer due to
construction, this option would be especially difficult to manage for
impacted businesses and residents.
Slow Streets: This option would invite the closure of designated metered
parking areas on one -side of the street across the Uptown from July to
September and slowing down the speed of vehicle traffic in order to allow
for more and safer pedestrian space to navigate our urban commercial
space, but also to invite some level of animation in these parking areas
from local businesses. While this option has been adopted by many other
communities across Canada, this would require safety requirements in the
space between vehicles and pedestrians increasing costs for
implementation and it would also result in significant loss of revenue for
the parking commission.
Full reliance on community -initiated street closures: This option would
rely fully on community -initiated street closures and the City would not
initiate any of its own open street scenarios. With the activity of
community -initiated street closures over the past weeks, this option will
likely be exercised regardless of City -initiated open streets. While the City
has announced it is improving the efficiency and simplicity of community -
initiated street closures for events, it remains a significant undertaking for
a business or community group to proceed with applying for such
approvals from the City. The City's ability to proactively approve various
streets is designed to eliminate the burden of that work for local
businesses, and offer additional focus on needed street animation to
entice greater consumer traffic.
All three open street scenarios occurring at once each weekend: This
option would invite a larger open street concept for the Uptown each
weekend, and would no longer offer a rotation schedule. The proposed
rotating schedule allows for some level of vehicle access to the Uptown,
but if all three scenarios were occurring at once, it would invite larger
frustration from those with vehicles. Staff believe this could become a
feasible option if the volume of participation and public interest from the
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rotating scenarios is strong, suggesting the need to expand -upon the
rotating model.
SERVICE AND FINANCIAL OUTCOMES
In order to support the 12 weekend open street initiatives from July 3rd until
September 20th as well as the implementation of the 11 new 15-minute parking
spots, staff is requesting that Common Council invest $60,000 from the Growth
Reserve Fund that is earmarked for Economic and Community Recovery. These
funds will be used to support the following categories of expenditures:
• We will seek local partnerships in the delivery of event planning expertise,
program coordination, create operational plan, work with local businesses,
create schedules, confirm activity and liaison with municipal and provincial
departments ($25,000);
• The safety planning, necessary materials, installation and removal of street
closure barricades, signage ($15,000);
• Communications -related needs, including communications plan, signage,
marketing, mapping, and any materials to facilitate the implementation of
necessary social distancing protocol during open street ($20,000).
These funds will only be accessed if the need arises and costs cannot be mitigated
through volunteer capacity, financial partnership or access to available federal and
provincial funding. In addition, staff will uphold the eight Recovery Funding
criteria, adopted by Common Council on May 25, 2020, for any expenditure from
the $60,000 allocation.
Staff will report back to Council periodically on the progress of this Growth
Reserve Fund investment and, in addition, staff will seek approval from Common
Council on any additional or larger scale investments from the Growth Reserve
Fund.
In addition to investments from the Growth Reserve, the recommendations from
this report will place considerable expectations on City staff, which in turn invite
the potential for the alteration of existing work plans, delaying of pre-existing
priorities and invitation for potential for overtime costs. Notable resource
demands on City staff include:
• Installation of additional garbage containers on open street, garbage
disposal and removal of containers;
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• Staff presence, especially during peak hours of open streets, to ensure
social distancing, support emergency vehicle, or other vehicle, access into
open street, if needed;
• Legal team needed to support suite of necessary bylaw amendments to
proceed with recommendations;
• Communications team to support the creation of a communications plan;
• Staff to support planning sessions with local businesses to prepare for each
open street.
INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS
Members of the Municipal Economic and Community Recovery Team include:
Commissioner of Growth and Community Development; Population Growth
Manager; Manager of Strategic Communications and Public Affairs; Manager of
P.R.O. Kids and Community Development; Director of Strategic Affairs; Assistant
Comptroller; Deputy Commissioner of Parks and Public Spaces; Deputy
Commissioner of Engineering; Municipal Engineer; Arts and Culture Coordinator;
Acting City Market Manager; Director of Corporate Performance and Chief
Information Officer. Additional service areas engaged to support this report
includes: GIS, Police, Fire and Parking.
The Solicitor's Office drafted the necessary by-law amendments that enable the
recommendation outlined in this report. As indicated by the Solicitor's Office, the
nature of the Saint John Traffic Bylaw amendments will achieve the following:
"The amendment will be one to the Traffic By-law and will constitute a
regulation of traffic" - the street will remain available to the public but will
be limited to pedestrian traffic, subject to identified exceptions. In a similar
fashion as to what applies in the case of "special events," the Chief of
Police will be authorized to reroute traffic on stipulated streets for
identified dates/times in those instances where the City Manager has
determined in writing that doing so would be conducive to the economic,
social or cultural well-being of the community, and also confirms that
certain pre -conditions have been or will be satisfied.
The conditions attached to a re-routing of traffic in connection with an
event proposed by a private entity, as found in the current Traffic By -Law,
will serve as a reference point.
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This arrangement allows very considerable flexibility and will not require a
By -Law amendment for each such rerouting."
ATTACHMENTS
1. Scheduling and sequencing of three open street scenarios
2. Draft 2020 Open Street Policy and Procedures: City -Initiated Open Streets
3. 2020 Open Streets Recommendation Power Point
4. Amendment to the Saint John Traffic By-law
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Schedule and sequencing of three open street scenarios
Scenario #1: Pedestrianize Prince William Street from Grannan Lane to Duke
Street, and Princess Street from Water Street to Canterbury Street.
Scenario #2: Pedestrianize Canterbury Street from King Street to Princess Street
and Grannan Lane from Prince William to near to the access of Germain Street.
Scenario #3: Pedestrianize Germain Street from Princess Street to Grannan Lane
and a small section of the top of Grannan Lane.
Dates
July 3' —July Sth
#2
July loth —July 12`h
#3
July 17`h—July 19`h
#1
July 24th—July 26th
#2
July 3V—August 2nd
#3
August 7th—August 9th
#1
August 10—August 16'
#2
August 2V—August 23'
#3
August 2e—August 3&
#1
September 4th—September 6`h
#2
September 11th—September 13`h
#3
September 18th—September 20th
#1
159
DRAFT
City Initiated - Open Streets Program
General Policies and Procedures
1. The City Initiated Open Streets Program, hereafter called the Open Streets Program,
is a program designed to permit pedestrian traffic only on streets or portions thereof.
2. The primary purpose of the Open Streets Program is to enable and accelerate local
economic and community activity in Saint John and to drive additional pedestrian
traffic in the City's commercial areas.
3. All legislation, by-laws, and regulations will be adhered to, including Mandatory Orders
from the Province of New Brunswick
4. The City will display clear messaging and required on -site signage on the street or
portion thereof through the Open Streets Program.
5. The City will permit vendors, merchants, restaurants and other businesses to occupy
designated areas of the street or portion thereof and sell their goods and services while
the Open Streets Program is in effect
6. Food Vendors are required to apply for and obtain appropriate licenses. licenses must
be displayed at all times.
7. At its own discretion, the City will designate areas available for businesses to occupy
on the street or portion thereof. The boundaries of these designated areas can be used
in applications for a liquor license by businesses.
8. Liquor sales and consumption will be permitted only in licensed areas. The
responsibility of obtaining a liquor license is that of the business. Alcohol may not be
sold or consumed outside of the licensed areas.
P.O. Box 1971 C.P. 1971
Saint John, NB Saint John, N.-B.
Canada F2L4L1 Canada E21411
SAINT JOHN wwwwingohn.ca
160
The City will implement a safety plan for each instance pedestrian traffic only will be
permitted on a street or portion thereof through the Open Streets Program. This plan
will include Fire, Police, and Traffic Flow plans and will receive signoff by the
corresponding service areas.
10. The City will designate a laneway through the middle of the street or portion thereof
for emergency access. This laneway will act as the primary pedestrian corridor and no
temporary structures or installations of any kind will be permitted on this laneway.
11. All motor vehicle traffic will be suspended on the street or portion thereof except for
authorized emergency vehicles, City vehicles, business -delivery vehicles requiring
access and/or passenger vehicles requiring access to private residential parking lots (if
required). Any vehicle travelling through the street or portion thereof will need at least
one guide that is standing outside the vehicle to watch out for pedestrians and direct
the vehicle to its destination.
12. The City will have barriers or barricades at designated intersections restricting motor
vehicle traffic. Barriers or barricades will be opened or removed in case of required
access by exempted vehicles as described in paragraph 11.
13. The Fire Department will inspect the street or portion thereof to ensure all safety
measures have been taken.
14. There will be a designated on -site liaison on the street or portion thereof who will
verify that these policies and procedures are being complied with at all times.
15. The use of separate recycling and solid waste receptacles is required and they will be
placed on the street or portion thereof. The City will ensure that the receptacles are
emptied on a regular basis and no refuse overflows onto the sidewalks or street
Businesses are responsible for the collection of solid waste on their designated areas.
16. The City will notify in advance all businesses and residents located on the street or
portion thereof by posting a notice on the CiWs website.
P.O. Box 1971 C.P. 1971
Saint John, NB Saint John, N.-B.
Canada F2L4L1 Canada E21411
SAINT JOHN w minljohn.ca
161
the city of sainyohv
17. The City will be responsible for street cleaning, set up and take down of barriers or
barricades, City owned pylons, picnic tables, exterior lighting, staging, and any other
City owned structures placed on the street or portion thereof.
18. Before any tents, in ground fencing, sign posts or other structures are staked to the
ground, locates must be sought through obtaining utility locates from the Call Before
You Dig service at 1-866-DIG LINE (344-5463).
19. All temporary structures must be indicated on the Site Plan.
20. City staff will notify all relevant services areas of the use of a street or portion thereof
for pedestrian traffic only.
n
Approved by Common Council
DaR
P.O. Box 1971 C.P. 19"
Saint John, NB Saint John, NA.
Canada E2L4L1 Canada UL41-1
SAINT JOHN w ..aingohn.ca
162
Open Streets 2020
Saint John Common Council
Monday June 22^d, 2020 SAINT JOHN
163
The goal of Saint John's Economic and Community Recovery efforts is
to "enable and accelerate local economic and community activity in
response to the current public health pandemic."
All the initiatives that are considered under the City's recovery
efforts, including open streets, seek to drive additional people -traffic
in the City's commercial areas, all while respecting mandatory orders
of social distancing.
2 164
City -Initiated Open Streets
The City of Saint John proactively initiates approvals to
temporarily pedestrianize a street for an event.
Community -Initiated Open Streets
A community group, business or individual applies to the City
of Saint John to temporarily pedestrianize a street for an
event.
3 165
Open Streets Survey
Individual Respondents
Saint John • Quispamsis • Rothesay • Grand Bay-Westfreld • Rest of Greater Saint John
5 167
• Q: If the City temporarily opened a street to pedestrians and
restricted vehicles in order to allow for patios, market stalls, exhibits
or other programming to take place:
What type of scenario would be of most interest to you as a visitor
/ customer? (Check all that apply)
Preference for Street Openings by individuals
80%
J0% ez 2e%
60%
50% 4735%
38.99%
40%
30%
22 91%
20%
0% 8.0]%
0%
Street Opening all Weekend Street Evening Street Street Opening for Ihave no strong
summer long Opening Opening full Day preference
6 168
• Q: How likely is it that you would visit a restaurant or retail
store if it had seating or stall space on the street or sidewalk to
allow for proper social distancing, compared to a restaurant or
retail store that did not?
7
60.0%
50.0%
A0.0%
310.0%
20.0%
0.
o.o%"1 1
�
Much more likely More likely Neither more likely Less likely Much less likely
or less likely
169
35.0,
30.ff,
25.0,
20.ff,
15.ff,
10.0,
5.ff,
0.M
Distance Pedestrians are willing to walk from parking to their destination
30secondt02minmewalk 2-4 minute walk(100 to 200 4L minute walk(200 to 300 6-10 minute walk(300to 500 10-15 minute walk(500 to
(25 to 100 metres) metres) metres) metres) 750meo-es)
8 170
• 85% of survey
respondents are
willing to walk
200-300 metres
from a parking spot
to their Destination
• Yellow Area is 200-300
metres from Restaurant
District
Open Streets Survey: PLAY Streets
• The idea of a Play Street is to bring neighbours together and allow
use of a space within the neighbourhood not naturally inviting for
celebration or play.
• Play Streets allow neighbours to play together in residential
streets closed off to vehicle traffic.
11
Likelihood of residents visiting a PLAY Street
■Verylikely ■ Likely ■Neither likely nor unlikely ■ Unlikely ■Veryunlikely
12 174
BUSINESS RESPONDENTS BY SECTOR - (N 83)
•Accomodation
■ Culture or Entertainment
• Drinking Places
• Professional / Clinic
• Restaurants and Other Eating Places
■ Retail
■ Services / Personal Care
•Tranportation
13 175
■ Not Supportive
■ Somewhat supportive
■Supportive
14
How Supportive is your business towards opening streets
Culture or
Accomodation
Entertainment
0.00%
0.00%
33.33%
33.33%
66.6m
E6.67%
Drinking
Professional/
Restaurants
and Other
Places
Clinic
Eating Places
25A0%
11.11%
23.81%
0.00%
33.33%
19.05%
75A0%
55.56%
57.14%
176
Services/
Retail
Tranporta[ion
Personal Care
21.43%
50.00%
0.00%
28.57%
0.00%
25.00%
50.00%
50.00%
75.00%
• 30 Businesses Completed Survey in
Restaurant District
• 84.6% of Businesses believe a single
weekend closure would have a
positive or neutral impact on their
business
• 42.3% of businesses believe they
would suffer negative impacts with a
full street closure all summer
• 62.5% of Residents surveyed in
district are interested in weekend
or evening closures.
• 75% are opposed to full street closure
all summer
o
15 177
tM _�►�
Phil Ouellette Don Darling David Dobbelsteyn
R
— 1 _.'VIP
11
Virtual
Town Hall
June 11, 2020
L
a
feed back@saintiohn.ca
Approximately 40 business representatives and 40 residents
participated in two virtual town halls on June 11ch
General Themes
• Businesses expressed positive feedback on open streets and driving foot
traffic to their doorsteps.
• They were supportive of shorter -term parking spaces, and encouraged
the City to focus on marketing the fact that businesses are now open to
the public.
• They also expressed feedback on the importance of public access to
roads during weekdays for customer access and deliveries.
• Residents had a wider focus of feedback with great discussion on active
transportation links, animating open streets, promoting social
distancing, ensuring that closures are promoted to the public, and also
being aware that many members of our community have mobility issues
that should also be considered.
17 179
How impactful would a street closure be to your business?
Business Town Hall Responses*
It would have a positive Impact on my business 40
It would have no Impact on my business
It would Have a negative impact on my business 0
0 10 20 30 40 50 60
18 180
1. Rotating open streets over weekends in the Uptown;
2. The introduction of new 15-minute pickup parking spots
across the Uptown;
3. Introduction of new community initiated street closure
application form and process (as previously announced),
including eliminating 90-day requirement for community -
initiated street closures;
4. To permanently pedestrianize South Market Street as of
July 3,d, 2020.
19 181
Criteria for a successful open street initiative
1. Requires animation
2. Participating businesses to animate
3. Balance between too many and too few visitors
4. Prevent disruptions to resident and business parking
5. Fairness
6. Mitigate the timing and length of the open street
7. Affordable and feasible to implement
8. Ensure the safety
9. Efficient set-up and removal of open street
10. Allow for ramp -up or wind -down of the initiative
20 182
).,
4 Film=
fr
=, �..,
�. ;' 31
4 . ., r+��
rn r
rr10 i
s
183
Rotating Street Openings
hdy loth - September TBD
Friday Evening to Sunday Morning
•iIIIIIIIIIIIIIIIIiWeekend Option A
Weekend Option B
41111111111111111 Weekend Option C
Parking
0 15 Minute nckup Walking
Im narking tat
Expectations
• City to temporarily pedestrianize the street
• Animation of street (shared responsibility)
• Ensuring social distancing (shared responsibility)
• Active transportation (ensure pedestrian traffic flow)
• Safety protocols for emergency, business and residential, vehicles
• Communications plan
• Planning with businesses
• Efforts to mitigate those who feel the open street will negatively
impact them
22 184
DRAFT
City Initiated - Open Streets Program
General NINNes and Pianissimi
1. The Clry initiated Open Streets Program hereafter plied the Open Streets AOBn'rm.
s a progpm designed to permit pedestrian Iraft c only on meet[ or portion thereof.
i The pnmary purpose of Me Opm Streets firagwni u m enable and accelerate Lod
economic and commurunr activity in saint John and to dine additional penesman
traffic in the Cov'a mnunercial areas.
a NI legslation by-laws. and regWatinv will be adhered W. including mandatory
Orders from the V rovlme a [ New BrunMih.
4. "Pe Clty wN display clear messalln g and required an site solitude on the meet or
portion thereof thpugh the Open Streets Aogmm
S. The City"I permit vendors. neniuits. respnants and other businesses to aavpy
deepened areas of the matter Portion thereof and sell weir goads and services
whue are alone them Program is in eBecc
s pond vendors are required to apply for and obtain appropriate Gamma Licenses
must be displayed at all times.
]. At its own discretion. the 6ty unto dwallasque mom an0able for businesses to arwpy,
on are a"& or pardon thereof. The bnundanes of these deslgomed areas can be used
In a"fiemav for a 1pnorlicense by base owes.
& Liquor sales and consumption will be permitted anly in licensed area. The
respuruiNbty of obtain ng a liquor lirense a that ufthebusiness. Alcohol may notbe
sold inconsonant outside oftheticemed peas.
PC ,,:,'1.85
23 "`ff//
SAINT IOHN -
,I R
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ko
Aso
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24 a 186 — 15 Minute Parking Spaces
Proposal #3: New community -initiated street closure
application form and process
. r I I I r I I I I I I I I I I I
• , '..�. . • •fie .•. :,�+,�%pjr^ �'. ' • J Y
Proposal #4: Pedestrianize South Market Street
7
1. Open street everyday from July to September 2020
2. Slow Streets
3. Full reliance on community -initiated street closures
4. All three open street scenarios occurring at once each
weekend
27 189
• We will seek local partnerships in the delivery of event
planning expertise, program coordination, create
operational plan, work with local businesses, create
schedules, confirm activity and liaison with municipal and
provincial departments ($25,000);
• The safety planning, necessary materials, installation and
removal of street closure barricades, signage ($15,000);
• Communications -related needs, including communications
plan, signage, marketing, mapping, and any materials to
facilitate the implementation of necessary social distancing
protocol during open street ($20,000).
28 190
• June 22nd —1st and 2nd reading of rotating open streets Traffic Bylaw
amendments;
• June 2911 — special Council meeting for 3rd reading of amendments to the
Traffic Bylaw,2020 Open Street Policy and Procedures for City -Initiated Open
Streets, 1st and 2"d readings of new 15-minute metered parking spots;
• July 3rd — effective date for first open street in the Uptown;
• July 6th — 3rd reading of new 15-minute metered parking spots, 1st and 2nd
readings of the amendments to the Traffic By-law to introduce a new
community initiated application form and process for street events;
• July 13th — effective date for new 15-minute metered parking spots;
• July 20th — 3rd reading of the amendments to the Traffic By-law to introduce
a new community initiated application form and process for street events.
• July 211t — effective date for new community initiated application form and
process for street events.
29 191 '
1. Common Council give first and second reading of the Amendment to the Saint
John Traffic By-law,
2. In the event first and second reading is given to the proposed Amendment,
direct the Common Clerk to schedule a special meeting of Common Council on
the 29th of June, 2020;
3. Direct the City Manager to proceed with preparations for the implementation
of rotating open streets over the weekends in the uptown area of the City and
to permanently pedestrianize South Market Street;
4. Direct the City Manager to present Common Council with by-law amendments
to introduce 15-minute parking spots at pre-existing two-hour metered parking
spots in the central peninsula;
5. Direct the City Manager to present Common Council with by-law amendments
to introduce a new community initiated application form and process for street
events;
6. 30Approve the allocation of up to $601,000 from the Growth Reserve Fun
A BY-LAW TO AMEND A BY-LAW
RESPECTING THE TRAFFIC ON STREETS
IN THE CITY OF SAINT JOHN, BY-LAW
NUMBER MV-10.1, AND AMENDMENTS
THERETO
ARRETE MODIFIANT L'ARRETE
RELATIF A LA CIRCULATION DANS LES
RUES DE THE CITY OF SAINT JOHN,
ARRETE NUMERO MV-10.1, ET
MODIFICATIONS AFFERENTES
Be it enacted by the Common Council of Lors d'une r6union du conseil municipal,
The City of Saint John as follows: The City of Saint John a d6cr6t6 ce qui suit:
A By-law of The City of Saint John entitled
"A By-law respecting the Traffic On Streets in The
City of Saint John, By-law Number MV-10.1" and
amendments thereto, enacted on the 7th day of
October, A.D. 2019, is hereby amended as follows:
Par les pr6sentes, 1'arret6 de The City of
Saint John intitul6 « Arret6 relatif a la circulation
dans les rues de The City of Saint John, Arret6
num&ro MV-10.1 » et modifications aff6rentes,
d6cr6t6 le 7e jour d'octobre 2019, est modifi6
comme suit:
1. Subsection 2(2) is amended by adding the 1. Le paragraphe 2(2) est modifi6 par
following definition: 1'adjonction de la definition suivante :
"City Manager" means the City Manager of the
City and includes his designate and successor
(directeur general);"
directeur general » d6signe le directeur g&n&ral
de la municipalit6 et inclut son repr6sentant et
successeur (City Manager) »
2. The following subsection is added 2. Le paragraphe suivant est ajout6
immediately after subsection 16(7): imm6diatement apr&s le paragraphe 16(7) :
"16(8) Pedestrian traffic only, including associated
commercial and entertainment activity, is
permitted upon a street or a portion thereof and on
the dates and during the times stipulated by the
City Manager, and the Chief of Police is
accordingly authorized to re-route motor vehicle
traffic, upon condition that the City Manager has
first confirmed in writing and filed with the Chief
of Police, his assessment that:
(a) such restriction will be conducive to the
economic, social or cultural well-being of
the community;
(b) adequate provision has been made to assure
access and egress for:
16(8) Seule la circulation pi6tonniere, y compris
les activit6s commerciales et les activit&s de
divertissement qui y sont associ6es, est permise sur
une rue ou sur un trongon de rue, aux dates et
heures stipul6es par le directeur g6n6ral, et le chef
de police est ainsi autoris6 a d6tourner la
circulation automobile, sous r6serve que le
directeur g6n6ral ait d'abord confirm& par 6crit et
d6pos6 aupr&s du chef de police, son &valuation :
a) qu'une telle restriction sera favorable au
bien-etre 6conomique, social et culturel de
la communaut6;
b) que des dispositions ad&quates ont 6t&
prises pour garantir 1'acc&s et la sortie :
i) authorized emergency vehicles; i) des v6hicules d'urgence autoris6s;
193
ii) commercial operations fronting on the
street or portion thereof in question;
and
iii) tenants residing in buildings fronting
on the street or portion thereof in
question;
(c) arrangements have been made for:
i) notification of the community
generally and the residents or
businesses located on the street or
portion thereof in question;
ii) personnel to erect, operate and remove
barriers or barricades; and
iii) the collection, separation and removal
of recyclables and solid waste."
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., 2020 signed by:
ii) aux exploitations commerciales
dormant sur la rue ou le trongon de
rue en question;
iii) des locataires qui resident daps des
batiments dormant sur la rue ou le
tronron de rue en question;
c) que des dispositions ont ete prises :
i) pour donner avis a la communaute et
aux residents et commerces situes sur
la rue ou le tronron de rue en
question;
ii) pour permettre aux employes
d'eriger, de manipuler et de retirer les
barrieres ou les barrages; et
iii) pour permettre a la collecte, le tri et
Fenlevement des matieres
recyclables et des ordures. »
EN FOI DE QUOI, The City of Saint John a fait
apposer son sceau municipal sur le present arrete le
2020, avec les signatures
suivantes :
Mayor / maire
Common Clerk / greffier communal
First Reading - Premiere lecture -
Second Reading - Deuxieme lecture -
Third Reading - Troisieme lecture -
194
COUNCIL REPORT
M&C No.
2020-160
Report Date
Click here to enter a date.
Meeting Date
June 22, 2019
Service Area
Public Safety Services
His Worship Mayor Don Darling and Members of Common Council
SUBJECT. Repeal and Replace 'A Bylaw respecting Fees for Fire Protection
Services in The City of Saint John'
OPEN OR CLOSED SESSION
This matter is to be discussed in open session of Common Council.
AUTHORIZATION
Primary Author
Commissioner/Dept. Head
City Manager
Dan LeBlanc
Kevin Clifford
I John Collin
RECOMMENDATION
It is recommended that:
Common Council give first and second reading to the new "A By-law respecting
Fees for Fire Protection Services in The City of Saint John" (Attachment 1) which
shall, provided third reading is given, replace By-law Number34.1, "A By -Law
respecting Fees for Fire Protection Services in The City of Saint John".
EXECUTIVE SUMMARY
One of the revenue generating concepts which arose out of the City's
Sustainability Initiative is the amendment or replacement of the City's Fees for
Fire Protection Services by-law, to include fees for selected Fire Code inspection
services. As Council may recall, the Fees for Fire Protection Services by-law was
created in 2018 to facilitate the recovery of incremental costs for fire protection
/ responses service to insured properties. Revenue collected by way of Schedule
A of the by-law is used to reduce the cost of: purchasing equipment; providing
training; and / or fire prevention activities related to fire inspection and
education. Future revenue collected by way of Schedule B of the by-law will go
to general revenues (Fire).
Where the current Fees for Fire Protection Services By-law does not contain
punitive or non-payment collection clause(s), the additions to the new version of
the by-law only includes item for which services can be withheld until payment is
made. For example, upon adoption of the by-law, charges will be levied in
advance of issuing property information requests or clearance letters for liquor
195
-2-
establishments, day cares and adult residential facilities. It is anticipated that
the new version of the by-law will increase City's revenues by $15,000 to
$30,000 annually with minimal hard costs or lost opportunities. Annual revenues
will vary with business start-ups and/or renovations which involve Fire
Prevention.
For reference purposes and with regards to nuisances, offences and cost
recovery for specific emergency responses, a more comprehensive by-law with
punitive and collection clauses is being drafted.
PREVIOUS RESOLUTION
Common Council, at its meeting of July 9, 2018 enacted By-law Number 34.1, 'A
By-law respecting Fees for Fire Protection Services in The City of Saint John'.
REPORT
As Council is aware, most residential and commercial building insurance policies
provide coverage for a number of "insured perils", including Fire Department
response. By-law Number M-34.1 was created in 2018 to facilitate the recovery
of incremental costs for fire protection / responses service to insured properties.
The revenue collected by way of Schedule A of the by-law is being used to
reduce the cost of: purchasing equipment; providing training; and / or fire
prevention activities related to fire inspection and education. As of May 31,
2020 the City has recovered $49,482 through this by-law.
Schedule A - additions
Where the intent of the original by-law is to seek reimbursement for the
incremental cost to deliver emergency fire responses services, the original
version of the by-law omitted the incremental cost associated with:
• compiling the claim information;
• reviewing the claim; and
• claim submission.
Schedule A of the 2020 version of the by-law now includes an administration /
processing fee for compiling, creating, reviewing and submitting claims. Where
the 'claim' value varies significantly from fire to fire; and where the
administration costs run about the same regardless of claim value, a fixed
administration fee of $285 (per claim) is recommended. This value represents
the City's cost for the various personnel who are involved in the 'claim' process,
including the percentage retained by Fire Marque for successful claims.
Schedule B - new
In response to the Sustainability Initiative, several revenue opportunities were
identified which can be facilitated through the addition of a Schedule B. These
revenue opportunities consist of current Fire Prevention and Investigation
196
am
activities which other regulating authorities currently collect fees; leaving the
City as the only regulatory body not collecting a fee. For example, every liquor
establishment, Adult Residential Facility, and Day Care (to name a few) pay
licensing fees to the Government of New Brunswick. These same facilities
require a clearance letter (no outstanding violations) from the Fire Department's
Fire Prevention and Investigation Division, for which no fee is currently collected.
Discussions have taken place with the various regulating authorities (GNB) and
their input was incorporated into the creation of Schedule B. In summary and
upon enactment of the new by-law, charges will be levied in advance of:
• Firework and pyrotechnic permits;
• Fire Watches facilitated by the Fire Department;
• The release of Fire Department Reports;
• A second or subsequent re -inspection of an establishment requiring an
annual license renewal or occupancy number;
• Occupancy number / permit for new or renovated restaurants or liquor
establishments;
• Clearance letters for day cares and adult residential facilities; and
• Property information requests.
Where the original and new version of this by-law do not have punitive articles
for failure to comply, the items in Schedule B pertain only to services which do
not have to be rendered until payment is received. Thus, punitive action is not
required.
In other words, where the by-law is not designed to be punitive, the proposed
Schedule B items do not include Fire Department responses where services are
delivered before it can be determined if a fee is applicable (e.g. repeated false
alarms, expired fire alarm system tests, etc.). These potential cost recovery
items will form part of another proposed by-law.
Impact to service levels
The impact to service levels consists of the incremental administrative time to
ensure payments are made through the Cashier's Office (prior to scheduling the
relevant 'inspection' or issuance of the applicable 'letter'). On average, the new
steps add approximately 5-minutes to each 'activity'; not significant when
compared to the revenue opportunity.
STRATEGIC ALIGNMENT
As part of the Sustainability Initiative, the proposed by-law replacement
supports the financial wellbeing of The City of Saint John.
197
-4-
SERVICE AND FINANCIAL OUTCOMES
It is anticipated that the new version of the by-law will increase general revenues
by $15,000 to $30,000 annually with minimal hard costs or lost opportunities. At
this time, only a revenue range can be provided. This is due to the normal
annual variation in business activities involving the Fire Prevention. The impact
of COVID-19 is yet to be determined (e.g. business closures or fewer start-ups).
INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS
This bylaw replacement is part of the City's Sustainability Initiative and has a
defined Project Charter. The Sustainability Team is aware of this submission.
Legal provided significant input in the new by-law document.
Consultations were undertaken with the regulating stakeholder (Public Safety,
Social Development, Education and Early Childhood Development) who in turn
will assist with notifying the applicable parties they regulate.
A consultation took place with the primary vendor of fireworks in the City of
Saint John.
ATTACHMENTS
Attachment 1: By -Law Number LG- , A By-law respecting Fees for Fire Protection
Services in The City of Saint John
HE
THE CITY OF SAINT JOHN
NEW BRUNSWICK
A By-law respecting Fees for
Fire Protection Services in
The City of Saint John
By-law Number LG -
An uncertified copy of this by-law
is available online
Arrete concernant les droits
associes aux
services de protection contre
les incendies de The City of
Saint John
Arrete numero LG -
Une copie non certifiee de 1'arrete
est disponible en ligne
199
-2-
TABLE OF CONTENTS
TABLE DES MATIERES
Section
Description
Page
Article
Designation
Page
Recitals
Pr6ambule
1
Title
3
1
Titre
3
2
Definitions
3
2
Definitions
3
3
Interpretation
6
3
Interpretation
6
4
Fees
7
4
Droits
7
5
Repeal
7
5
Abrogation
7
Schedule "A"
9
Annexe « A »
9
Schedule "B"
11
Annexe « B »
11
200
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RECITALS
AND WHEREAS, The City of Saint John deems
it advisable to make this by-law to establish fees for
fire protection services provided by or on behalf of
the local government;
WHEREAS, paragraph 10(1)(i) of the Local
Governance Act, S.N.B. 2017, c. 18, authorizes a
local government to make by-laws for municipal
purposes respecting programs and services
provided by or on behalf of the local government;
AND WHEREAS, paragraph 10(6)(d) of the Local
Governance Act authorizes a local government to
establish fees for programs or services provided by
or on behalf of the local government;
AND WHEREAS, notice of this by-law, and of the
Common Council meeting at which this By-law
was discussed, was provided in accordance with the
provisions of the Local Governance Act.
NOW THEREFORE, the Common Council of
The City of Saint John, enacts as follows:
Title
PREAMBULE
ATTENDU QUE, The City of Saint John estime
souhaitable d'adopter le present arrete pour fixer
des droits pour les services de protection contre les
incendies offerts par ou pour le compte du
gouvernement local.
ATTENDU QUE, 1'alinea 10(1)i) de la Loi sur la
gouvernance locale, L.N.-B. 2017, ch. 18, autorise
un gouvernement local a prendre des arretes a des
fins municipales concernant les programmes et les
services qu'il fournit ou qui sont fournis pour son
compte; et
ATTENDU QUE, l'alinea 10(6)d) de la Loi sur la
gouvernance locale autorise un gouvernement
local a fixer des droits au titre des programmes ou
des services que fournissent le gouvernement local
ou qui sont fournis pour son compte; et
ATTENDU QUE, avis du present arrete et de la
reunion du conseil communal a laquelle it a ete
debattu a ete donne conformement a la Loi sur la
gouvernance locale.
A CES CAUSES, le conseil communal de The City
of Saint John edicte :
Titre
1 This By-law may be cited as the Fire 1 Le present arrete peut We cite sous le titre
Protection Fees By -Law (hereinafter the `By- Arrete concernant les droits associes a la
law"). protection contre les incendies (ci-apres
1'arrete ».
Definitions
Definitions
2 The following definitions apply in this By- 2 Les definitions qui suivent s'appliquent au
law. present arrete.
"building" means any structure used or intended
for supporting or sheltering any use or occupancy;
(bdtiment)
bitiment » designe toute construction utilisee ou
destine a &re utilisee pour abriter ou recevoir des
personnes, des animaux ou des choses; (building)
201
"City" means The City of Saint John; « municipalite » designe The City of Saint John;
(municipalite) (City)
"Common Council" means the elected municipal
council of the City; (conseil communal)
"Fire Chief' means the Chief of the Fire
Department of the City; (chef des pompiers)
"fire code" means the current edition of the
National Fire Code of Canada adopted by the
Province of New Brunswick in the Fire Prevention
and Inspection Regulation, NB Reg 82-20; (code
de prevention des incendies)
"Fire Department" means the Fire Department of
the City; (division des services d'incendies)
"fire inspection" means an inspection carried out
by a fire prevention officer or local assistant to
determine compliance with the building standards
and fire prevention standards incorporated in the
Fire Prevention and Inspection Regulation, NB
Reg 82-20, and prescribed for the purposes of the
Fire Prevention Act, R.S.N.B. 1973, c F-13;
(inspection de securite-incendie)
"fire inspection clearance letter" means a letter or
electronic correspondence indicating that with
respect to a particular building or occupancy there
are no violations or that the outstanding violations
were corrected; (lettre d'attestation d'inspection de
securite-incendie)
"fire inspection frequency schedule" means the
fire inspection frequency schedule for the
inspection of buildings in the Province of New
Brunswick adopted by the Office of the Fire
Marshal in Bulletin No.2015-02; (calendrier
o conseil communal » designe les membres elus
du conseil municipal de la municipalite; (Common
Council)
chef des pompiers » designe le chef de la
division des services d'incendies de la
municipalite; (Fire Chief)
o code de prevention des incendies » designe
1'edition actuelle du Code national de prevention
des incendies du Canada adopte par la province du
Nouveau -Brunswick dans le Reglement sur
l'inspection et sur la prevention des incendies,
Regl. du N.-B. 82-20; (fire code)
o division des services d'incendies » designe la
division des services d'incendies de la
municipalite; (Fire Department);
o inspection de securite-incendie » designe une
inspection menee par un agent de prevention des
incendies ou un assistant local pour determiner la
conformite aux normes de construction et de
prevention des incendies integree dans le
Reglement sur linspection et sur la prevention des
incendies, Regl. du N.-B. 82-20, et et visee par
reglement pour 1'application de la Loi sur la
prevention des incendies, L.R.N.-B.1973,
ch. F-13; ire inspection)
o lettre d'attestation d'inspection de
securite-incendie » designe une lettre ou une
correspondance electronique qui precise qu'en ce
qui concerne un batiment ou une occupation
quelconque aucune infraction n'existe ou que les
infractions qui avaient ete identifiees ont ete
corrigees; ire inspection clearance letter)
o calendrier visant la frequence des inspections
de securite-incendie » designe le calendrier visant
la frequence des inspections de securite-incendie
pour Finspection des batiments dans la province du
Nouveau -Brunswick adopte par le Bureau du
202
-5-
visant la frequence des inspections de prevot des incendies dans le Bulletin n° 2015-02;
securite-incendie) ire inspection frequency schedule)
"fire prevention officer" means a fire prevention
officer appointed under the Saint John Fire
Protection By-law, By-law Number M-34, or a
local assistant appointed under the Fire Prevention
Act, R.S.N.B. 1973, c F-13; (agent de prevention
des incendies)
"fire watch" means the active process of keeping
watch or patrol on hot works or fire hazards in an
area which does not have working automatic fire
warning systems or fire suppression systems;
(piquet d'incendie)
"fireworks" means and includes any combustible
or explosive composition, or any substance or
combination of substances, or articles prepared for
the purpose of producing a visible or an audible
effect by combustion, explosion, deflagration or
detonation; (pieces d'artifice)
"fireworks permit" means a permit issued under
the Saint John City Fireworks By-law, By-law
Number C-5; (permis pour les pieces d'artifice)
"local assistant" means a local assistant appointed
under the Fire Prevention Act, R.S.N.B. 1973,
c F-13; (assistant local)
"occupancy" means and includes assembly
occupancy, care occupancy, mercantile occupancy,
residential occupancy and treatment occupancy, as
defined under the fire code; (usage)
"occupant load" means the number of persons for
which a building or part thereof is designed;
(nombre de personnel)
"occupant load card" means a card containing the
occupant load of a building; (carte indiquant le
nombre de personnel)
agent de prevention des incendies » designe un
agent de prevention des incendies nomme en vertu
de 1'Arrete sur la protection contre les incendies de
Saint John, arrete numbro M-34, ou un assistant
local nomme en vertu de la Loi sur la prevention
des incendies, L.R.N.-B. 1973, ch. F-13; ire
prevention officer)
piquet d'incendie » design le processus actif de
surveiller ou de patrouiller les travaux a chaud ou
les risques d'incendie dans un secteur qui n'est pas
muni de systeme d'alarme incendie automatique ou
de systeme d'extinction des incendies; ire watch)
pieces d'artifice » designe et s'entend
notamment de tout compose combustible ou
explosif, de toute substance ou combinaiion de
substances ou d'articles prepares en vue de
produire un effet visible ou audible par combustion,
explosion, deflagration ou detonation; (fireworks)
permis pour les pieces d'artifice » designe un
permis delivre en vertu de 1'Arrete de Saint John
sur les pieces d'artifice; fireworks permit)
assistant local » designe un assistant local
nomme en vertu de la Loi sur la prevention des
incendies, L.R.N.-B. 1973, ch. F-13 ; (local
assistant)
usage » designe et inclut les etablissements de
reunions, les etablissements de soins, les
etablissements commerciaux, les habitations et les
etablissements de traitement, tels que definis dans
le code de prevention des incendies; (occupancy)
nombre de personnes » designe le nombre
d'occupants pour lequel un batiment, ou une partie
de batiment, est conqu; (occupant load)
carte indiquant le nombre de personnes »
designe une carte qui indique le nombre de
203
WIN
"person" includes a corporation, partnership or
society and the heirs, executors, administrators or
other legal representatives of a person as well as
any owner, occupant, tenant or other person having
use, occupation, charge or control of any building,
structure or place in the City; (personne)
personnes pour lequel un batiment est conqu;
(occupant load card)
personne » y sont assimiles une corporation, une
societe en nom collectif, une societe, et les heritiers,
executeurs testamentaires, administrateurs ou
autres representants legaux d'une personne, de
meme que tout proprietaire, occupant, locataire ou
autre personne ayant l'usage, l'occupation, la garde
on la surveillance d'un batiment, d'une
construction ou d'un endroit dans la municipalite
de Saint John; (person)
"pyrotechnics" means a fireworks display; « pyrotechnie » design le tir de pieces d'artifice;
(pyrotechnie) (pyrotechnics)
"special event" means
(a) a public event conducted for the
advancement of charitable, educational or
community objectives,
(b) a public event designated by the City as an
event of significance to the City, or
(c) a public event conducted without the
intention of commercial or personal gain or
profit. (evenement special)
Interpretation
3 Rules for interpretation of the language used
in this By-law are contained in the lettered
paragraphs as follows:
(a) The captions, article and section
names and numbers appearing in this By-
law are for convenience of reference only
and have no effect on its interpretation.
(b) This By-law is to be read with all
changes of gender or number required by the
context.
evenement special » designe
a) un evenement public organise en vue de
1'avancement d'objectifs caritatifs, educatifs
ou communautaires,
b) un evenement public designe par la
municipalite comme ayant une portee
importante pour la municipalite, ou
c) un evenement public organise sans aucun but
commercial ou qui ne soit pas organise en vue
de rapporter un gain personnel ou de faire un
profit personnel. (special event)
Interpretation
3 Les regles d'interpretation suivantes
s'appliquent au present arrete :
a) Les titres, intertitres et numbros des
dispositions ne servent qu'a faciliter la
consultation de 1'arrete et ne doivent pas
servir a son interpretation.
b) Le genre ou le nombre
grammaticaux doivent etre adaptes au
contexte.
204
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(c) Each reference to legislation in this
By-law is printed in Italic font. The
reference is intended to include all
applicable amendments to the legislation,
including successor legislation. Where this
By-law references other by-laws of the City,
the term is intended to include all applicable
amendments to those by-laws, including
successor by-laws.
(d) The requirements of this By-law are
in addition to any requirements contained in
any other applicable by-laws of the City or
applicable provincial or federal statutes or
regulations.
(e) If any section, subsection, part or
parts or provision of this By-law, is for any
reason declared by a court or tribunal of
competent jurisdiction to be invalid, the
ruling shall not affect the validity of the By-
law as a whole, nor any other part of it.
(f) The Schedules attached to this By-
law are included in and shall be considered
part of this By-law.
Fees
4(1) The City shall collect fees for fire protection
services delivered by the Fire Department as
described in Schedules A and B.
c) Les renvois legislatifs paraissent en
italique. Le renvoi a une loi vise egalement
les modifications qui s'y appliquent, y
compris toute legislation de remplacement.
Les renvois a d'autres arretes de The City of
Saint John visent egalement les
modifications qui s'y appliquent, y compris
tout arrete de remplacement.
d) Les obligations qu'il cree s'ajoutent
a celles decoulant d'autres arretes
applicables de The City of Saint John ou des
lois ou reglements federaux ou provinciaux
applicables.
e) Si une disposition quelconque est
declaree invalide par un tribunal competent
pour quelque motif que ce soit, la decision
n' entache en rien la validity de F arrete dans
son ensemble ni de toute autre disposition.
f) Les annexes jointes au present arrete
sont incluses et doivent &re considerees
comme faisant partie du present arrete.
Droits
4(1) La municipalite pergoit des droits au titre des
services de protection contre les incendies fournis
par la division des services d'incendies comme
decrits a 1'annexe « A » et a 1'annexe « B ».
4(2) A person shall pay the fees described in 4(2) Une personne paie les droits decrits a
Schedules A and B. 1'annexe « A » et a 1'annexe « B ».
Repeal
5 A By-law of The City of Saint John enacted
on the 9th day of July 2018 entitled "By-law
Number M-34.1, A By-law respecting Fees for Fire
Protection Services in The City of Saint John" and
all amendments thereto are repealed.
Abrogation
5 L'arrete de The City of Saint John Micte le
9e jour de juillet 2018 intitule « Arrete N M-34.1,
Arrete concernant les droits associes aux services
de protection contre les incendies de The City of
Saint John », ensemble ses modifications, sont
abroges.
205
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
June, A.D. 2020 and signed by:
First Reading
Second Reading
Third Reading
EN FOI DE QUOI, The City of Saint John a fait
apposer son sceau municipal sur le present ARRETE
le juin 2020, avec les signatures suivantes :
Mayor/Maire
Common Clerk/Greffiere communale
Premiere lecture
Deuxieme lecture
Troisieme lecture
SCHEDULE "A"
ANNEXE « A »
Item No. 1
Emergency Response Services
Rubrique N° 1
Services d'intervention d'urgence
206
Expenses or cost recovery for emergency response
Depenses ou recouvrement des couts associes aux
services with respect to insured perils as identified in
services d'intervention d'urgence en ce qui a trait aux
affected properties insurance policy
risques assurables tels qu'identifies dans la police
d'assurance de la propriete concernee
Description
Fees
Description
Droits
Overtime personnel
Cofit associe an
cost:
personnel qui effectue
des heures
supplementaires
• Management
Expenses as outlined in
• Employes cadres
Depenses comme prevues
employees
the management terms
dans les modalites et
and conditions
conditions d'emploi des
employes -cadres
• Unionized employees
Expenses as outlined in
• Employes syndiques
Depenses comme prevues
the current collective
dans la convention
agreement
collective actuelle
• Salvage Corp cost for
Expenses to mobilize the
. Cout associe a la
Depenses associees a la
security
Saint John Fire Police
securite offerte par le
mobilisation du Saint
Salvage Corps for
corps de sauvetage
John Fire Police Salvage
security of the scene
Corps pour assurer la
securite des lieux
Personnel rehabilitation
Incident cost related to
Cout associe a la
Cout de Fintervention
cost:
providing nourishment to
rehabilitation du
associe a la nourriture
response crews
personnel :
offerte aux equipes
d'intervention
Emergency response
Unites des interventions
units:
d'urgence:
• Destroyed equipment
Replacement cost less
• Equipement detruit
Cout de remplacement
depreciation
moins la depreciation
• Maintenance / repair
Actual cost of
• Entretien/reparation
Cout reel de Fentretien ou
of equipment used at
maintenance and /or
d'equipement utilise
de la reparation
emergency incident
repair
lors d'une intervention
d'urgence
• Firefighter gear -
1/100 cost per hour per
• Equipement de
1/100 du cout horaire par
complete ensemble
person
pompier — equipement
personne
complet
• Firefighter SCBA /
1/100 cost per hour per
• Pompier APRA /
1/100 du cout horaire par
thermal imager
person
imageur thermique
personne
207
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• Air monitoring /
1/100 cost per hour
• Surveillance de
1/100 du cout horaire
detection equipment
fair/equipement de
detection
• Power tools / hydraulic
1/100 cost per hour
• Outils
1/100 du cout horaire
equipment
electriques/equipement
hydraulique
Materials cost:
Coast des materiaux
• Water
Rate as established per
• Eau
Taux tel qu'etabli par
Saint John Water
Saint John Water
• Foam
Replacement cost of used
• Mousse
Cout de remplacement de
quantity
la quantity utilisee
• Plus any additional
Cost specific to each
• Plus tout cout
Cout specifique associe a
costs for each and
incident
additionnel associe a
chaque intervention
every incident
chaque intervention
Demolition cost:
Cout de demolition :
• Raze fire damaged
Cost associated with
• Raser un batiment
Cout associe a la
building
demolishing fire damage
endommage par un
demolition d'un batiment
building
incendie
endommage par un
incendie
• Remove debris
Cost to remove and
• Eliminer les debris
Cout associe au retrait et a
dispose of debris from fire
1'e1imination des debris
damaged building or
provenant d'un batiment
property
ou d'une propriete
endommagee par un
incendie
Administration cost:
Frais administratifs
• Gathering and
$285.00
• Collecte et
285 $
recording of
enregistrement de
information including
Finformation y
submission process
compris le processus
de soumission.
SCHEDULE "B"
ANNEXE « B »
Item No. 1
Stand-by Services
Rubrique N° 1
Services d'astreinte
I
-11-
Expenses or cost recovery for stand-by services
Depenses ou recouvrement des couts associes aux
services d'astreinte
Description
Fees
Description
Droits
• Fireworks
$500.00 per hour
• Pieces d'artifice
500 $/1'heure
• Pyrotechnics
$125.00 per hour for each
• Tir de pieces d'artifice
125 $/1'heure pour
(minimum attendance
fire prevention officer
(participation
chaque agent de
of 3 hours)
minimale de 3 heures)
prevention des incendies
• Fire watch
$500.00 per hour
• Piquet d'incendie
500 $/1'heure
Item No. 2
Rubrique N° 2
Reports and Requests
Rapports et demandes
Expenses and cost recovery for the search, production,
Depenses et recouvrement des couts pour la recherche,
redaction (if applicable), processing and distribution of
la production, le caviardage (si applicable), le
reports and requests related to fire inspections and fire
traitement et la distribution de rapports et de demandes
investigations
liees aux inspections de securite-incendie et aux
enquetes sur les incendies
Description
Fees
Description
Droits
• Incident report
$125.00
• Rapport d'incident
125 $
(standard)
(standard)
• Incident report
$250.00
. Rapport d'incident
250 $
(including fire
(incluant la portion
investigation narrative)
narrative de 1'enquete
sur un incendie)
• Fire investigation
$250.00
• Rapport d'enquete sur
250 $
report
un incendie (version
(summary version)
sommaire)
• Fire investigation
$1,500.00
. Rapport d'enquete sur
1 500 $
report (complete
un incendie (version
version, including
complete incluant les
pictures and/or videos)
photos et/ou videos)
• Review of fire
$125.00 per hour for each
• Revision d'un rapport
125 $1'heure pour chaque
investigation report by
fire prevention officer
d'enquete sur un
agent de prevention des
fire prevention officer
during regular office
incendie par un agent
incendies durant les
hours
de prevention des
heures regulieres de
incendies
bureau
$200.00 per hour for each
200 $1'heure pour chaque
fire prevention officer
agent de prevention des
incendies a 1'exterieur des
209
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outside of regular office
heures regulieres de
hours
bureau
• Property information
$125.00 per civic address
• Demande de
125 $ par adresse
request
or $125.00 per rental unit
renseignements
municipale on 125 $ par
up to a maximum of
concernant une
logement locatif jusqu'a
$1,500.00
propriete
un maximum de 1 500 $
$250.00 per civic address
250 $ par adresse
or $250.00 per rental unit
municipale ou 250 $ par
up to a maximum of
logement locatif jusqu'a
$3,000.00 if request is to
un maximum de 3 000 $
be processed within three
si la demande doit &re
(3) business days or less
traitee a l'interieur de
trois (3) jours ouvrables
ou moins
Item No. 3
Rubrique N° 3
Fire Inspections
Inspections de securite-incendie
Expenses or cost recovery for fire inspections following
Depenses ou recouvrement des couts pour les
the fixed fire inspection frequency schedule including
inspections de securite-incendie suivant le calendrier
second and subsequent re -inspections
visant la frequence de securite-incendie etabli, incluant
Finspection effectuee une deuxieme fois et toute
inspection subsequente.
Description
Fees
Description
Droits
• Fire inspection
No fees applicable
• Inspection de
Aucun droit applicable
(following fixed fire
securite-incendie
inspection frequency
(suivant un calendrier
schedule)
visant la frequence de
securite-incendie
etabli)
• First re -inspection
No fees applicable
Inspection effectuee a
Aucun droit applicable
nouveau (premiere
fois)
• Second and
$300.00 per re -inspection
• Inspection effectuee a
300 $ par inspection
subsequent
nouveau pour une
effectuee a nouveau
re -inspections
deuxieme fois et toute
The fee is refundable if
inspection subsequente
Le droit est remboursable
the outstanding violations
si les infractions ont ete
were corrected
corrigees
• Fire inspection
$150.00 per letter
• Lettre d'attestation
150 $ par lettre
clearance letter
d'inspection de
$50.00 if letter required
securite-incendie
for a special event
210
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50 $ si la lettre est requise
pour un Mnement
special
• Calculation of
$100.00 per calculation
• Calcul du nombre de
100 $ par calcul
occupant load
personnes (sauf dans le
(except for new
$200.00 per calculation
cas d'une nouvelle
200 $ par calcul si la
construction or when
if request is to be
construction ou
demande doit &re trait&e
included in a fire
processed within six (6)
lorsqu'il est inclus
en six (6) jours ouvrables
inspection clearance
business days or less
dans une lettre
ou moins
letter)
d' attestation
d'inspection de
s6curit6-incendie)
• Replacement of
$50.00 per replacement
• Remplacement d'une
50 $ par remplacement
occupant load card
carte indiquant le
$100.00 per replacement
nombre de personnes
100 $ par remplacement si
if re -calculation of
le recalcul du nombre de
occupant load is required
personnes est requis
• Request for fire
$250.00 per civic address
Demande d'inspection
250 $ par adresse
inspection
or $250.00 per rental unit
de s6curit6-incendie (a
municipale ou 250 $ par
(outside of fixed fire
up to a maximum of
1'ext&rieur du
logement locatif jusqu'a
inspection frequency
$2,500.00
calendrier visant la
un maximum de 2 500 $
schedule)
frequence de
s6curit6-incendie
6tabli)
Item No. 4
Rubrique N° 4
Evidence
Elements de preuve
Expenses or cost recovery pertaining to the handling,
D6penses ou recouvrement des couts relatifs a la
storage and visual examination by third parties of fire
manutention, a 1'entreposage et a 1'examen visuel par
investigation evidence
des tierces parties d'616ments de preuve associ6s a une
enquete sur un incendie
Description
Fees
Description
Droits
• Storage of retained
$50.00 a month per item
. L'entreposage
50 $ par moil par article
evidence
d'616ments de preuve
(beyond the date of
conserv&s (au-dela de
completion of the
la date de finalisation
preliminary fire
du rapport d'enqu6te
investigation report)
pr6liminaire sur un
incendie)
• Retained evidence
$88.00 per hour during
. &ments de preuve
88 $1'heure durant les
(visual examination by
regular office hours
conserv&s (examen
heures r6guli6res de
third parties)
visuel par des tierces
bureau
parties)
211
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$125.00 per hour outside
125 $ Fheure a 1'exterieur
of regular office hours
des heures regulieres de
bureau
Item No. 5
Rubrique N° 5
Permits and Other Services
Permis et autres services
Expenses or cost recovery for permits and non-
Depenses et recouvrement des couts pour les permis et
emergency response services
les services d'intervention non urgents
Description
Fees
Description
Droits
• Fireworks permit
$50.00 for a special event
• Permis pour pieces
50 $ pour un evenement
or $100.00 if the
d'artifice
special ou 100 $ si la
application is to be
demande doit etre traitee
processed within eight (8)
dans les huit (8) jours
business days of the
ouvrables de la date
scheduled date for the
prevue de 1'evenement
special event
special
$150.00 for all other
150 $ pour tout autre
events or $300.00 if
evenement ou 300 $ si la
application is to be
demande doit etre traitee
processed within eight (8)
dans les huit (8) jours
business days of the
ouvrables de la date
scheduled date for the
prevue de 1'evenement
event
• Request for any other
$75.00 per request
• Demande pour toute
75 $ par demande
purpose not expressly
autre fin non specifiee
provided for in this
dans la presente
Schedule
annexe
212
COMMON COUNCIL REPORT
M&C No.
2020 - 154
Report Date
June 16, 2020
Meeting Date
June 22, 2020
Service Area
Public Safety Services
His Worship Mayor Don Darling and Members of Common Council
SUBJECT. Sustainability and Fire Service WorkForce Adjustment
OPEN SSESSION
This matter is to be discussed in open session
AUTHORIZATION
Primary Author
Commissioner/Dept. Head
City Manager
Kevin Clifford
Kevin Clifford
John Collin
RECOMMENDATION
It is recommended that Common Council:
• Approves the following 12 & 12 reduction model as it relates to identifying the $1.875M
cost reduction that the fire service is responsible for as part of the 2021/2022
sustainability plan which necessitates that:
o Council authorizes the closure of No. 8 Fire Station in Millidgevile and
terminates fire response operations from that location.
o Council authorizes a reduction of 12 permanent firefighters from the
establishment of the Saint John Fire Department. The 12 permanent
firefighters shall consist of one Captain, one Qualified Captain, two Lieutenants,
four Qualified Lieutenants and four Firefighters.
o Coucil authorizes that the maximum compliment of Holiday Relief Firefighters
be reduced by 12 such that the maximum number of Holiday Relef Firefighters
employed at any one time is 20.
o While Council adopts the "12 & 12 reduction model" as the end objective for
the sustainability plan. Council also authorizes that a "transition reduction
model" to the 12 & 12 reduction model be utilized with the condition that the
financial target for both 2021 & 2022 is attained.
o Council authorizes a fire service review. The fire service review shall consider
the City of Saint John financial position, the risk profile of the community, and
applicable NFPA standards. The review will be tasked to map out a fire service
strategy and applicable fire service level for the City of Saint John for the next
15 years.
EXECUTIVE SUMMARY
The City's current sustainability challenges are well documented in Sustaining Saint John — A
Three Part Plan and previous Reports to Council. As the community has been well advised, City
staff have determined that Saint John will have a $10M dollar deficit for both 2021 and 2022.
Given the fact that municipalites are not allowed to carry a defit in New Brunswick, the City has
identified how it will respond to its deficit position.
213
-2-
After much discussion in both Committee of the Whole and Open Session of Common Council
and after reviewing the findings of the Provincial Government sponsored Gardner Pinfold and
Ernst and Young reports, Common Council made the determination that $61M of the $10M deficit
be addressed through reductions in people costs. To this end, it has been determined by
Common Council that the fire service share of the $6M workforce adjustment is to be $1.875M.
A reduction of $1.875M within the fire service budget cannot be realized without closing one of
the City's seven fire stations. Closing a fire station is indeed a service reduction that is expected
to contribute to some increased response times for some areas of the community, some reduced
firefighter capacity at incidents that are resource intensive, and some limitations in our fire
service's capacity to respond to simultaneous emergency calls.
As part of the identified fire service reduction and in recognition that this municipality needs
stability for its fire service, a comprehensive fire service review is proposed. It is the intention of
the proposed fire service review to identify the service level the citizens can expect, at an
affordable rate and map out a fire service strategy for the next 15 years. Citizens need to have an
expected service level that considers affordability, risk and relevant standards.
Further to the fire service reductions and the removal of fire operations from the Millidgeville
location, the fire station on Millidge Avenue will be maintained as a municipal facility for staging
of equipment, and/or a backup EMO site, until such time as the fire service review is complete.
The Millidgeville station has been identified as being the least vulnerable to the risk exposure of
the Saint John community. Millidgeville does possess some of the most valuable real estate in
Saint John and has a number of large occupancy units. However, modern construction, modern
subdivision plans, and extensive use of fire suppression and alarm systems are all helpful in
minimizing the risk that an increased response time presents, particularly over the other station
locations. The Millidgeville fire station location is also one of the perimeter locations (former
house of an in-service tanker/water shuttle unit) and although not as remote as the Manchester
Avenue or Loch Lomond Road fire stations, it does not have the same volume of
large/dense/industrialized occupancies in its first response coverage area, as the main units in
the core of the City (R4,LT1,E1,Q5,E6).
Given the reality that a station closure is the only means to attain the identified $1.875M cost
reduction, three separate models were assessed as to best place the fire service on a stable
response profile for the Saint John community moving forward. Ultimately a 12 & 12 reduction
model (reduce 12 permanent and 12 holiday relief firefighters) has been identified as the end
objective for attaining the cost savings of $1.875M and best sustaining the remaining service
level. However, immediate implementation of the 12 & 12 reduction model presents a number
of challenges and imposes the most negative consequences for the employees. A recommended
"transition reduction model" will support implementation of the identified reductions to the fire
department (12 & 12 reduction model), while providing the least impact to the workforce that
are the future of the fire service.
The transition reduction model will only be utilized / sustained if the financial targets are
attained. If the financial targets are not attained through the transition reduction model, an
immediate shift to the 12 & 12 reduction model will be initiated - most likely leading to
additional layoffs.
The Saint John Fire Department will begin the transition reduction model no later than December
315t 2020 but as soon as possible. At that time, No. 8 Station will close and fire response
operations from that location will cease. During the period leading to closing, fire dispatch and
response scenarios, fleet and equipment assets, as well as crtical equipment infrastructure will
be redesigned/relocated as necessary.
214
am
PREVIOUS RESOLUTION
May 4t", 2020:
Moved by Councillor Armstrong, seconded by Councillor Merrithew: RESOLVED that the City
Manager be directed to look at a further $1M in reductions in workforce adjustment...
MOTION CARRIED
November 4t" , 2019:
Committee of the Whole- Moved by Councillor Sullivan, seconded by Councillor Norton:
RESOLVED that the City Manager be directed to address 50% of the deficit in 2021 and 2022
through workforce adjustments and policy changes; and that the City Manager be authorized to
consider $1-3 million in restructuring funds to facilitate potential buyouts and corresponding
workforce reductions. MOTION CARRIED.
December 2nd , 2019:
12.2.6- Workforce Adjustment Addressing the Deficit 2021 and 2022. RESOLVED that as
recommended by the City Manager in the submitted report entitle M&C 2019-323 Workforce
Adjustments0 Addressing the Deficit 2021 and 2022, Common Council direct the City Manager to
address 50% of the entirety of the deficit in the 2021 and 2022 through workforce adjustments and
personnel policy changes; and that the City Manager be authorized to draw up to $2 million from
the restructuring reserve funds to facilitate and/or encourage early departures to achieve any
necessary workforce reductions.
MOTION CARRIED
REPORT
�H1109 elLIMED
The City's current sustainability challenges are well documented in Sustaining Saint John — A
Three Part Plan and previous Reports to Council. As the community has been well advised, City
staff have determined that Saint John will have a $10M dollar deficit for both 2021 and 2022.
Given the fact that municipalites are not allowed to carry a defiit the City needs to identify how it
will respond to the deficit position.
On October 7,t" 2019, the City Manager presented a number of ideas to be considered to address
the entirety of the deficit for 2021 and 2022. Upon review and further refinement of the ideas it
was the decision of Council that 50% of the entirety of the deficit be addressed through
reductions in people costs.
Subsequent to the October resolution, and afterfurther discussion on all sustainability intiatives
and with the preliminary review of the findings of the Gardner Pinfold and Ernst & Young reports,
Common Council directed the City Manager to look at a further $1M in reductions in workforce
adjustments. To this end, it has been determnined that the fire services share of the total $6M
workforce adjustment is to be $1.875M.
FIRE SERVICE REDUCTION
A reduction of $1.875M within the fire service budget cannot be realized without closing one of
the City's seven fire stations. With overall personnel cost exceeding 90% of the fire department's
operating budget and fire operations personnel representing 95% of the personnel cost, there is
no other path to finding $1.875M but to close a fire station. Closing a fire station is indeed a
service reduction that is expected to contribute to some increased response times for some
areas of the community, some reduced firefighter capacity at incidents that are resource
intensive, and some limitations in our fire service's capacity to respond to simultaneous
emergency calls.
215
-4-
Of important note. All City services are seeing reductions in order to achieve our budgetary
requirements. Put simply, we must live within our means. Longer -term stability will be achieved
once the City's entire sustainability plan plan is implemented; including those itiatives where
provincial assistance and leasdership is required. Without full implementation, the City will most
likely have to look at even more reductions to the suite of services it provides the citizens of Saint
John.
The "12 & 12 reduction model" (and the transition redution model) as presented, will attain the
directed cost reductions while at the same time attempt to introduce response deployment
stability. Although the fire service will be smaller than today (Attachment A), the department will
have the flexibility (including overtime if necessary), and a high probability of sustaining the new
service level (Attachment B) on a day-to-day basis.
FIRE SERVICE REVIEW
As part of the presented fire service reduction and in recognition that the City needs stability for
its fire service, a comprehensive fire service review is proposed. It is the intention of the
proposed fire service review to identify the service level the citizens can expect and map out a
fire service strategy for the next 15 years. The fire service review needs to consider the risk
profile of the community against NFPA standards and the City of Saint John financial realities.
Citizens need to have an expected service level that considers affordability, risk and relevant
standards. Further to the proposed reductions and the removal of fire operations from the
Millidgeville location, the actual fire station building on Millidge Avenue will be maintained as a
municipal facility for staging of equipment, and/or a backup EMO site, until such time as the fire
service review is complete.
WHY NO. 8 STATION?
Choosing which station required detailed analysis. There will be an increase in response time for
the first arriving unit in the area of whichever station is selected to be closed. Millidgeville
possess some of the most valuable real estate in Saint John and has a number of large occupancy
units. However, modern construction, modern subdivision plans, and extensive use of fire
suppression and alarm systems are all helpful in minimizing the risk that an increased response
time presents, particularly over the other station locations. The Millidgeville fire station location
is also one of the perimeter locations (former house of a tanker water supply unit) and although
not as remote as the Manchester Avenue or Loch Lomond Road Fire Stations, it does not have
the same volume of large/dense/industrialized occupancies in its first response coverage area, as
the main units in the core of the City (R4,LT1,E1,Q5,E6)
12 & 12 Reduction Model:
Given the reality that a station closure is the only means to attain the identified $1.875M cost
reduction, three separate models were assessed as to best place the fire service on a stable
response profile for the Saint John community moving forward.
216
5-
Eliminate 12
Eliminate
Eliminate 28
FTE & 12 HRFF
HRFF Program
Holiday Relief
-32 positions
positions
Actual FTE reduction*
20 FTE
22 FTE
19 FTE
Resources available to sustain 7 units
after allowance for absence:
• Shifts available after browning
789.25
181.25
405.25
out 2 — single person tankers
2.16 per day
.50 per day
1.11 per day
• Resources available for
emergency incidents and to call
in staff if need
702,945
419,160
257,038
Projection on the percentage of time
that the seven remaining primary units
90 percent
46 percent
55 percent
are sustained / in service.
*1 holiday relief firefighter equivalent to .67 of an FTE
As presented in the above table the reduction of 12 permanent firefighters and 12 holiday relief
firefighters (equivalent of 20 FTEs being removed) provides the targeted cost reduction while
providing the community with the best possible solution for maintaining the emergency
response capablilry of the remaining fire response units.
Within the "12 & 12 reduction model" fire management will have the resources to use a
combination of provisions to focus on maintaining the remaining Engines(4); ladder(1); Quint(1)
and Rescue(1) units. Fire Management will not be provided unlimited resources; however, there
is a high degree of probability (based on existing statistics) that the Engines, ladder, Quint and
Rescue will be in service with a full compliment of personnel 90 percent of the time or greater.
The 12 & 12 reduction model is the best option for minimizing the impact of the fire service
reductions and attaining the targeted cost reductions. Given that there are a number of
significant challenges and barriers to an immediate implementation of the 12 & 12 reduction
model, a "transition reduction model" (to the 12 & 12 reduction model) will support
implementation of the reductions to the fire department, while providing the least impact to the
workforce (partial reduction through attrition) while ensuring that the identified cost reduction is
attained.
TRANSITION REDUCTION MODEL:
The transition reduction model (Attachment C) allows for the fire service to meet the identified
cost reduction through partial attrition, while limiting the number of holiday relief firefighters
placed on extended layoff to 12 (as opposed to 22). The initial phase of the transition reduction
model closes No. 8 Station and reassigns 16 permanent staff and 10 holiday relief staff to cover
planned absenceS (vacation and long term absence) across the remaining units and ensures that
the reduction of 12 permanent established positions, and 12 holiday relief positions (12 & 12
reduction model) are attained over time through attrition.
The transition reduction model does not provide as many resources for sustaining the remaining
apparatus as does the 12 & 12 reduction model. However, resource conditions do improve with
each retirement, until such time a full transition to the 12 & 12 reduction model occurs.
The transition reduction model will only be utilized / sustained if the financial targets are
attained. If financial targets are not attained through the transition reduction model an
217
9rM
immediate shift to the 12 & 12 reduction model will be initiated - most likely leading to
additional layoffs.
IMPLEMENTATION:
The Saint John Fire Department will begin the transition reduction model no later than December
31't 2020 but as soon as possible. At that time, No. 8 Station will close and fire response
operations from that location will cease. During the period leading to closing, fire dispatch and
response scenarios, fleet and equipment assets, as well as crtical equipment infrastructure will
be redesigned/relocated as necessary.
STRATEGIC ALIGNMENT
The actions and outcomes resulting from this resolution are fully aligned with Council's Priority
"Economic Health" as well as the City's Service Principles of Sustainability
The Fire Service review and 15 year fire service strategy are consistent with councils priority of
efficient public safety services addressing the evolving needs of a growing community
A sustainable Saint John also supports the sustainabity of the Public Safety Services.
SERVICE AND FINANCIAL OUTCOMES
• Closing a fire station is indeed a service reduction that is expected to contribute to some
increased response times for some areas of the community, some reduced firefighter
capacity at incidents that are resource intensive, and some limitations in our fire
service's capacity to respond to simultaneous emergency calls. However, the crews,
dispatch and the leadership of the fire department are all trained to prioritize work and
deal most effectively with various scenarios as they present themselves.
• The "12 & 12 reduction model" as well as the associated "transition reduction model"
will attain the targeted cost reductions and help set a sustainability path; thereby,
possibly avoiding future fire service reductions.
• The proposed fire service review and 15 year fire service strategy could establish fire
service levels for the citizens of Saint John on an ongoing basis
• Despite these challenges, the City of Saint John Fire Service will continue to provide an
efficient and effective fire service, staffed with exceptional public servants with a world
class commitment to public safety
INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS
• The Finance Department has reviewed the financial representations and can attest to
the accuracy of the report.
• The Human Resources Department has been consulted on the identification of the
$1.875M reduction.
• The City Managers Office has been consulted.
r
7-
ATTACHMENTS:
Attachment A —Master Shift for Saint John Fire Department— Current
Attachment B —Master Shift for the Saint John Fire Department —12 & 12 Model
Attachment C—Master Shift for the Saint John Fire Department —Transition Model
/_TJwKI MIItLIOWYII_1
MASTER SHIFT FOR SAINT JOHN FIRE DEPARTMENT
CURRENT
Platoon 1
Platoon Chief 1
Platoon 2
Platoon Chief 2
Platoon 4
Platoon Chief 4
ENGINE I
Officer
Officer
Officer
Officer
Qualified Lim
Qualified Ucut
Qualified Licut
Qualified Lieut
Firefighter
Firefighber
Firefighter
Firefighter
Firefisitter
Firefighter
Firefighter
Firefighter
Ladder I
Officer
Officer
Officer
Officer
Qualified Lim
Qualified Ucut
Qualified Licut
Qualified Lieut
Firefighter
Firefighber
Firefighter
Firefi ter
Firefighter
Firefighter
Firefighter
Firefi to
ENGINE
Officer
Officer
Officer
Officer
Qualified Lim
Qualified Ucut
Qualified Licut
Qualified Lieut
Firefi ter
Firefighter
Firefighter
Firefi to
Firefi ter
Firefighter
Firefighter
Firefi to
TA 2
Firefi ter
Firefighter
Firefighter
Firefi ter
RESCOE 4
Officer
Officer
Officer
Officer
Qualified Liam
Qualified Ucut
Qualified Licut
Qualified Lieut
Firefighter
Firefighter
Firefighter
Firefi ter
Firefighter
Firefighter
Firefighter
Firefi to
QID 5
Officer
Officer
Officer
Officer
Qualified Lim
Qualified Ucut
Qualified Licut
Qualified Lieut
Firefighter
Firefighter
Firefighter
Firefi to
Firefighter
Firefighter
Firefighter
Firefi to
ENGINE 6
Officer
Officer
Officer
Officer
Qualified Lim
Qualified Ucut
Qualified Licut
Qualified Lieut
Firefighter
Firefighter
Firefighter
Firefighter
Firefighter
Firefighter
Firefighter
Firefighter
ENGINE 7
Officer
Officer
Officer
Officer
Qualified Lim
Qualified Lim
Qualified Licut
Qualified Lieut
Firefighter
Firefighter
I Firefighter
Firefighter
Firefisitter
Firefighter
Firefighter
Firefighter
TANK 7
Firefisitter
Firefighter
Firefighter
Faclighter
ENGINE 8
Officer
Officer
Officer
Officer
Qualified Ulm
Qualified Ucut
Qualified Licut
Qualified Lieut
Firefighter
Firefighter
Firefighter
Faclighter
Firefighter
Firefighter
Firefighter
Faclighter
SPARES
8 DRFF
8 HRFF
8 HRFF
8 HRFF
TOTAL
43
43
43
43
219
EM
ATTACIIMENT B
MASTER SHIFT FOR SAINT JOHN FIRE DEPARTMENT
12 & 12 REDUCTION MODEL
Platoon 1
Platoon Chief 1
Platoon 2
Platoon Chief 2
Platoon 4
Platoon Chief 4
ENGINE I
Officer
Officer
Officer
Officer
Qualified Licut
Qualified I: cut
Qualified Licut
Qualified Lieut
Fuefiter
Firefighter
Firefighter
Firefighter
Firefighter
Firefighter
Firefighter
Fuefighter
Ladder
Officer
Officer
Officer
Officer
Qualified Lieut
Qualified Lunt
Qualified Licut
Qualified Lieut
Firefighter
Firefighter
Firefighter
Fuefi ter
Firefighter
Firefighter
Firefighter
Fuefi to
ENGINE2
Officer
Officer
Officer
Officer
Qualified Licut
Qualified heat
Qualified Licut
Qualified Lieut
Fuefiter
Firefighter
Firefighter
Fuefi to
Fuefi ter
Firefighter
Firefighter
Fuefi to
TA 2
Firefiter
Firefighter
Firefighter
Fuefi ter
RESCOE 4
Officer
Officer
Officer
Officer
Qualified Lieut
Qualified heat
QuaUed Licut
QualifiedLieut
Firefighter
Firefighter
Firefighter
Fuefighter
Firefighter
Firefighter
Firefighter
Foefighter
Q�5
Officer
Officer
Officer
Officer
Qualified Licut
Qualified heat
Qualified Licut
Qualified Lieut
Firefi ter
Firefighter
Firefighter
Fnefighter
Firefighter
Firefighter
Firefighter
Firefighter
ENGINE 6
Officer
Officer
Officer
Officer
Qualified Lieut
Qualified heat
Qualified Licut
Qualified Lieut
Firefighter
Firefighter
Firefighter
Fuefi ter
Firefighter
Firefighter
Firefighter
Fuefi ter
ENGINE 7
Officer
Officer
Officer
Officer
Qualified Lieut
Qualified heat
Qualified Licut
Qualified Lient
Firefiter
Firefighter
I Firefighter
Fuefi ter
Firefighter
Firefi2htff
Firefighter
Fuefi ter
TANK'/
Firefi ter
Firefighter
Firefighter
Fuefi ter
SPARES
1PERMANENT
5 NRFF
1PERMANENT
5 NRFF
Ipli WENT
5 HRFF
IPERivNNENT
5 HRFF
TOTAL
39
39
37
39
220
x
ATTACIIMENT C
MASTER SHIFT FOR SAINT JOHN FIRE DEPARTMENT
TRANSITION REDUCTION MODEL
Platoon 1
Platoon Chief 1
Platoon 2
Platoon Chief 2
Platoon 4
Platoon Chief 4
m
ENGINE I
Officer
Officer
Officer
Officer
Qualified Licut
Qualified Licut
Qualified Licut
Qualified Lieut
Firefighter
Firefighter
Firefighter
Firefighter
Firefighter
Firefighter
Firefighter
Fuefighter
Ladder
Officer
Officer
Officer
Officer
Qualified Lieut
Qualified Licut
Qualified Licut
Qualified Lieut
Firefighter
Firefighter
Firefighter
Fuclighter
Firefighter
Firefighter
Firefighter
Fuefi to
ENGINE2
Officer
Officer
Officer
Officer
Qualified Licut
Qualified Licut
Qualified Licut
Qualified Lieut
Firefithter
Firefighter
Firefighter
Fuefi to
Firefighter
Firefighter
Firefighter
Fuefi to
TA 2
Firefithter
Firefighter
Firefighter
Fuefi ter
RESCGE 4
Officer
Officer
Officer
Officer
Qualified Lieut
Qualified Licut
Quethfied Licut
QualifiedLieut
Firefighter
Firefighter
Firefighter
Fuefighter
Firefighter
Firefighter
Firefighter
Faefighter
Q�5
Officer
Officer
Officer
Officer
Qualified Licut
Qualified Licut
Qualified Licut
Qualified Lieut
Firefighter
Firefighter
Firefighter
Fnefighter
Firefighter
Firefighter
Firefighter
Firefighter
ENGINE 6
Officer
Officer
Officer
Officer
Qualified Lieut
Qualified Licut
Qualified Licut
Qualified Lieut
Firefighter
Firefighter
Firefighter
Fnefighter
Firefighter
Firefighter
Firefighter
Fuefi ter
ENGINE 7
Officer
Officer
Officer
Officer
Qualified Lieut
Qualified heat
Qualified Licut
Qualified Lieut
Firefi ter
Firefighter
Firefighter
Fuefi ter
Firefighter
Firefighter
Firefighter
Fuefi ter
TANK ]
Firefighter
Firefighter
Firefighter
Fuefi ter
SPARES
4PERMANENT
2 NRFF
4PERMANENT
2 NRFF
4PERMANENT
3 fl F
4PERivNNENT
3 HRFF
TOTAL
38
38
38
38
221
COUNCIL REPORT
M&C No.
2020-155
Report Date
June 16, 2020
Meeting Date
June 22, 2020
Service Area
Transportation and
Environment Services
His Worship Mayor Don Darling and Members of Common Council
SUBJECT. Implementing Arena Closure Plan — Sustainability Item
OPEN OR CLOSED SESSION
This matter is to be discussed in open session of Common Council.
AUTHORIZATION
Primary Authors
Commissioner/Dept. Head
City Manager
Tim O'Reilly/
Amy McLennan
Michael Hugenholtz
John Collin
RECOMMENDATION
Authorize the City to seek a purchaser for the property upon which the Hilton
Belyea arena and adjacent sports field is located, with the condition that the site
not be operated as an arena.
EXECUTIVE SUMMARY
There are currently four (4) arenas owned and operated by the City of Saint
John:
1. Charles Gorman Arena
2. Hilton Belyea Arena
3. Peter Murray Arena
4. Stewart Hurley Arena
The Lord Beaverbrook Rink (LBR) is another recreational ice arena operated by a
separate board. TD Station is a sixth ice arena in the City, but its use for
recreational ice sports is limited.
Not even accounting for TD Station, there are too many ice arenas in Saint John.
Policy, industry standards, and demand levels support this conclusion.
The City's approved Sustainability Plan includes the closure and divestment of
one (1) of the above arenas. This will result in a net savings of approximately
$155,000 annually.
222
Ira
The lands upon which the Charles Gorman Arena and the Hilton Belyea Arena sit
could both be considered as options for sale. The Peter Murray Arena is within a
District Sports Hub and the City does not own the land upon which the Stewart
Hurley Arena is situated. The Hilton Belyea Arena is being recommended as the
location for closure based upon further evaluation, using the following factors:
1. One Time Estimated Land Sale Price
2. Sustained Property Tax Revenues from Redevelopment of Sold Land
3. Impact on Growth
4. Impact on Community
5. Stakeholder Feedback
Implementation of this item will begin immediately upon approval of the
proposed location, with the goal of divesting of the property by December 31,
2020. Should the property be sold with the building intact, it will be with the
condition that it can no longer be operated as an arena.
PREVIOUS RESOLUTIONS
On October 7, 2019, it was resolved by Council to receive and file M&C 2019-
249: 'Sustainability: Addressing the Deficit 2021-2022'.
On December 16, 2019, it was resolved by Council to endorse the proposed
'Arena Closure — Sustainability Item' through the closure and divestment of one
(1) of the four (4) arenas that are owned and operated by the City of Saint John
as an option to be considered in addressing the entirety of the deficit in 2021
and 2022.
On May 4, 2020, it was resolved that Common Council adopt the following:
1. Approve the implementation of the Sustainability Plan and all elements as
presented to address the projected deficit of $10 Million through workforce
adjustments (60%), revenue generation, service changes, and continuous
improvement efforts in 2021 and 2022.
2. Direct the City Manager to return to Council as and when required for
implementation plan approval, including any changes to bylaws, policies or
Council guidance and direction.
3. Approve the implementation of Standby Sustainability Initiatives as prioritized
to ensure the entirety of the deficit is addressed, inclusive of updated deficit
figures, to balance the 2021 and 2022 general fund operating budgets.
Staff notes the Sustainability Plan approved on May 4, 2020 included closure of
one (1) arena.
223
NIE
REPORT
There are currently six (6) arenas in the city, including the LBR, TD Station (not
fully available for recreational use), and the following four (4) arenas operated
by the City of Saint John:
1. Charles Gorman Arena — Millidgeville
2. Hilton Belyea Arena — West
3. Peter Murray Arena —West
4. Stewart Hurley Arena — East
Over Supply of Arenas in Saint John
Saint John has too many arenas. PlaySJ, the City's Parks & Recreation Plan,
recommended there only be 3.5 arenas to serve the City, based on an industry
standard of one (1) arena for every 20,000 people. Even discounting TD Station,
there are five (5) arenas available for recreational ice sports, at least one (1) too
many.
Lower demand levels also suggest an oversupply of arenas. Even during
weekday evening and weekend "Prime Time" periods, when more of the
population is free to participate in recreational activities, arenas are not fully
used. For the 2018-2019 season, 13% of this Prime Time ice was not booked.
Even less prime time ice was booked in the 2019-2020 season, but additional
factors such as COVID-19 and the introduction of non-resident user fees
contributed to even further reduced demand.
During work toward a Regional Ice Strategy in recent years, the topic of Saint
John's over supply of arenas was raised. A February 2019 update to this strategy
identified this oversupply as a concern from regional stakeholders.
An oversupply of arenas affects both City taxpayers and arena users. City
taxpayers subsidize the operating deficits of these facilities, which can be
compounded when arenas are not used consistently. In addition to reducing this
operating deficit, closing an arena also reduces the City's infrastructure deficit,
as capital investment in that closed arena would no longer be needed.
With the introduction of the City's Recreation Subsidization Policies, user fees
are based on cost to deliver service. Unfilled time slots on the ice means cost
recovery percentages need to be met by fewer users, equating to higher hourly
rental costs.
The City simply has too many arenas for existing demand. Closing one benefits
taxpayers and users.
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Shortlistine Arenas Considered for Closure
Two (2) of the four (4) City -operated arenas made sense to undergo a more
detailed analysis to recommend which to close, being the Charles Gorman Arena
and the Hilton Belyea Arena. The Stewart Hurley Arena and the Peter Murray
Arena were discounted as options for different reasons.
The Stewart Hurley Arena was determined not to be an option for closure, as the
building is situated on land that is owned by the Province of New Brunswick.
Repurposing of that land and the potential for future property tax revenue
would be out of the City's control.
The Peter Murray Arena was also determined not to be an option. It is part of
the larger Memorial Park complex that is recommended to be developed and
maintained as a District Sports Hub in PlaySJ, which supports the City's objective
of sustaining optimal efficiency in terms of maintenance and operations. In
addition, parking is already often over capacity during large events at the
complex and sale of the arena without including the adjacent parking area could
significantly impact the marketability of the property.
Analysis of Charles Gorman and Hilton Belyea Closure Options
City staff undertook a detailed comparative analysis of the remaining two (2)
options (Charles Gorman and Hilton Belyea) to form a sound, evidence -based
recommendation for Common Council. City staff appreciate this is a difficult
decision for Council and there is significant community interest.
City staff used the following five (5) factors to guide their recommendation in
this report. The factors considered were:
1. One Time Estimated Land Sale Price
2. Sustained Property Tax Revenues from Redevelopment of Sold Land
3. Impact on Growth
4. Impact on Community
5. Stakeholder Feedback
1. Estimated One Time Land Sale Price
In addition to the net $155,000 in sustained annual operating budget savings by
closing an arena, sale of the property, less cost to demolish the facility, will
generate a one-time revenue opportunity for the City.
Develop Saint John was engaged to determine the highest and best use of both
properties, as well as overall marketability, in order to put forth a
recommendation as to which specific arena would offer the best business case
for development. Their findings are attached to this report.
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As part of Develop Saint John's analysis, they estimated the sale price of each
property without the arena on it. The property at the Charles Gorman Arena is
estimated to sell for $500,000, while the Hilton Belyea site, which includes the
arena and sports field property beside it, is estimated to sell for $150,000.
City staff reviewed and do not expect a significant difference in the cost to
demolish either arena.
From the factor of sale price, it makes more sense to close the Charles Gorman
Arena and keep the Hilton Belyea Arena.
2. Sustained Property Tax Revenues from Redevelopment of Sold Land
In addition to sustained operating budget savings and the one-time sale price,
development on the site of the closed arena when sold would introduce
sustained property tax revenue to the City annually.
Develop Saint John's report also assessed the redevelopment and annual tax
revenue potential for each site. Again, their full analysis is attached to this
report. It is estimated redevelopment on the Charles Gorman site would
generate $137,000 in tax revenue to the City annually, whereas development of
the Hilton Belyea site would generate an estimated $40,000 annually.
From the factor of sustained tax revenues to the City with sale and development
of the arena site, it makes more sense to close the Charles Gorman Arena and
keep the Hilton Belyea Arena.
3. Impact on Growth
Recreation amenities are one factor that can grow a City and a neighbourhood
within it. There are numerous studies that demonstrate proximity of recreation
amenities affect the demand for other properties around them, spurring
increased property values and new development. A major recreational facility
such as an ice arena can support growth in an area of the City where growth is
encouraged by the City's Municipal Plan.
The Charles Gorman Arena (yellow dot on adjacent map)
is in close proximity to the UNBSJ Plateau / Regional
Hospital Primary Centre Intensification Area (purple area
in adjacent map) where the highest density and most
concentrated mix of land uses is identified in the
Municipal Plan. The only other Primary Centre in the
City identified in the plan is the Uptown Primary Centre.
It is also close to two Suburban Neighbourhood
Intensification Areas as shown in orange in the adjacent map.
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The Hilton Belyea Arena (green dot on adjacent map) is
relatively close to the Lower West Side Urban
Neighbourhood Intensification Area, but is not close to
any Primary Centres.
Its proximity to more Intensification Areas and a higher
priority Intensification Area (one of two Primary Centres
in the City), together with the evidence that proximity to
recreation facilities support surrounding property values and development,
indicates keeping the Charles Gorman Arena open has more opportunities to
stimulate growth than keeping the Hilton Belyea Arena open.
From a factor -comparison perspective, the important question is how much
would proximity to the Charles Gorman Arena directly influence surrounding
property values and developments, and would the resulting tax revenues from
those properties supersede the property tax revenues that would be made by
redevelopment of the Charles Gorman site itself (as per the prior factor
discussed).
4. Impact on Community
Ice arenas are truly regional recreation facilities and users travel to various
arenas in the City and region when there is availability. This section of the report
does not suggest arenas need to be within walking distance of users; however,
general proximity to various neighbourhoods within the City has some value in
considering which of the two arenas should close.
Although the City's Ward system crosses geographic boundaries (i.e., Ward 3
includes the South End and Lower West Side), the City is typically considered as
divided in its North, East, South, and West quadrants. The East quadrant has one
arena, being the Stewart Hurley Arena. The South quadrant does not have any
arenas, again discounting TD Station given its other purposes; however, the LBR
is very close to it. The Gorman Arena and the LBR are both technically in the
North quadrant of the City, but again, the LBR is very close to both the South and
North quadrants and loss of the Charles Gorman arena would mean only one
arena (LBR) would be within the North and South quadrants of the City. The
Peter Murray Arena and the Hilton Belyea Arena are both in the West quadrant.
In addition, one of the youth hockey leagues in the City, being Lancaster Minor,
also uses Grand Bay-Westfield's arena (River Valley Community Centre) in
addition to using arenas in the City's West quadrant.
From the Impact on Community factor, it makes more sense to close the Hilton
Belyea Arena and keep the Charles Gorman Arena.
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5. Stakeholder Feedback
A user group consultation session was held on January 16, 2020, and a survey
was conducted. Feedback with regard to the potential closure of an arena was
requested as part of the discussion.
From an operational standpoint, no glaring reasons were brought to light during
the consultation for choosing one specific arena over another for closure;
however, there was a fair amount of qualitative feedback in support of not
closing the Charles Gorman Arena. Comments were made during the actual
session by a participant who expressed there would be negative growth impacts
caused by the closure of the Charles Gorman Arena. In addition, a dozen letters
were received from organizers and participants of the Saint John Amateur Speed
Skating Club who were very passionate about the importance of the history and
overall value of the Charles Gorman Arena to the community.
Based on the Stakeholder Feedback factor, it makes more sense to close the
Hilton Belyea Arena and keep the Charles Gorman Arena.
Variance in Lifecvcle Investment Reauirements
Your Finance Department completed a Net Present Value (NPV) over the next 25
years considering the operating & maintenance costs, revenue projections based
on continued implementation of the Recreation Subsidization Policy, and Capital
investment requirements for each of the two arenas over this 25 year period.
There was not a significant difference in the NPV calculated for the two arenas
and therefore City staff did not consider this factor in assisting to recommend
which of the two arenas should close.
Summary of Factors Comparing Charles Gorman and Hilton Belyea Closure
Options
The following table summarizes the preceding sections that described each
factor considered in the closure analysis. A green checkmark indicates that
arena is a better choice to close from perspective of that factor:
Factor
Charles Gorman Arena
Hilton Belyea Arena
Land Sale Price
X
(Close)
(Do Not Close)
Sustained Property Tax
✓
X
Revenues
(Close)
(Do Not Close)
X
Impact on Growth
(Do Not Close)
(Close)
r
WE
Impact on Community
X
(Do Not Close)
(Close)
Stakeholder Feedback
X
(Do Not Close)
(Close)
More of the assessed factors from this analysis support the closure of the Hilton
Belyea Arena, which formed the basis for City staff's recommendation.
Implementation of this item would begin immediately upon approval of this
proposed location, with the goal of divesting of the property by December 31,
2020.
Implementation of this closure will include advising external stakeholders of the
decision, including user groups and canteen operators. The City of Saint John
Communications Service will also be engaged to assist in informing the public of
the closure.
Mitigating Community and Growth Impact of Closed Arena
This report discusses the impact on the community and growth surrounding the
site regardless of which of the two arenas are closed. The City's long term
capital investment plan will consider opportunities for recreation investment in
the area based on asset management needs using some or all of the net land
revenues from sale of the property.
Arena Operating Model
Exploring alternate lease or sale options for the remaining three arenas was
initially presented among the City Manager's list of 60+ Sustainability Ideas in
the fall of 2019; however, in a report submitted to Common Council on February
10, 2020, your City Manager removed this Sustainability Idea as an option to
pursue further at this time. Factors in the future such as the potential to agree
upon a regional ice strategy or acting upon PIaySJ recommendations to pursue a
multi-plex ice surface may present opportunities to once again explore alternate
arena operating models.
STRATEGIC ALIGNMENT
The savings realized by the closure and divestment of one of the four arenas that
are owned and operated by the City of Saint John supports Council's Priority to
be Fiscally Responsible by contributing to the overall Sustainability effort.
Closure of one arena also aligns with the right -sizing strategies of PIaySJ.
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SERVICE AND FINANCIAL OUTCOMES
Although some user groups would be rebooked at the remaining arenas, there
will be a decrease in the overall number of hours and options available for those
who make use of the arenas with the planned closure.
The closure of the Hilton Belyea Arena will result in an estimated operational
cost reduction of $199,000 annually. It is anticipated there could be a loss of
revenue of up to $44,000 associated with the closure of one (1) arena, resulting
in a net savings of $155,000. There is typically a portion of Prime Time ice that
remains unbooked each season and there is an assumption that demand for less
desirable ice times will increase with a decrease in overall supply, thus allowing a
portion of revenues to be maintained.
There will be a reduction in the City's overall infrastructure deficit, as future
capital (estimated to be over $4 million over 25 years) will not need to be
invested in the closed arena. There was not a significant variance in terms of the
projections of long-term investment requirements required for each of the
arenas; therefore, that did not factor in to the recommendations for this report.
Some operational savings in 2020 would be realized, as the arena to be closed
would not open for the 2020-2021 season in October.
The demolition of the arena is estimated to cost $250,000 (+HST), after salvage
and sale of some components. Upon securing a deal for the sale of this property,
staff will return to Council for approval, and at that time make a
recommendation with respect to demolition.
Should the sale of the property or demolition not occur by December 31, 2020,
the ongoing cost to the operating budget while the City maintains ownership is
estimated to average approximately $700/month, fluctuating seasonally (up to
$1000/month in the winter).
INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS
Input for this report was received from the following:
• City of Saint John Parks and Recreation Service
• Arena User Groups
• Develop Saint John
• City of Saint John Growth and Community Development Services
• City of Saint John Facility Management
• City of Saint John Finance and Administrative Services
• City Solicitor's Office
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mile
ATTACHMENTS
City staff presentation to Common Council
Develop Saint John Report:
• Hockey Rink Analysis — FINAL
• Phased Approach — Belyea
• Site Plan — Gorman
• Site Plan — Belyea
231
a
Implementing Arena Closure Plan
Staff Presentation to Common Council
June 22, 2020
�.
SAINT JOHN
1 232
• Not enough demand for current supply
• 13% of Prime Time ice not booked in 2018-2019 season
• 3.5 arenas needed based on 1 per 20,000 industry standard
• 5 arenas available currently
• Closure of 1 arena aligns with PlaySJ right -sizing strategy
233
enin.Koun
• Most arena costs are not variable with usage levels
• Impact on users
• Cost recovery targets in Subsidization Policies must be achieved with
fewer users
• Results in higher hourly rental rates
• Impact on taxpayers
• Risk of greater operating subsidization
• Additional Capital investments (+ $4 million over 25 years for one arena)
• Barrier to regional cost and service sharing agreement
234
enin.Koun
• $155,000 projected contribution to $10 million deficit with
closer of an arena
• Council approved closure of one arena as part of May 4,
2020 approved Sustainability Plan
• Council can action this recommendation today
4
235
enin.Koun
• Stewart Hurley is on Provincial land
• Peter Murray is within one of the City's 4 District Field Hubs
• Charles Gorman and Hilton Belyea arenas are viable options
for closure
236 1 `_.
%Irv„„I..
• Evidence -based approach
• Multi -faceted approach
• Comparative analysis
1. Land Sale Price
2. Sustained Property Tax Revenues from Redevelopment
3. Impact on Growth
4. Impact on Community
5. Stakeholder Feedback
6. Long term investment needs (non -factor in the end)
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237
• Develop SJ analysis
• $150,000 estimated price if Hilton Belyea site sold
• $500,000 estimated price if Charles Gorman site sold
• Factors impacting sale price and timing
• Charles Gorman should close if only this factor considered
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238
SAINIPniry
• Develop SJ analysis
• $40,000 annual tax revenues if Hilton Belyea site sold
• $137,000 annual tax revenues if Charles Gorman site sold
• Factors impacting development potential and timing
• Charles Gorman should close if only this factor considered
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239
SAINIPniry
• Importance of recreation facilities in supporting growth
Proximity of Gorman Arena Proximity of Belyea Arena
zao
,%INI
100
100
O
Charles Gorman Arena •
Stewart Hurley Arena
Lord Beaverbrook Rink ~ r�
1
i d
i„
• j'� j
Peter Murray Arena 0 ��
Hilton Belyea Arena
IN
241
%nm.,ouN
• January 16, 2020 meeting with sports organizations
• No glaring operational concerns with any one arena
• Concern with impact on growth if Gorman arena closed
• Correspondence following meeting supported keeping
Gorman open
• Most responses from participants of one organization
• Hilton Belyea should close if only this factor considered
242 1 _.
Factor
Charles Gorman Arena
Hilton Belyea Arena
Land Sale Price
X
(Close)
(Do Not Close)
Sustained Property Tax
J
X
Revenues
(Close)
(Do Not Close)
Impact on Growth
X
J
(Do Not Close)
(Close)
Community
X
J
Impact on
(Do Not Close)
(Close)
Stakeholder Feedback
X
J
(Do Not Close)
(Close)
12 243
SAINT JOHN
• Mitigating Impact of Arena Closure
• Opportunities through long term financial plan
• Future opportunities to explore arena operating models
• Regional approach
• Multi-plex options (PlaySJ)
244 4 -
NUN
• Close Hilton Belyea Arena
• Demolish
building
and sell
property or sell property with
condition
building
cannot
be used
as an
ice arena
• Property to be sold to include sports field beside arena
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245
Charles Gorman and Hilton Belyea Site
Analysis and Recommendation
Background
The City is currently faced with the challenge and opportunity of
decommissioning an existing hockey arena and repositioning the lot for
future development. The goal of the exercise, at a high level, is to reduce
the City's operational costs while generating tax -based growth through
new development.
Guided by the direction offered by the City's `Parks and Recreation
Strategic Plan' ("PlaySJ" ), adopted by Council in 2012, staff have
identified two potential arenas to target for these purposes: the Charles
Gorman arena on University Avenue in the City's north end, and the
Hilton Belyea arena on Lowell Street in the City's West Side. The
opportunity in this process is the realisation of cost -savings through the
decommissioning and demolition of an aged arena that will soon require
costly upgrades and the revenue generated through new development on
the repurposed lot. The challenge of the exercise presents itself in
determining which of the two assets should be positioned for
redevelopment first.
This report provides a comparison of the two arenas from a planning
perspective to help guide the decision -making. The report helps identify
the highest and best use for each site, which will ultimately determine
which of the two sites represents a greater return on investment for the
City. The lenses that will be used to judge the assets will be (1) the
presence of appropriate infrastructure to support development on the
proposed sites, (2) how the existing policy environment (i.e. Municipal
Plan, Recreational Master Plan, and Transportation Master Plan)
responds to site development for both locations, and (3) a financial
analysis that presents the potential revenue and costs for the two options.
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246
As part of the policy review for both sites, the guidelines established in
the City's Municipal Plan were used as part of the analysis to assess the
suitability of rezoning either site. The guidelines can be summarized by
the following questions:
• Is the site on a `Corridor' and would developing the lot support the
Primary Centres and Intensification Areas?
• Does the project contribute positively to the neighbourhood and is
it compatible with the surrounding context?
• Is it in an area that has appropriate services and supports existing
investments and infrastructure?
• Is the site designed properly and are the aesthetics of the proposed
building good quality?
The materials used, as well as other important design features, can be
controlled by the City at the point of sale through a legal agreement with
the purchaser for either site. The other questions above are addressed in
the following sections of this report as they relate to the potential
development of the Gorman and Belyea properties.
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Charles Gorman Arena Site
The Charles Gorman arena is located on University Avenue in the City's
North End, approximately 150 metres from the intersection with
Millidge Avenue. The lot (PID 55221097) has an area of approximately
1.13 hectares (2.8 acres) with approximately 170 metres of frontage
abutting University Avenue. The ground floor area of the arena is
approximately 2350 square metres, and the adjacent parking area is an
additional 2800 square metres. The north-eastern portion of the parking
area includes the access point for the service road that leads to the
detention pond located to the rear of the Shannex development.
The surrounding context of the subject site includes a diverse mix of
retail uses including fast food outlets, office space, and a pharmacy. This
area of University Avenue also includes a mix of residential
developments that reflect a variety of density levels from townhouses to
high -density, multi-storey buildings. Some of the larger developments in
the area include the adjacent three -storey building, the Shannex
retirement home, and a four -and -a -half storey multi -unit dwelling at the
corner of University Avenue and Millidge Avenue.
Policy Review: Gorman Site
Planning Context: Land Use
The Gorman Arena is located in the Stable Residential future land use
designation of the City's Municipal Plan, and is zoned Neighbourhood
Community Facility (CFN). The Stable Residential designation
contemplates a variety of different but complementary land uses that
function collectively as tools that help build a `complete community',
which is a neighbourhood comprised of a balance of land uses that
enable residents from every economic class to access the vast majority
of daily needs by foot. The mix of land uses in complete communities
generally include commercial opportunities, community facilities, parks,
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248
and a range of residential dwelling types. The scale and size of any new
development must positively contribute to the context of these areas and
not compromise the existing stability of the surrounding neighbourhood.
The Plan supports reinvestment in Stable Residential areas of the City if
the proposed development can help build on the strength of these
neighbourhoods, which requires a careful and sensitive approach to new
growth.
The Millidgeville Neighbourhood is an area of the City that contains a
wide range of balanced land uses that collectively illustrate several
components of a complete community. Residential densities range from
high density (i.e. Brentwood Towers, Village View Apartments),
townhouses and small apartment complexes, to single -unit dwellings.
The neighbourhood has a strong commercial node centred around the
University Avenue/Millidge Avenue intersection that provides space for
retailers to establish commercial presence in the community, which is
accessible to most areas of Millidgeville by active modes of
transportation. A much larger employment hub is found at the UNBSJ /
SJ Regional Hospital plateau and involves several thousand professional
and part-time jobs as well as a large student body.
Planning Context: Developing on a `Primary Corridor'
The Municipal Plan identifies University Avenue as a "Primary
Corridor", which is a corridor that provides important connections
between Primary Centres and Urban and Suburban Intensification
Areas. University Avenue connects the UNBSJ/Regional Hospital
Primary Centre to the Millidgeville Suburban Intensification Area.
Developing along a Primary Corridor supports the development of the
identified centres they lead to. The UNBSJ/Hospital Primary Centre and
Millidgeville Intensification Area are important areas targeted for
growth and reinvestment through the lifespan of the Plan. Indeed, these
areas have seen significant investment and new commercial
developments in recent years, and continue to show signs of growth.
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The offices and retail businesses in the Millidgeville Intensification Area
provide jobs for the community and important commercial options for
the neighbourhood. Street -oriented commercial presence creates the
space for retailers to establish businesses that respond to the daily needs
of the local community. Small businesses benefit from being in close
proximity to residential hubs as the population of these areas will often
support shops that are close to home. The relationship is symbiotic as the
presence of these stores, in turn, helps enhance the general appeal of the
surrounding neighbourhood.
The employment and educational hub at UNBSJ/SJ Regional Hospital is
supported by having residential development in the area. New
development provides professionals and students housing options in
short distance to the hub. Good quality living options in close proximity
to a person's place of work or study often forms part of the decision -
making criteria for people relocating for a new job opportunity or
contemplating post -secondary academic options.
Planning Context: Transportation
University Avenue is a four -lane collector street that, according to the
City's Transportation Master Plan ("MoveSJ"), carries 8300 vehicles per
day. The corridor is also heavily used by public transit. Five different
bus routes run along University Avenue to connect the Primary Centre
to all other areas of the City. MoveSJ also identifies the corridor as an
important active transportation route that connects the
university/hospital to the Uptown.
Due to the amount of traffic that University Avenue supports every day,
the intersection at University Avenue and Millidge Avenue is controlled
by traffic lights. The recent development of the Jean Coutu building at
35 University Avenue included a traffic study to ensure the development
could be supported without the need for including a new lighted
intersection. Any development of the Gorman site would also require a
traffic study to measure the potential road impacts and may be able to
leverage existing studies.
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250
A founding goal of the Municipal Plan is to strategically grow the City
in designated areas, while reducing the City's impact on climate change.
The Plan understands the highly interrelated functions that land use and
transportation systems have on each other. Strategically placing higher
levels of residential development along key transit corridors is known as
"Transit Oriented Development" (TOD). TOD is a `smart growth'
principle that advocates for making the best use of existing city
investments and services, while supporting the outcomes of broader
municipal goals related to environmental sustainability. High -density
development can help grow public transit use by placing more people
directly on or near established transit routes, which helps increase
ridership and reduce the dependence on personal automobiles.
Conversely, an efficient transit route can help create the conditions to
inspire new development. Development along Primary Corridors should
be of a scale and density to optimize transit use and pedestrian modes of
transportation. Ultimately land use planning and reliable transportation
systems working together will help reduce the number of car -based trips,
which will reduce the City's impact on the environment and help build a
more sustainable community.
Financial: Gorman Site
Both the Gorman site and the Belyea site involve a demolition expense
that would be necessary before the City could entertain new
development on either site. It is estimated that the demolition of either of
the existing rinks would be in the vicinity of $300,000.
Develop Saint John (DSJ) staff have performed a land value analysis for
the Gorman site that suggests, in a vacant state, the lot would have a
conservative estimated value of $500,000. The site is large enough to
accommodate two high -density buildings on the lot with the parking
situated to the rear and/or located underground. Each of the two four -
storey buildings would have a footprint in the range of 1400 square
metres (15,000 square feet), and contain approximately 36 residential
units in the upper three floors with commercial ground floor
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251
opportunities at 1400 square metres per building. A conservative
estimate of the assessed value at $7.7 million would generate
approximately $137,000 in tax revenue for the City annually.
The demand for residential and commercial spaces in the Millidgeville
neighbourhood would suggest that the project would have high
probability of moving forward. In addition, the development of the site
does not require the costly construction of new roads or underground
infrastructure that can be prohibitively expensive for a developer to
undertake.
Infrastructure: Gorman Site
An important first question to ask regarding the redevelopment of either
site is `does the City have the right infrastructure in place to support the
development of the site?'. The infrastructure required would include
appropriate water and sewer services, suitable road access, and
appropriate geotechnical conditions, such as adequate soil quality'.
Water and sewer lines run down the middle of University Avenue in this
part of the corridor, with laterals coming from the right-of-way to
service the existing arena. In addition, there are services that run parallel
to the eastern property line that run behind the Shannex development to
the rear of the subject site. In short, the site is well serviced with sewer
and water connections that could be easily accessed to support new
development.
The capacity of the existing pipe presents a different challenge. Current
peak estimated flow leaving the Gorman Arena is approximately 0.35
litres per second. If the site were to be developed with two four -storey,
mixed -use developments with an approximate total of 72 residential
'It should be noted that, at the time of this report, a third -party Phase 1 ESA report indicated that
there are no known soil contamination issues on either site. As such, no Phase 2 environmental
investigation is required. The geo-technical investigations around soil suitability had not been
completed; however, it is observed that neither structure has incurred structural issues relating to
soil suitability to support improvement.
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252
units, as mentioned in the Financial section, a projected peak flow of
more than three litres per second would be generated.
In order to accommodate any new development at the Gorman Arena
site, additional capacity will need to be found. The City's Growth &
Development Services department has indicated that additional capacity
can be found through the removal of a catch basin in the vicinity of the
Gorman site. Catch basins may create upwards of ten litres per second of
peak flow. The cost to remove the catch basin and divert the storm water
is approximately $100,000. The sanitary flows that leave the Gorman
Site travel into an 18-inch main collector, which is a pipe designed for
intensified flows.
Recommended Development: Gorman Site
From the land use and transportation perspectives, the subject site is well
positioned to support new development that presents a high -density
mixed -use option with zoning that requires ground floor commercial
presence. In recent years, the Millidgeville Intensification Area has seen
an increase in the number of new businesses, which has resulted in
limited available retail space. Rezoning the site to a mixed -use zone
would support the expansion of the Millidgeville retail area and provide
the space necessary for more businesses to be established that can
contribute to the strength of the community. Retail stores along the
ground floor of a new development would also build continuity with the
adjacent commercial land uses and the new Jean Coutu development
across the street.
In addition to the ground -level commercial space, the requirements of
the zone (or of the purchase and sale agreement) should include a
provision that the new development be at least four storeys in height in
order to achieve the highest and best use for the site. A four -storey
building would be in keeping with the surrounding built context,
including the 4.5 storey building at the corner of Millidge Avenue and
University Avenue and the 4+ storeys throughout the Shannex
development located to the rear of the subject lot.
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A four -storey will create a high -density land use, while reducing the size
of the building's footprint on the site. This would leave enough vacant
space on the lot to allow for a second four -storey development. As such,
at the high -end, the site could support two four -storey developments
each having a minimum approximate gross floor area of 5575 square
metres (60,000 square feet), and building dimensions of approximately
60 metres by 20 metres. By comparison, the recently developed `Village
View Apartments' on Noel Avenue are four -storeys, contain 44 to 47
units in each building, and have building dimensions of approximately
58 metres by 21 metres. Comparatively, the four -storey building at the
corner of Millidge Avenue and University Avenue contains 50 units and
has dimensions of 64 metres by 21 metres and a gross floor area of
approximately 5380 square metres (58,000 square feet).
254
Hilton Belyea Arena Site
The Hilton Belyea site is located on Lowell Street in the City's West
Side (PIDs 00471540 and 00394490). The site is a large corner lot
located at the Lowell Street and Woodville Road intersection. The large
rectangular -shaped lot is relatively flat and overlooks the Bay of Fundy.
The lot has an area of approximately three hectares (7.3 acres) and has a
frontage of approximately 45 metres on Woodville Road, and
approximately 110 metres of flankage yard frontage abutting Lowell
Street. The existing arena has a footprint of approximately 2340 square
metres (25,188 square feet) and an additional 3750 square metres
(40,365 square feet) associated with the adjacent surface parking area.
The property also contains a basketball court, soccer field, and a small
toddler's play area in the north-eastern portion of the site.
The surrounding context of the subject site is predominantly
characterised by low -density residential development. Single and two -
unit dwellings, largely constructed between 1950 and 1980, comprise the
majority of the built environment.
Policy Review: Belyea Site
Planning Context: Land Use
The Belyea Arena is located in the Stable Residential future land use
designation of the City's Municipal Plan, and is zoned Neighbourhood
Community Facility (CFN). As stated in the previous section, the Stable
Residential designation contemplates a variety of different but
complementary land uses with the goal of helping foster and preserve
the presence of a `complete community'. The Plan supports
reinvestment in Stable Residential areas of the City when the proposed
development complements the existing land uses.
Zo
255
The subject site is located in the West Side of the City, which is a well -
established residential neighbourhood containing limited small-scale
commercial operations, places of worship, and local retail stores.
Residential land uses in the surrounding area are predominantly low
density, but include the presence of medium -density developments in
some areas, such as the area around the City Line/Lowell Street
intersection.
The site is approximately five blocks from the Lower West Side
Intensification Area. This area of the West Side has not seen significant
or steady investment for several decades. A development project on a
large site, such as the Belyea arena lot, would provide needed
investment in the neighbourhood and could help increase the appeal and
interest in the surrounding community. However, the redevelopment of
the site would have to be of a design and scale that complements the
built context of the neighbourhood.
Planning Context: Transportation
The subject site is located at the corner of two `local streets'
approximately three blocks from the closest public transit route (Route
15A and 1513).
Lowell Street is identified as a secondary route on the Trails and
Bikeways masterplan, which connects to City Line and weaves through
the Lower West Side. However, bike lanes have yet to be demarcated
along this route.
It should also be noted that the redevelopment of the Belyea site may
trigger the need for a traffic study to be conducted. Depending on the
scale of the development, intersections at critical points may need to be
modified or enhanced to ensure traffic is able to flow safely through the
neighbourhood.
11
256
Financial: Belyea Site
Due to the size of the lot and the lack of road and services through the
majority of the site, it is anticipated that the development of the Belyea
site would occur in separate phases. The first phase of the development
would likely be the corner of the lot abutting the Lowell Street and
Woodville Road. This area of the site is most accessible from an
infrastructure perspective as it abuts the right-of-way and it represents
the closest point of the site to existing sewer and water services. The
proximity to services makes this area of the Belyea site more appealing
to potential developers as it significantly reduces the cost of
development, and would therefore have greater likelihood of being
developed.
This area of the site could support a three -storey medium -density
development containing 12 to 18 units. Considering this area would
most likely generate the greatest interest and would be developed first, a
medium -density development would reflect the highest and best use for
the first phase. A Phase 1 development could also include a low -density
or townhouse infill development abutting Woodville Road in the area
that is currently used as an access to the Belyea rink.
The remainder of the site would be built out over one or more phases
and would include the installation of services and the construction of a
right-of-way. However, this part of the project would be at risk due to
the expense involved in constructing a new road and extending sewer
and water lines to the internal areas of the site. The expense of an
infrastructural investment at that scale would put the profitability of the
project at significant risk and therefore limit the appeal for any
prospective developers. As such, all future phases of the development
would run the risk of not being completed.
Infrastructure: Belyea Site
Peak estimated flow currently leaving the Belyea Arena is
approximately 0.5 litres per second. On the premise the site will be
intensified with a low to midrise residential development at
12
257
approximately 24,000 square feet, a projected peak flow of more than
one litre per second would be generated. In order to accommodate any
new development at the Belyea Arena site, additional capacity will need
to be found. Some additional capacity can be found through the
diversion of flows proximate to the Bay Ferry Terminal. Saint John
Water has estimated that the cost to divert the storm water from the
existing system would be approximately $100,000.
Recommended Development: Belyea Site
The low -density residential character of the surrounding neighbourhood
sets the context for what would be the appropriate form of development
for the subject site. The built form ranges between one and three storey
dwellings, predominantly single or two -unit, with a sporadic presence of
medium -density developments.
The developed lots abutting Beaconsfield Crescent just north of the
subject site is approximately the same size as the Hilton Belyea lot and
contains 25 single -unit dwellings. If the entire Belyea site were to be
redeveloped in the same format, the lot could support slightly fewer
single -unit dwellings as the Beaconsfield area. If the mixture of housing
types was more diverse, involving a medium -density dwelling,
townhouse units, and several single -unit dwellings, the entire site could
yield between 35 to 50 new units (depending on the density mixture).
However, expectations for the complete development of this site should
reflect the prohibitive infrastructure upgrade costs that would be
required.
As such, a phased approach to the redevelopment of the site is
recommended. Phase 1 is a portion of the lot closest to existing services
and abutting a right-of-way (see Attachment). The proximity of the site
to existing services makes it more likely to be developed as the cost and
risk of the investment are significantly reduced. Phase 1 would include
the medium -density development, consisting of 12-18 units, and an
adjacent townhouse infill development consisting of three or four units.
13
258
Preferred Option: Analysis
Policy perspective
Both the Belyea site and the Gorman site are suitable properties to be
targeted for redevelopment from a policy perspective. They are both
located in the Stable Residential land use designation in the City's
Municipal Plan, and both are able to satisfy the guidelines in policy LU-
88 of the Plan that is designed to inform the rezoning process within this
land use designation. However, the Charles Gorman site better addresses
the policy guidelines and achieves broader support from the established
goals of the Plan, which include intensifying development along Primary
Corridors and supporting the stability of Suburban Intensification Areas
and Primary Centres. The Plan contemplates development in Stable
Residential areas, like the Belyea site; however, the development of the
Belyea site will not have as much positive impact on the areas of
targeted intensification identified by the Plan.
Infrastructure perspective
Both the Gorman and the Belyea Arena sites have similar existing flows
and both require investments to generate the requisite flow capacity to
intensify either site. The Gorman site offers more potential capacity as
its remedy might create significant flow relief, whereas the Belyea site
involves the need for a small separation project to enable the projected
flows to occur sustainably. In addition, infrastructure upgrades to the
Gorman site will create the conditions to support future growth and
investment in the neighbourhood.
The Belyea site would have to introduce a new right-of-way to gain
access to the entire site as well as extend the sewer and water lines
throughout the site if it were to be completely built out. This would add
significant cost burden to the project that would have to be assumed by
the developer, which makes the project less likely to go forward in its
entirety. A "Phase F development at the corner of Lowell Street and
14
259
Woodville Drive has a good possibility of being completed, which could
include a medium -density development as well as a small infill project
consisting of approximately three townhouse units abutting Woodville
Drive.
In summary, from an infrastructure perspective, the Gorman site would
be less costly to develop and could yield more units. Infrastructure
upgrades needed to facilitate development on the Gorman site would
also support future growth and investment in this part of the
Millidgeville neighbourhood. Conversely, the redevelopment of the
Belyea site would most likely be limited to the area identified as "Phase
1 ", while the rest of the land would be too cost -prohibitive to develop at
any point in the foreseeable future.
Financial perspective
Given the infrastructure constraints and low -density context of the
Belyea site, it is reasonable to assume that the Gorman site would yield
more units in a built -out form. If one medium -density development with
18 units were to be constructed at the corner of Lowell Street and
Woodville Drive, as well as four townhouse units adjacent to the
development abutting Woodville Drive, the total projected assessment of
the developments would be approximately $2,240,000. The combined
tax benefit in this scenario would be $40,000 a year.
The financial benefit associated with Phase 2 of the Belyea lot is not
included in this analysis as the likelihood of that phase going forward is
too remote to be realistically considered.
At its highest and best use, the development of the Gorman lot with two
four -storey mixed -use buildings would have a combined assessment in
the vicinity of $7,680,000, generating approximately $136,800 in tax
revenue for the City every year. In the event that only one of the two
buildings is developed on the Gorman lot, this study projects that the tax
benefit would still be greater than the taxes derived from Phase 1 of the
Belyea site.
15
260
Summary
The financial benefits of developing the Gorman site are much greater
than the Belyea site. The site can support two four -storey mixed -use
buildings that could generate over $130,000 in taxes each year, which is
more than three times the projected tax revenues that would be generated
from Phase 1 of the Belyea site.
In addition, given the location of the Gorman site in a highly -desired
neighbourhood, and with existing road and underground infrastructure
services on University Avenue, the project would be more cost-effective
to service and therefore more appealing to prospective developers, and
ultimately more likely to occur.
The strong financial benefits of redeveloping the Gorman lot are
reinforced by the policy environment that supports investment along a
Primary Corridor, such as University Avenue. The City's Municipal
Plan, Transportation Master Plan, and Parks & Recreation Strategic Plan
all support the prospect of intensifying the Charles Gorman lot with a
mixed -use development.
There are infrastructure upgrades that would have to occur to support
this project, but as stated in this report, the required upgrades would
support future growth and development in this area of the Millidgeville
neighbourhood and should therefore be supported.
Re ortlEard
Gorman
Belyea
SaIeValue
Superior
Inferior
MunicipalVolicy1dupport
Superior
Inferior
Taxo/ield
Superior
Inferior
Infrastructureitosts
Superior
Inferior
Development[lProbabilityr
Superior
Inferior
Numberlbftewlunits
I Superior
Inferior
16
261
a
y
Phase 2 K
Phase 1 G;
Site Plan: Charles Gorman Arena
80 University Avenue
•a
•f 100m �� "� ::�i
J k }
263
Site Plan: Hilton Belyea Arena
390 Lowell Street
264
i Mwo
Resource Levels and Implications on Service Levels
Staff Presentation to Common Council
June 22, 2020
SAINT JOHN
1 265
• As previously presented to Council, Covid-19 has had a
significant impact on the City's revenues this year
• Estimated Revenue loss of $4.7 million based on June 9ch update
• In response, the City has taken aggressive steps to reduce
expenditures to make up this shortfall. Besides a freeze on all
discretionary spending, this has meant that no casuals or
students have been hired
• In a normal year Transportation & Environment Services would
hire up to 68 students & casuals to help deliver services during
peak work demands during the summer season
• Our permanent workforce has been re -assigned to mitigate the
impact to service deliver but resource levels are far below
'normal' levels
z
266
• In a normal year the number of employees delivering frontline
services are as follows (including students and casuals):
• Works Department: 132
• Parks and Sport & Recreational Facilities: 80
• Current resource levels delivering frontline services:
• Works Department: 102 (22% less)
• Parks and Sport & Recreational Facilities: 38 (52% less)
• There is the potential for additional impacts as we work through
the implementation of the new Collective Agreement. There
could be further employee reductions of up to 15-20 between
now and Aug 1
267 4 _.
,%IN
• Generally speaking work demands have not changed. We
have reinstated most of our normal proactive maintenance
programs including:
• Street sweeping program
• Line painting program
• Roadway maintenance program
• In addition our team has responded to hundreds of reactive
work requests so far this year
4
268
• Our Parks & Recreation team are responsible for maintenance of
a large number of parks and sports facilities including:
• Rockwood Park
• 30 acres of community parks
• Six tourist sites
• Five beaches
• 15 ball diamonds
• 13 multipurpose fields
• 28 playgrounds
• Three splash pads
• In addition to our parks and sportsfields the Parks & Recreation
team mows a number of medians, islands, LPP properties and
highway interchanges
5
269
• Another significant driver of workload currently is the
additional demands put on the team from the pandemic.
This has added a number of limitations on working and
travelling in close proximity, and the need for employee
screening.
• Parks staff continue to provide extra cleaning and sanitizing
of indoor facilities as well as regular inspections of our
public spaces to ensure social distancing is being respected
• Staff are going through the process of re -prioritizing work
and finding efficiencies in our operation wherever possible
but it is important that everyone recognize that this is not a
normal year, and we are not able to do all the work we
normally would.
• Some of the ways the team is mitigating the impacts to the
community:
• Partnering with stakeholder groups and other interested parties in
filling in some of the gaps in service delivery
• Focusing staff efforts on high priority tasks where there are fewer
opportunities for partnership
• Lowering levels of service where appropriate (this may include not
mowing some medians or other spaces, less garbage collection, less
frequent mowing etc...
271 1 `_
NUN I JouN
• The community can help mitigate some of the impacts by:
• Mowing any medians or public spaces near their homes
• Taking home any garbage instead of leaving in public waste
receptacles (pack-in/pack-out)
• Exercising patience due to increased timelines for reactive work
requests
272 P
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SUBMISSION TO COUNCIL FORM
➢¢GryalmineM
ABOUT PERSON/GROUP PRESENTING
First Name: Eric Last Name: Muir
Name of Organization/Group (where applicable): Click hereto enter text.
Mailing Address:
City or Town: Saint John Province: New Brunswick Postal Code:
-
Day Time Phone Number: Email:
-
❑If you do NOT wish to have your personal information (address, phone number,
email) become part of the public record, please check this box.
ABOUT YOUR SUBMISSION
Topic of Submission: Black Lives Matter
Purpose for Submission (what is the ask of Council): To change the names of Winslow
and Ludlow street
Executive Summary:
Gabriel G. Ludlow, the first mayor of Saint John; and Col. Edward Winslow, a member of the Executive
Council of New Brunswick and later a judge of the Supreme Court, are among the prominent loyalists
who brought slaves to our province. Their names have been immortalized In West Saint John far too
long. Out of respect to our black community, and to take progressive action In the effort of ending
racism In our country, please consider changing the names of Winslow and Ludlow Street.
If approved, I would gladly take action to reach out to our community, and submit more appropriate
street names that would better reflect our city's values.
Thank you,
YOUR SIGNATURE
Signature: ERIC MUIR Date: 2020-06-15
SUBMISSION TO COUNCIL FORM
FOR USE BY THE CITY OF SAINT IOHN ONLY
Date Received: Council Meeting Date:
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C A N A b A
June 10, 2020
His Worship Donald Darling
Mayor of Saint John
P.O. Box 1971
15 Market Square
Saint John, NB E2L 41_1
Your Worship:
Subject: Federal Gas Tax Fund (GTF) — 2020 Allocation
City of Saint John — Reference No. (6936.078.0000)
1 am pleased to inform you that under the Federal Gas Tax Fund (GTF), the 2020 allocation of
$4,656,597 is available for the City of Saint John.
As a follow-up to the announcement made by the Prime Minister on June ill, your 2020 GTF
allocation will be transferred in the coming days.
These allocations are to be invested in municipal infrastructure or capacity building projects
from your 2019-2023 CIP.
Please feel free to contact Mr. Luc Theriault, Programs Coordinator, at (506) 453-4021 if you
have any questions.
Sincerely,
Hon. Jeff Carr
Minister
C. Scott Lloy, Director
Luc Theriault, Programs Coordinator
Minister/Ministre
Environment and Local Government/Environnement et Gouvernements locaux
P.O. Box/C.P. 6000 Fredericton New Brunswick/Nouveau-Brunswick E313 51-11
www,gnbxaftolgevernment
www.gnUalgouvernementslocaux
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10 O
A Community Based 5- Year
Sustainability Plan for the
Charles Gorman Arena and Hilton Belyea Arena
Developed by the Greater Saint John Community Group
310
The intention of this document is to outline a community based strategy to allow for the
continued operation of both the Charles Gorman Arena and Hilton Belyea Arena. Following the
recent announcement that the City of Saint John is planning on closing one of the arenas in
order to help contain escalating municipal costs, a group of concerned city residents
collaborated via a series of ZOOM meetings to discuss if options within the private sector may
be available to sustain operations while other potential options for ice surfaces are explored.
The committee that developed this document includes Mark Hughes, Ryan Kennedy, Percy
Wilbur, Peter Pappas, Sandy Robertson and Peter Wilson. These individuals are city residents
who are also involved in various aspects of the business community of Saint John and believe
that the arenas are important assets to the community from a fitness and recreation as well as
financial perspective. The committee recognizes that the City of Saint John is facing growing
deficits and that tough decisions need to be made to ensure that the municipality has a viable
future. As taxpayers, we applaud efforts that are aimed at potentially reducing tax rates and
growing our base. We believe that accessible arenas are necessary to grow our tax base and
that the items outlined in this document may allow the city residents to continue to enjoy these
facilities while greatly reducing their current financial obligations to the City of Saint John.
This document outlines 3 primary initiatives that together provide what we believe is a strong
five-year plan to sustain operations while greatly reducing municipal costs in order to give the
City of Saint John an adequate period of time to explore future options for ice surfaces in the
city. The initiatives include:
1. The Board of Directors and staff of the Lord Beaverbrook Rink assume management and
operation of the Charles Gorman Arena
2. Community fundraising plan of $50k for upgrades to the Charles Gorman Arena
for 2020.
3. Privately leasing the Hilton Belyea Arena
The appendices of this document show the planned community upgrades to the Charles
Gorman Arena and contain letters from residents of the neighbourhood who value the arena
for its fitness and recreation benefits as well as the economic spinoff that it provides to
proximate businesses. Our committee was particularly moved by references to the many
newcomers to Saint John who are taking advantage of afternoon open ice -times for learning to
skate and fitness opportunities. We have been in contact with parents of the outlying regions
who are looking for ice time at more convenient times for their children and teams. This would
help to close the gap on the available time at our 4 current rinks by moving the schedules of
each rink as one group thus generating more revenue.
Our committee appreciates the time that you are taking to consider the contents of this
document and would be happy to participate in future dialogue about its potential execution.
311
Initiative 1: Transitioning management and operations of the Charles Gorman Arena to the
Board of directors and staff of the Lord Beaverbrook Arena.
Preliminary discussions have occurred with members of the board and management team to
assess the ability and willingness of the LBR team to effectively run the Charles Gorman arena.
The LBR presently operates in cooperation with City of Saint John staff and is sustained through
direct budget support, user fees and advertising. Its board is confident that it has the resources
to similarly operate the Gorman Arena. Doing so would allow for the relocation of 1.5 full time
City employees who are presently allocated to operating this facility and can be transferred to
much needed areas of the city in conjunction with the reduction of city budgets. The LBR board
would work along side city staff to transition the day to day management to the LBR manager
thus freeing up valuable administration resources, vehicles, and general charges currently in
place. Attached is the Letter from The LBR Board in support of this option.
Initiative 2: $50,000 community fundraising objective for upgrades to the Charles Gorman
Arena.
Our committee has set a budget of $50,000 to aesthetically upgrade the Charles Gorman Arena
to bring it in line with recent development in the area. Areas identified for improvement
include exterior landscaping, new signage, replacement of glass windows, pressure washing,
and painting of siding and masonry brick repairs. Preliminary discussions with both residents
and businesses from the area has provided confidence and commitments to our goal that is
obtainable through advertising opportunities, in -kind donation of service and materials and
other fundraising activities. This is well underway and the investment amount is going to grow
as plans take shape. This will cut direct upcoming maintenance costs as identified and present a
more attractive looking facility. We have done some preliminary investigation on the building
and the life span of the roof and structure is good for several more years.
Initiative 3: Leasing of the Hilton Belyea Arena
Substantial interest in leasing or ownership opportunities in city arenas has developed from
local hockey coach Andy Bezeau. Mr. Bezeau has extensive experience running for -profit
hockey clinics in New Brunswick and New England. His small business's ability to grow is
currently limited by the availability of ice -time and closing an arena will constrain this further.
Our committee is of the mindset that leasing the Hilton Belyea Arena to Mr. Bezeau will not
only provide a growth opportunity for a small business in our city, it will also remove the City of
Saint John's staffing and management costs for this facility. The option to have a non for profit
group operate the arena ( 2 year trial ) to provide the same services would be a consideration
312
as well. We therefore recommend that the City entertain offers to lease the Belyea to an
approved vendor of their choice. If unsuccessful this Arena is located on a large tract of land
with ocean views and would make an incredible location for development while growing the
population of the area.
Closing remarks:
We wish to have the closing of any rink suspended and to allow the Greater Saint John
community the opportunity to work together with the city of Saint John staff and common
council to build a sustainable future for our recreational needs. As you will see by the numerous
letters of support attached there is a need and an obligation to provide recreational services to
the growing areas of this incredibly beautiful city by the sea. The citizens and the business
investors of the community are seeing a renewed enthusiasm by people in our Great City.
There are major new developments that are taking place both in the up town and most recently
substantial investments in housing in Millidgeville which is one of the city's highest tax base
areas. Its time to lead together and grow this amazing historic city. May we all have an
opportunity to help be part of the solutions.
313
Appendix A : Budget numbers for Gorman operations from the year 2013
Due to time restraints we do not have the current costs to operate the Arena but provided the
information from the past as a guide to the future reassessment of operations. This attachment
is the operational costs before any revenue is taken in to account. Estimated revenue from
history year 2013 ( $ 177,000.00 ) based on today's market $ 196,000.00 .
314
Response to Simon inquiry
December 20, 2012
17
Table 1: Approximate Annual Operating Costs for Gorman Arena (2013)
Service
Sports & Recreation Facilities
Service
Arena Op & Maintenance
10
02
Management and Professional
17,616
10
04
Administrative
4,989
10
10
Salaries Temporary
10
12
Outside Workers
137,960
10
14
Wages Other Regular
11
04
Admin. Overtime
11
12
Overtime Outside Workers
4,902
14
04
Frin a Benefits
40,540
Total Wages & Benefits
206,007
20
04
Postage
20
06
Frei ht/Ex ress/Carta e
20
08
Telephone/ Pagers
1,789
20
10
Advertising
293
20
12
Travel
26
20
16
Other Training
635
20
22
Memberships/Professional Fees
20
24
Receptions
-
20
30
Other General Services
626
22
04
Vehicle Insurance
1,350
22
06
Fire Insurance
1,551
22
08
Insurance Deductible
-
26
04
Laundry/Dr Cleanin
SAINT JOHN P.O. Baa 1971 Saint John, NB Canada E7L 4L1 I w. -1-ink(ohn. Ca I C.P. 1971 Sa;n1 lOh" (NI -Br) Canada ER 4L1
315
Response to Simon inquiry
December 20, 2012
18
26
07
Solid Waste Collection
2,194
26
12
Cleaners/Janitors
-
26
30
Other Purchased Services
4,483
30
30
Other Repairs
894
32
06
Vehicles/ Heavy Equipment
-
32
08
Buildings
-
32
30
Other Rentals
-
40
01
Sand/ Gravel/Fill/Loam
-
40
02
Meals
560
40
03
Chemicals/Lime
1,313
40
04
Lumber
153
40
05
Fuel /Gas / Oil
9,653
40
07
Compressors/ Pumps/ Fans
-
40
08
Footwear
215
40
09
Apparel/ Hats/ Helmets
174
40
10
Cleaning/ Janitorial Supplies
2,290
40
11
Medical/ First Aid Supplies
122
40
12
Hand Tools
680
40
13
Safety Supplies
-
40
14
Office Supplies
26
40
16
Electricity
25,580
40
18
Water Supply - City
4,019
40
19
Hardware
490
40
21
Custom Printed Material
-
40
50
Other Purchased Goods
3,774
a0
60
Seeds/ Nursery/ Greenhouse Stock
40
61
Fertilizer
SAINT )OHN P.O. Box 1971 Salnl John. NB Canada E2L 4t1 J www.aalntjohn— J C.P. 1921 Seim John (N.-B.j Canada L21. 4L1
316
Response to Simon inquiry
December 20, 2012
40
62
Recreation equipment
398
40
63
Pesticides
-
65
02
Provincial Property Taxes
765
70
02
Fleet Maintenance
19,736
70
04
Fleet Fuel
2,968
70
06
Carpentry
11,800
70
08
Building maintenance
54,560
70
20
Computers
363
70
25
Equipment Maintenance
-
90
10
Machiner & Equipment
1,120
90
30
Other Asset Expenditures
-
Total Goods 8, Services
154,598
Total Expenditures
360,605
jr
SAINT IOHN
P.O. Box 1971 Saint John. NB Canada E2L xlt 1 www—int(ahn.ca I C.P. 1971 Saint Jahn (N.-6,) Canada L2L 41.1
19
317
Appendix B: Letters from the Board of The Lord BeaverBrook Rink regarding the Charles
Gorman Arena management.
318
www.Ibrink.com
lordbeaverbrookrink@gmail.com ip
506 652 6710 ` J
536 Main Street, Saint John NB E21K 1J4
June 9th, 2020
City of Saint John
15 Market Square
PO Box 1971
Saint John, NB E2L 4L1
Mayor Darling & Council:
It is our pleasure to write a letter in support of the 'Friends of the Greater Saint John
Community' and their initiative to preserve the Gorman Arena for the residents' of Greater
Saint John.
Named after Charles Gorman, Saint John's only Speed Skating World Champion, the
Gorman has served the residents of the North End, and the city in general, for forty-six
years. It has hosted hockey, figure skating, speed skating, lacrosse and many other sporting
events. It has served as a venue where kids can play safely, learn the value of hard work
and teamsmanship, and build friendships with other players.
Recreation is a cornerstone of healthy living, and an integral part of our community. The
Gorman is the only rink in a growing Millidgeville community with major new housing,
apartments and condos built or under construction, and the demand for its services is only
going to increase. Without a fully operating Gorman, the kids, and many adults, will be
hard-pressed to find alternatives.
The Board of the Lord Beaverbrook Rink has listened to the proposal by the 'Friends of the
Greater Saint John Community' and is in complete support of their plan. The Board of the
Lord Beaverbrook Rink has passed a motion at its June 3ra, 2020 meeting to offer the City of
Saint John the opportunity to partner with the Management Team of the Lord Beaverbrook
to operate the Gorman Arena facility in a similar arrangement as the Lord Beaverbrook
Rink. The board is confident that the LBR has the capacity to manage the operations of the
Gorman Arena facility and, in fact, the two rinks working together can result in financial
savings. We also see the potential to enhance ice scheduling, ice access, and off-season
sports to various teams and organizations.
319
We congratulate the 'Friends of the Greater Saint John Community' for their community
activism and for their vision. It is because of groups like this that we are able to maintain
and even improve the quality of life in our city.
Sincerely,
/*//11-
Alex Holder
LBR Manager
Dr. Michael Simon
LBR Board Chairman
320
www.Ibrink.com
lordbeaverbrookrink@gmail.com ip
506 652 6710 ` J
536 Main Street, Saint John NB E2K 1A
June 9th, 2020
City of Saint John
15 Market Square
PO Box 1971
Saint John, NB E2L 4L1
Mayor Darling & Council:
At the June 3rd meeting of the Board of Trustees of the Lord Beaverbrook Rink a proposal
was brought to the attention of the Board by a representative of the `Friends of the Greater
Saint John Community' group in regards to an initiative for the future of the Gorman Arena.
After hearing the proposal, the motion was made to endorse the Gorman Arena proposal
set forth by the `Friends of the Greater Saint John Community' group. Motion moved by Art
Comeau and seconded by Sue Ellis-Loparco.
RESOLVED that as proposed by the 'Friends of the Greater Saint John Community' group,
the Board of Trustees of the Lord Beaverbrook Rink approve and endorse of the initiative
in regards to the Gorman Arena contingent upon the City of Saint John continue to support
operating and capital improvement costs.
Sincerely,
Alex Holder
LBR Manager
G Dr. Michael Simon
LBR Board Chairman
321
Appendix C: Community Letters of Support for the continued operation of the Charles Gorman
Arena.
322
June 15, 2020
Saint John Mayor And Council ,
Saint John Youth Minor Hockey and It's Board Would Like to Express Our Concerns About the
Potential Closing Of The Gorman Arena In The City of Saint John , It would be Devastating to
The Operation Of our Program We Have close to 400 Registered players And We are
Concerned That The quality of The Hours and Availibilty of Ice Time Would Greatly Decrease
Forcing us to Not offer Some Of our Programs . It is our pleasure to write a letter in support of the
"Friends of the Gorman" and their initiative to preserve the Gorman Rink. The Gorman continues to host
not only hockey, but figure skating, speed skating, lacrosse and many other sporting events. It has
served as a community building block where kids can play safely, learn the value of hard work, team
building, and build friendships with other players. We believe the cost of operating facilities that
improve neighborhoods and the quality of life of family's and youth are key to a growing and healthy
city.
It is encouraging that Community business is supporting by putting some repairs ( at their cost ) into
the rink It is an important step in community activity and support. the Gorman has served the residents
of the North End, and the city in general, for forty-six years... Without a fully operating Gorman, the kids,
and many adults, will be hard-pressed to find alternatives. We also see potential to enhance ice
scheduling and ice access to many teams and organizations.
We congratulate the "Friends of the Gorman' for their community activism and for their vision. It is
because of groups like this So we are able to maintain and even improve the quality of life in our city.
Mike Bonin
President
SJYMHA
323
D-3s gn Envelope ID: B61748DJ-d2GDd492-B=--BM41JF5r3C2
Your Worship &. Councillor's
City of Saint Jahn
1 Market Square
Saint Juhn-. NB
Refer-ence: Closin-L, Df the Gorman Arena In---AMdger-Me. Saint John
Your Worship & Councillors
It is our understanding that the City Council is considering selling the Gorman :arena in
Millidgeville as a way of generating income and cutting costs at the same time.
As REALTORSO who live in the Nf llidgeville area and who are actively promoting and selling
of real estate in Saint John- VVe wish to bring to youur attention of the importance of continuing
to maintain this especially important facility as opposed to closing it which will ha�T
repercussions that will affect the growth of the City -
This area has provided many valuable activities to the N llidgeville community over the years
and it played an umportant role m attracting new residents to the area and is considered to be one
of the key components of this Cio=unity. Thousands ofyoiwg boys and girls have enjoyed this
facility and it contributed to them becoming goad citizens of Saint Jahn- The arena has provided
a place for many young and older adults to participate in Hockey Leagues so that they could enjoy
the fiuits of their labour by being healthier- The arena is also used for figure slating, speed
skating, Lacrosse, and ball hockey- We should not forget the many fund-raising events that were
held m this facility over the years. How about the fact that it proirides the Seniors of the
illidgeville Area a place to enjoy the sport of skating which again contributes to being healthier.
The Millidgeville community has grown over the years from more or less a summer home
community to probably one of the largest residential communities in Saint Johm The reason for
this is because of what the community has to offer, and boy does it have a lot to offer. There is
R YC that is the crown of the Kemebecasis River, the Uni�,Trsity of New Brtmswick_ the Saint
John Regional Hospital Tucker Par1t the soccer fields. schools, churches, shopping and must not
forget the other sports that are growing in the area such as Ice Fishing, Snow obiling- Cross
Cauuntry Skiing and Snow Showing.
All these amenities play an important roll in the growing of the population in Saint John and that
is why MillidgeLnlle offers so much to its residents- They in turn pay higher taxes to ensure that
this community continues to offer these services to its residents. Once you start taking away these
important components of the community: you begin to see the number of people moving to the
1 of 3
324
DD-%gn Envelope ID: 8617480342M"99C-BCW-789g413F95C2
- 2 -
community drop and possibly causing a number of individuals to leave the coma intty and go
out to areas like KV which offer many of the same amenities, and we might add, at a lower tax
rate- How about the negative effects that the closing of the GomLan Arena will have on the local
businesses such as Wendy-s, Tint Hortons, Brits, House of C the Tipsy Tomato, Jean Coutu
and the Millidg-eville Imiag Convenience & Cos Bar -
As REALTORS@ who live and work m Saint John, we can appreciate what areas like
Millidgeville can provide to their residents- if you do not provide the services that are so much
an important part of their lives, then they will just decide to live somewhere else- Millidgeville,
has seen the number of high scale Multi Unit Residential Units being built and as they build therm
they fill up as soon as they are completed- Where are many more developments m the area that
will be developed over the next few years and the City has spent millions on infra structure to
encourage more residential development in the Millidgcville Community. Making a decision to
close this important facility will only give strength for newcomers to go areas like KV or even to
the Grand BayfWestfleld area.
The Gorman Arena is an extremely important part of the fabric of the Millidgeville community -
It does not make sense to remove this valuable resource for the community as it contributes so
much in the gnnvtb of the area and the City as a whole. Taking it away, does not do the
community any good, it will only cause some people to reconsider where they will live and play
in_
Asresidents who live, work and play m the Millidgeville area, we implore you to make the right
decision to continue operating the CxonnanAiena. An icon in the City which was named after a
man who put Saint John on the map through his Speed Skating accomplishments.
As a suggestion to Council.. it may be time to consider to have this facility be sponsored by a
group of individuals that could farm a committee to assist in the operations of the arena, as it
could not only be a facility to provide skating andHockey but for other puaposes as a community
center where fund raising events could be sponsored to help towards paying of the operations of
the facility -
For instance, holding indoor flea mtarioets or farmers market- How about coamm ity dances
which can allow the Millidgeville area residents to enjoy an evening of dancing and music. Not
only will this allow the arena to continue to offer the important services it has m the past, but can
put new energies m makes the community come together to enjoy one another that helps build
a community spirit which is so important today. 2 Of 3
325
{D"n Envelope Id: BD1348W-CMG4M C-B=7BM413FWG2
3 of
In closing, thank you far taking the tnm to consider our point of view regarding the extremely
important decision that you will he malting- We mist that after giving what we have mentioned
herein that you will ai2ke the right derision and that is to mpport to continue owning and
operating the Gorman arena.
ResplectfuR
Ip�.Shnx tr•�
Hodges Hamm
Suite 006, 41 Noel Avenue
iilhdgeville,
Saint JelnL NB- 1-506-636-2998
,
rt
C.-.alplm by
Gordon Breau
163 Anchorage Avenue
M lidgeville,
Saint Jahn, NB- 1-506-33 3 -0-909
3 of 3
326
On Fan 17, 2020, at 4.26 PK Ryan Kennedy <ikgju!t&jc.ieanaoutu_corn:> wrote:
Mayor Darling and members of city council,
This is Ryan Kennedy, owner of Jean Coutu Pharmacy on University Ave and the Millidge Place
commercial complex on Milldge Ave_ In re+viewingthe "Recreation User Groups Questionnaire"
regarding potential arena closures, I thought it may be best for me to send an email advocating
for the continued operation ol'the Charles Gorman Arena_ I am of the opinion that the Garman
Arena is an asset to the business communo of Millidgeville. There are several organizations
that exist within a very dose proximity to the complex (Tim Horton's, Wendy's, House of Chanr
Circle K, Subway Restaurant, MiMiMi Restaurant, Jean Coutu Pharmacy, etc_) that benefit from
the foot traffic that the busy arena generates_ Avery recent example was experienced during
the David Kelfy Memorial Toumament held in the city 2 weeks ago_ Our retail complex
normal Iy experiences a large drop in foot traffic following the hoIidays_ I was very pleased to
meet dozens of families shopping in the pharmacy from areas such as Bangor, Woodstock and
Dieppe in the 3 days that the tournament ran. I took my son for lunch at Subway on the same
weekend and found that it was packed with hockey families as well. On an average winter
night, my pharmacy is patronized by many parents who elect to shop in our warm store while
their children are at hockey or speed skating practice- I am confident that neighboring
businesses are having simitar experiences -
As a resident and business owner in Saint John, I understa rid the fis€a I situation that the city is
in and applaud the efforts that council is making to find a sustainable path forward. My two
businesses paid a total of $181, 232 in property tax in 2019 and. I'm open to supporting any
initiatives that have the potential to decrease this burden_ That being said, I believe that the
Gorman provides an economicspinoff to the neighborhood that may outweigh other locations
such as the Hilton belyea Arena which is tucked in the corner of the West side_ Ou r business,
which employs 33 individ ua Isr is less tha n 3 years in existence and therefore has significant debt
associated with its new operation. We would certainly miss the foot traffic that the Charles
Gorman Arena generates for our business_
I wou Id be happy to d is€uss my concerns or experiences further if anyone desires_ I'd also be
open to learning about potential uses for the la nd that €ou Id al so provide an economic benefit
to the businesses of our neighborhood should the Gorman Arena be chosen for cbsure_
Sincerely,
Ryan
506,651J9855 (c)
327
May 29, 2020
His Wan hip Dan Darling, Mayor
&. Common Council
City of Saint John
15 Market square
Sairt John, NB E21L41-1
Dear Mayor and Councilors,.
This letter is in support of the continued operation of the Charles Gorman Arena.
Apart From a few brief absences, I am a ffelong resident of Millidgeville_ I grew up en;oying
the aCtiVitieS offered by the arena and was able to share a similar experience with my awn
two children — including free skates, birthday parties, lacro-mma, and hockey. Since its
opening in 1974, the Charles Garman Arena (the "Gorman") Continues to be a Mil lidgeville
community landmark.
The Gorman ' orovides a safe, enjoyable, and recreational activity for residents f all
ages. Like most parents, when my Children were yourigiar, A& rare always in search of sLNFe
and healthy alternatives to keep them active, and Lo create skills, friendsh'ps and life
lessons. Today, there are very few alternaUves that fulfil this need as well as a oommunity
rink like the Gorman.
The City's Municipal Plan (setting a direction for Saint Jo-hn to 2035) and Growth
Strategy Report am designed too N krsed to evaluate whether Future plrnns fit wish 4he
community's aspirations For the City. The Municipal Plan targets Millidgevilie as a primary
development area and part of the suburban neighbourhood intensifi-cation areas_ These
areas are targeted to receive a significant percentage of fu um growth and development_ Tn
addition, the {irowth Strategy Report uses Mill idgeville as a case study and finds that
"contemporary and sustainable community design suq ests residents should live within a
short walk of local Wien iLies', The Gorman is the type of amenity that improves the quality
of life for residents of MiIlidgeviIle and supports its evolution towards a complete
community.
We should all appreciate the safety, recreational, employment and oamrnunity
benefit a rink provides, I urge Mayor and Council to consider the Gong -term benefits of
continuing operation of the Gorman; and value its alignment with the City's future plan and
growth strategy.
John Pappas
Copy to' Hon, Trevor Holder
??F+f}V1.17�lUL.{ICY TL.Ii {F'.::�. SI51.11 Jniin.N3E2K!R-2� • 5li:r ki'1 1? + JF'A'F.'-r@NUN=1AU.:;n
328
AUri: City of Saint John
RE: Charles Gorman Arena - Univ-enity Awe. Saint John
May 29, 2C20
I a who m It may concern,
Asa lifelong resident of Saint John hating spent more than 40 yearn living in KElidgevIlle I have
witnessed the strength of nammunity than the Arenei has providel for sevL-raI generations Of Youlh and
Ad.ilb as they devtluped skills and relati•�nshipsthrorighhGfJQ�.y, skating and Iacro-ssc- As the ji-iTlary
-aulat for win Ler sport cetielnpma,nt in cne area it is shocking w hear that the rityf is contzrrplating --he
demolition ryfth's im&4rart par. Of Out t0i'xnunity. E am rurrBn-lya hockey psarenI and Coarh for St
YoathAtnm Ievol players, several o'which live within minut-osofthe Carman Arena. Igrew yp playing
In the rick, and nostalgia w'ths#and n& h3ve more racently tmmn-uact.inp Children for the past 3'Bears
a rid ca n attest that this fadl Ity har prDviced a wonderful backdrop for bath sport skil l F nd perwnal
dE2velupment as individuals and a, team (nomb-er5. If xve review the regional facilitlesr Thw
Kenneherassis VaLley ies thre�: ite surfaces av3ilabla {Q-Ple y, ftothe;ay Are ma, Qr.isparnsi� Arena) along
wa me op partu nity to use the R NS to-ciFty to service that region. The aura of Saint ]ph n vn the other
NOnd 'has Iimrttdfa"ilitateslncludIng two Lancaster, vmst based arenaslHiltonBeIYea.and Peter
6rlurrsy}, 9w hlis the Stu Hurley but has alraady ast tha CCr`tiCilnio Arcra years track whi€F. has foroed
local deteluprrirmi Lo -rave to travel autside ofthe core reglon to find ice time- The r.Oy cerrtr , North
and M iEl idgevilie which make u p a dispropo rtinnal ly large part of the crtyrs popU latiarl is seriAred by two
arena's, the LB and the Gr.rrnan, AK sort tt-e loss o` the Gorman wi I simply nct supply the (tCmand.
r0ycurrentIQ.)r1 of6yoar olds is made up Elf primariIVMIIIidgevigoE)aged ftirryllittv,ithagrmving
populatiuriorirrimigrantsrnavingtt;S.aln-Johrfrotr,owe rseas. Tho% child renaNjoining the associatton
and Iearhirrg cur favourite pastime along with the chrlcre7 of the loraI domestic families. The bulk of
this immrgratlon has clectad to reside in the Millidgeville area which in turn exacerbates the need for
this facil ity.
I for one think that tale total desti union 3ar LIiv Gorman Auena is just ane more way that the :, i Fs
ieekirg a cast saving measure with lore-te I'm im pa Its to the loca: corn murrlty that wil I be i rmpa rG ble rn
the future. I realm§ that there are Costs Invohred wi'h Lhc rejuver§tion of the nldp.rfad lifec hrw er
matingthox MPtovmcntswillbefor the bettermentofthe corn munity. With thr local huckey
assoclation� and privcte training programs combined %VIth the newh� instituted nazi -resident usage fees
carrying a lot of the load on the Wrfa-re rentals I hnti it hard to be'ieve -hat the city ca nno= see -he
ber:efits 3f :rpgrarsing and rnaintaining stlCh a faci Ity irr such a core area of the cite. If we tan afford to
haw. made the m-as3ivtL investment in other public property such as Peel plaza end the a(,WP'apdnyiii�
parkirg faclllty it!§erns par-irulagy heartbreaking that we cannot invest im our youth, keepiag Lhem
iwolved in team deve aprnent and afdthe neiRhborhood s#reels anu Ll'eir electronim. As a nation,
Canada has a vested interest in develaoini; athlet'rs as it has arrays proven to be an important way to
329
help WE grave and to keep aCul% engaged with poers and community. Fitness and rccreatfon are katiy
elements for everyone'swellbeing and it would he a yhametotake. this away, especially at such to
inflection paint in the way society opera -es,
I do hope That you wi I give this k.tter, and the rrmarr� other I am sure you have received regarding this
matter, serious consideration when making a f i na l t!"isiun on the lature of this local institution t nd I
hope that the long term uen2fits of keeping the arena in the comin.Anity autwaigh the short-t)erm
dalfarscnd aenu.
RL14pectfully,
�I
J 14Hoan
5 Adrniralty Dr, Saint Jol-n, NF, E2K.9R4 - 5M-&DQ3-Wa
330
June 12, 2020
45 Waterview Place
Saint John, N.B.
E2K5K2
Subject: Cost Benefit analysis supports keeping our recreational facilities and more
specifically the Gorman Arena
I am a resident of Millidgeville and although I commend the city for considering various cost
saving alternatives, I do not agree that closing one of our four city rinks, and possibly selling the
land and building, is a wise decision. It seems that the prime motivation for closing one of the
arenas is to save the $155,000 annual operating loss per arena.
I have two primary reasons to oppose such a closure. From a personal perspective, I play
hockey at the Gorman arena three times a week. To lose any of our four rinks would be a
disservice to the community. As everyone knows, providing recreational facilities such as
arenas, promotes healthy living and a healthy lifestyle for the citizenry. Promoting fitness and
healthy lifestyle choices provides cost savings in both physical and mental healthcare.
The bigger reason is that the youth of our city need recreational facilities such as arenas, ball
fields, soccer fields, football fields, and playgrounds, to enable them to be healthy and avoid
falling victim to the influences of alcohol and or drugs. My understanding is that the opioid
crisis has reached epidemic proportions and is growing. Allowing our youth recreational
opportunities is the best way to thwart the misuse of alcohol or drugs. If you take away healthy
choices you are enabling these non- healthy influences.
Recreational facilities through the medium of sport, teaches the participants fair -play, how to
win modestly, lose graciously, and have respect and empathy for others. In short it provides
character building and invaluable life skills.
To the best of my knowledge these arenas are well utilized as they are used for ice skating,
hockey, lacrosse, special events, etc.. These arenas by virtue of hosting various tournaments are
revenue generators for city businesses such as grocery stores, restaurants, sporting goods
stores and hotels.
One of the city's stated goals is to promote population growth. We will be better able to attract
people to our city if we maintain our current recreational assets as opposed to closing them or
selling them.
I would like to remind city council that certain facilities which are core to the fabric of any city
are not money makers. Some examples are public libraries, arenas, swimming pools, ball fields,
tennis courts, and playgrounds. Having these facilities makes the citizens both healthy and
proud of their city. They are drawing cards. To close an arena or dispose of an arena to save
$155,000 a year is shortsighted, especially considering all of the above -mentioned benefits. The
cost benefit analysis both quantitatively and qualitatively support retaining and not disposing
any of our arenas.
Specific Reasons not to close the Gorman arena:
1) The residents of Millidgeville pay the highest property taxes per capita as compared to
any other area of Saint John. I suggest that there probably isn't another community in
331
Canada which pays the cumulative property taxes which Millidgeville residents pay, yet
does not have a functioning hockey arena.
2) Other cities and communities have relatively new arenas in their communities. We are
only asking that you keep the 45-50 year old Gorman arena open for use.
3) Most of the costs associated with the Gorman arena are sunk costs (fixed costs) which
have already been laid out. The variable costs to operate the arena are miniscule.
4) It is my understanding that the roof of the Gorman arena was replaced in the last few
years. How wise is it to close an arena after having only recently spent taxpayer's money
to replace the roof?
5) Over the last 45 years our city population has declined rapidly. Millidgeville is an area of
growth and it is a shining star. It is the area most newcomers who settle in Saint John
choose. As Mr. Gordon Breau has pointed out, "the highest priority items that a
newcomer desires in his/her community are schools and recreational facilities."
suggest that we will no longer be the drawing card that we presently are without the
Gorman arena.
By far the largest burden on the City of Saint John are the excessive number of
employees on the city of Saint John payroll (city employees, fire, and police services).
We have a disproportionate number of employees as compared to our city population.
The city must make the hard decisions to address the real financial burdens on the city.
In conclusion, for the multitude of reasons as stated, it would be a travesty of justice to
close the Gorman arena.
Sincerely,
Leonard Lynch
332
SUBJECT: POSSIBLE CLOSURE OF CHARLES GORMAN ARENA IN
MILLIDGEVILLE TO POTENTIALLY SAVE THE CITY MONEY
Mayor Darling and Council Members;
My background for the information of the members of Council who do not know
me!
- I grew up in Millidgeville when we still had the airport, attended SJHS, then Mt.
Allison before beginning my business career I first started a new business in
years have 1966. Over the years I have owned a number of businesses and
employed many people. My various companies and I personally, have for over
fifty years contributed significant tax dollars to the City of Saint John through
various forms of taxation, water and sewer fees, and numerous other City cost
burdens required for a business to operate in Saint John, NB.
I have lived in Millidgeville since the 1940's, when there were fewer than 100
year round residents from Boars Head Road to the northern end of Millidge
Avenue. We (Millidgeville) had no recreation facilities of any kind funded by the
city back then. Millidge Avenue was a dirt road and there was no water of sewer
service. There was a one room school on Manners Sutton Road with a well with
a pitcher pump and an outhouse. Everyone with a year round home had a well
and septic tank. The summer homes in Millidgeville had outhouses and their own
well or drew from two private community wells.
There was one indoor rink in the city, the old Saint John Forum on Main Street
and there was an "official" city outdoor rink for North Enders at the Old Shamrock
Grounds where schoolboy hockey was played. Those of us kids who lived in
Millidgeville skated and played hockey on the ice in Brothers Cove.
Millidgeville's development started in the mid -fifties when a lot of Post War Vets
with young families were stepping up and moved into the area to build a home in
these beautiful suburbs. The one room Millidgeville School on Manners Sutton
Road was no longer acceptable for the rapidly increasing number of children so
the M. Gerald Teed primary school was built and the new state of the art
Milledgeville North High School was constructed. Along with the schools came
some sports fields and tennis courts (recently taken away by the city) but kids still
had to get to town if they wanted to play hockey or recreationally skate indoors in
the new Lord Beaverbrook Rink on Main Street after the old Forum burned to the
ground.
In Centennial Year, 1967, new rinks were built in commemoration of Canada's
100t". Birthday. One was built in the east, one in the north and two on the west
side. The LBR continued serving the central part of city and the south end. One
of those rinks, the Charles Gorman Arena was built in Millidgeville on University
333
Avenue. That rink has served the children of Millidgeville for 53 years and it has
performed yeoman service for the Millidgeville community for all those years and
can do so for many more decades.
Several years ago, the City Planning Staff came up with a "Millidgeville
Secondary Plan" that in simple terms would lead to Millidgeville being a bedroom
for Saint John. Unfortunately it didn't provide for a kitchen, or other rooms (uses)
particular for those residents who are now older. While other cities were
designing communities that were walkable — with easily accessible community
services like a grocery stores, barbershops, hairdressers, restaurants, bars, etc.,
- our city went in the opposite direction and made Millidgeville a drive to and from
community. To live in Millidgeville today a vehicle is a necessity as our closest
grocery stores are the Superstore on Somerset Street or Sobey's on Visart
Street; much too far to walk and carry groceries for a senior and many not so
senior.
There has been recreational skating at the Gorman Arena which nearby
residents of all ages can walk to. In addition, schoolboy/schoolgirl hockey and its
benefits may have been missed by some of our decision makers.
Once again, if the Gorman Arena closes residents of Millidgeville will need a car
to get to the Beaverbrook rink or to the even further away arenas. Please do not
make it even more difficult for the residents of Millidgeville by closing our arena
and making out community less attractive as a place to live.
Sincerely,
G.A. (Sandy) Robertson
emailed to:
Mayor Don Darling
Councilors
Shirley McAlary
Gary Sullivan
Sean Casey
John MacKenzie
Blake Armstrong
Greg Norton
Donna Reardon
David Hickey
David Merrithew
don.darling(a saintjohn.ca
shirley.mcalary(a�saintjohn.ca
gary.sullivan(a)-saintjohn.ca
sean.caseyC saintjohn.ca
0ohn.mackenzie @..saintjohn.ca
blake.armstrong(a saintjohn.ca
greg.norton saintjohn.ca
donna. reardon(a-saintjohn.ca
david.hickey @..saintjohn.ca
david.merrithew(a)-a)
334
Ray Strowbridge ray.strowbridge(a-)-saintiohn.ca
and the
Common Clerk commonclerk(aD-saintjohn.ca
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335
Matt Garey & Jillian Ingalls Garey
46 Crown Hill Crescent
Saint John, NB
E2K 2H3
City of Saint John
Sports & Recreation
171 Adelaide Street
Saint John, NB
E2K 1 W9
To whom it may concern:
As residents of the City of Saint John, we are writing to respectfully express our concerns
regarding the possible closure of an arena. While we understand that difficult fiscal decisions
must be made, we feel strongly that the Gorman Arena should be saved, considering the many
benefits it adds to our city.
The Gorman currently serves the South as well as the North ends of the city. For Saint John
Minor Hockey the Gorman is the "home rink" for kids who live on the East side of Saint
John. This is most likely the case for many of the other programs that run at the Gorman.
The public skates, the speed skating programs along with the endless hours of youth hockey at
the Gorman provide essential physical activity, encouraging healthy lifestyles for a wide age
range of "Saint Johners", but most importantly for our youth. If we are serious about keeping
residents from moving to the valley where homes can be purchased more cheaply and property
tax is greatly reduced, we are remiss if we do not prioritize what is important to our families!
The Gorman is used for school skating programs. This if often the first time some kids are
exposed to skating and it becomes the hook that brings their families in. Our children were so
fortunate to participate as students of M. Gerald Teed School and future students should have
this opportunity as well.
The importance of a neighborhood rink cannot be over emphasized. Kids walk to the Gorman
from many different neighborhoods, when and if their families are unable to drive
them. Without the rink, we would see more inactivity in our youth, most likely resulting in
more screen time. Research informs us that this leads to mental health issues, something we
should try to avoid at all costs.
There are various cost -saving options that should be considered to reduce the expenses incurred
by the rink. Thank you for understanding the importance of the Gorman to our city.
Matt & Jillian Garey
336
June 15, 2020
To : Saint John City Council
Re: Charles Gorman Arena
I am writing in support of keeping the Gorman arena open and in full operation. Being a life
long resident of the Millidgeville area, I have watched the development of the area into one of
the most desired places to live in Saint John. Having an arena here has been a big part of that
development. I have used it, my children have used it and now my grand children are using it. It
has been and should continue to be the focal spot of this community. It brings people to the
area and businesses also benefit from this.
Bob Harrity
416 Ragged Point Road
337
To whom it may concern,
I'm writing this letter to not only express my sincere concern about the closing/sale of the
Charles Gorman Arena in Millidgeville, but to stress the impact that the facility has on this
community and many others throughout the city.
When my wife and I chose Millidgeville as the location for us to raise our family; proximity to
facilities such as the Gorman Arena, Rockwood Park Golf Course, Jack Kyle & Shamrock
baseball/tennis facilities factored heavily in our decision. Even though these facilities were
hardly modern (with the exception of the incredible Emera Turf Field), our decision was
primarily based on close proximity, easy access and a sense of community. Millidgeville has
been able to offer us a "small town" feel while living within the city limits.
My children are now 11, 10 & 7 which means we still have many years to enjoy and be a part of
this little community in the north end of the city. However, in addition to the obvious benefits
that youth sports have on our local community, the economic and social benefits that the
Charles Gorman Arena provides cannot be ignored.
Since we moved to Millidgeville over fifteen years ago we have seen multiple businesses open
in the area; a sit-down ethnic restaurant, a pizza place, multiple fast food locations, a high -end
deli and a state of the art pharmacy/medical clinic. It is not difficult to recognize the impact
that 150-200 families, attending practices and games daily, have on a local economy. This does
not even consider the multiple tournaments held at the Gorman, likely doubling or even tripling
those figures over multiple weekends per year.
As for the social impact, we are extremely fortunate that a large proportion of Saint John's
immigrant population calls Millidgeville home. The Gorman Arena has allowed many of those
families to easily partake and enjoy one of Canada's favourite pastimes for the first time!
School skating programs, public skating, CanSkate, speed skating, school boy hockey and minor
hockey all give our newest families and their children incredible opportunities to integrate and
associate with their friends outside of the classroom or school playground. Without the
Gorman Arena in our area, I fear that many of these families would not (and possibly could not)
make the trip across town for a sport or activity that they otherwise would never have tried.
I know that these decisions are not made easily. However, I fear that decisions are often made
that appear fiscally sensible at the time, but turn out to have a much greater negative economic
and social impact on communities over the medium -to -long term. Without the Charles Gorman
Arena in Millidgeville, it's very likely I wouldn't be living here to write this letter on behalf of my
community today.
Good luck!
Geoffrey H. Mitchell
82 Cedarwood Drive
Saint John, NB E2K5P4
338
June 10, 2020
City of Saint John
Recreation Dept
I would like to voice our opinion on the closure/ sale of a rink in Saint John. One of the rinks
being considered is the Charles Gorman Arena, affectionately called "The Gorman"
I feel the closure of any rink at this point in time should not be considered. I understand the
city has to think of financial impact and is trying to cut costs. In my opinion, this is a horrible
idea. "The Gorman" provides even more than a recreational purpose. "The Gorman" is always
busy.
Some of the benefits of "The Gorman"
-We should be thinking of the mental health and activity levels of our community members.
"The Gorman" give people a mental health outlet and a place to remain active and with friends.
-In the same North end of the city, in the very near vicinity, we have recently seen the
construction of a pharmacy, multiple multi unit buildings, multiple restaurants (House of Chan,
Mimimi), a big renovation at Irving Convenience) and not mention there is new construction in
Fieldstone Estates, Cambridge Estates and Anchorage Ave. This has helped increase traffic to
these local businesses and also build on the tax base.
-Local businesses will all be impacted by the closure of the Gorman. "The Gorman" generates
much needed community location, traffic and revenue into these community businesses. The
closure of "The Gorman" would contribute to a negative effect on the tax base of the City and
local community members.
-People attending events at "The Gorman" drive new business into the area. These are all small
businesses and are owned locally.
-"The Gorman" permits people of all ages to remain active and participate in a sport they enjoy.
Hockey, ball hockey, lacrosse, figure skating, speed skating to name a few.
-It is also a draw to the North end of the city. This helps to draw more residents to that area.
More construction and people help to increase the tax base.
WHY KEEP "THE GORMAN"?
The Hilton Belyea provides all of this to their local area, but there is already a rink in the west
side of Saint John. There is no recent development in the area of the Hilton Belyea... therefore
no real change to the tax base.
PLEASE KEEP "THE GORMAN" OPENH
Mark, Tanya, Dylan & Evan Campbell
24 Cedarwood Dr
Saint John, NB
E2K 4T4
ph 506-650-4790
339
Appendix D: Visual rendition of improvements to the Charles Gorman Arena
This will follow on June 19 th as it is currently being drawn up.
340
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M&C No.
M&C 2020-166
Report Date
June 17, 2020
Meeting Date
June 22, 2020
Service Area
Transportation and
Environment Services
SUBJECT: 2nd Amendment to Summer Arena License
EXECUTIVE SUMMARY OF COMMITTEE OF THE WHOLE REPORT FOR OPEN
SESSION OF COUNCIL
"The City of Saint John entered into a license agreement with a numbered
company whose principal is Mr. Andy Bezeau to provide exclusive access to the
Stewart Hurley Arena, April 1 through September 30, 2020. Unfortunately, this
license needed to be suspended before it started as the Provincial Mandatory
Order in March as a result of the COVID-19 pandemic prohibited patrons from
being able to access arenas. The updated Provincial Mandatory Order of June
19, 2020 provided authority to once again allow patrons into arenas and
organized sports to resume, albeit with conditions to mitigate the spread of
COVID-19. The City of Saint John and Mr. Bezeau have been working
collaboratively to develop respective Operational Plans to follow the Mandatory
Order. Common Council is approving an amendment to the license to allow an
opportunity for this recreation service to resume while doing so with safety
precautions in place. Mr. Bezeau has been presented with this amendment for
his consideration."
RECOMMENDATION:
Committee of the Whole recommend to Common Council that the Mayor and
Common Clerk be approved to sign the Licence Amendment attached to M&C
2020-166.
342
License Agreement
The City of Saint John and 707990 N.B. Inc.
1
This License made in duplicate this day of June, 2020.
BY AND BETWEEN:
The City of Saint John, having its City Hall
at 15 Market Square, Saint John, New
Brunswick, a body corporate by Royal
Charter, confirmed and amended by Acts of
the Legislative Assembly of the Province of
New Brunswick, hereinafter called the
"Licensor"
OF THE ONE PART
- and —
707990 N.B. Inc., a company duly
incorporated under the laws of the Province
of New Brunswick, having its head office at
42 Bayview Drive, in the City of Saint John,
County of St. John, Province of New
Brunswick, hereinafter called the "Licensee"
OF THE OTHER PART
WHEREAS the Licensor and Licensee have entered into a Licence
Agreement respecting the rental and use of premises known as the Stewart Hurley
Arena located at 1500 Hickey Road, Saint John, New Brunswick (the "Premises");
AND WHEREAS the License Agreement was amended in March of 2020
because of the unanticipated circumstances brought on by the COVID-19
Pandemic and, more particularly, by reason of the fact that all arena operations in
the Province were indefinitely suspended with immediate effect by Mandatory
Order issued under the Emergency Measures Act in order to contain and mitigate
the spread of COVID-19;
AND WHEREAS the parties acknowledge that the landscape continues to
evolve respecting the COVID-19 Pandemic;
AND WHEREAS the Province of New Brunswick issued a revised
Mandatory Order under the Emergency Measures Act on June 19t', 2020,
providing, in part, as follows in paragraph 27 thereof. Notwithstanding any
paragraph of this Order other than paragraph 26, it is not prohibited to host,
organize, facilitate or play sports, when done in compliance with guidelines of the
Chief Medical Officer of Health... ";
AND WHEREAS paragraph 26 of the aforementioned Mandatory Order is
inapplicable in the present circumstances because it pertains only to the geographic
region where an active COVID-19 outbreak is ongoing;
AND WHEREAS the City has made inquiries of the Office of the Chief
Medical Officer of Health and has received written confirmation, as of June 22"d,
2020 at loam, that no specific guidelines have been issued by the Chief Medical
343
License Agreement
The City of Saint John and 707990 N.B. Inc.
2
Officer of Health pursuant to paragraph 27 of the aforementioned Mandatory Order
and, further, that the general guidelines earlier issued by the Chief Medical Officer
of Health are the only guidelines presently applicable under paragraph 27;
AND WHEREAS the parties acknowledge that the landscape presented by
COVID-19 shall continue to evolve and that the applicable rules respecting the use
of arenas and sporting activities within arenas, such as hockey training
camps/schools and playing hockey more generally, will, in turn, continue to be
shaped by future amendments to the aforementioned Mandatory Order during the
COVID-19 Pandemic and/or supplemental guidelines issued or adopted by the
Chief Medical Officer of Health.
FOR THE CONSIDERATION OF THESE PRESENTS AND OTHER GOOD
AND VALUABLE CONSIDERATION, THE PARTIES NOW THEREFORE
ACKNOWLEDGE AND AGREE THAT:
1. The parties acknowledge and agree that they shall review all guidelines issued
by the Chief Medical Officer of Health and shall each develop a written COVID-
19 Operational Plan which implements and operationalizes such guidelines and
any other best practices identified by the Licensor having regard to similar
activities in other New Brunswick municipalities. The Licensee's COVID-19
Operational Plan shall be subject to the approval of the Licensor's City Manager,
or his designate. The Licensed Premises shall not become available to the Licensee
until this condition has been satisfied.
2. The parties acknowledge and agree that the aforementioned Mandatory Order
issued under the authority of the Emergency Measures Act and/or the guidelines
of the Chief Medical Officer of Health may change. In view of this, the parties
acknowledge and agree that they shall make any necessary adjustments to their
respective COVID-19 Operational Plans to accommodate new or revised orders
directives, guidelines, best practices, rules or lawful requirements promulgated by
the Province, which includes the Chief Medical Officer of Health, that carry with
them the force of the law.
3. The Licensee acknowledges and agrees that it shall be an express term of any
agreement that it enters into with any third party to sub -rent ice time from the
Licensee that such third party shall be provided with the COVID-19 Operational
Plans of the Licensor and the Licensee, as amended and approved from time to
time pursuant to paragraph 2 hereof, and that such third party shall, as a condition
of sub -renting ice time, agree to abide by all of the terms of such COVID-19
Operational Plans.
4. Should the License Agreement proceed and should the Province shut down for
any period of time the Licensed Premises or the operations of the Licensee owing
to non-compliance with the aforementioned Mandatory Order or any of the
guidelines of the Chief Medical Officer of Health, as amended from time to time,
by the Licensee or a third -party to whom the Licensee has sub -rented ice time, the
Licensee shall not be excused from the obligation to pay full fees to the Licensor
for the Licensed Premises for the License Period under the License Agreement.
344
License Agreement
The City of Saint John and 707990 N.B. Inc.
3
IN WITNESS WHEREOF the parties hereto have set their
corporate seals duly attested by the signatures of their properly authorized officers
respectively the day and year first above written.
Signed, sealed and delivered THE CITY OF SAINT JOHN
Don Darling, Mayor
Jonathan Taylor, Common Clerk
Common Council Resolution:
June , 2020
707990 N.B. Inc.
Per:
Andrew Bezeau, President
345
COUNTY OF SAINT JOHN
PROVINCE OF NEW BRUNSWICK
I, Andrew Bezeau, of the of , County of
and Province of New Brunswick, MAKE OATH AND SAY:
1. THAT I am the President of 707990 N.B. Inc., the licensee named in the
foregoing instrument and have custody of the corporate seal of the said company
and am duly authorized to make this affidavit.
2. THAT the seal affixed to the foregoing agreement and purporting to be the
corporate seal of 707990 N.B. Inc. is the corporate seal of the said 707990 N.B.
Inc., the contractor named in the foregoing instrument and it was affixed by the
officer authorized to so affix the seal.
3. THAT the signature "Andrew Bezeau" subscribed to the said instrument is
my signature and as I am duly authorized to execute the said instrument.
4. THAT the said document was executed as aforesaid at the of
, in the Province of New Brunswick on the day of
2020.
SWORN TO BEFORE ME at the
of ,
in the County of
and Province of New Brunswick
this day of , 2020
Commissioner of Oaths
Being a Solicitor
Andrew Bezeau
a.