2021-09-20_Agenda Packet--Dossier de l'ordre du jour�B
City of Saint John
Common Council Meeting
AGENDA
Monday, September 20, 2021
6:00 pm
2nd Floor Common Council Chamber, City Hall
1. Call to Order
1.1. Land Acknowledgement
1.2. National Anthem
2. Approval of Minutes
2.1. Minutes of August 23, 2021
3. Approval of Agenda
4. Disclosures of Conflict of Interest
5. Consent Agenda
5.1. Cleanup of Unsightly Properties at 36 and 40 Princess Court (Recommendation
in Report)
5.2. Tender# 2021-082401T Carleton Community Centre - Sandstone Remediation
Phase 1 (Recommendation in Report)
5.3. Appointment of a Heritage Officer pursuant to the Heritage Conservation Act
(Recommendation in Report)
5.4. 2021 Fall Debenture Application (Recommendation in Report)
5.5. Honeysuckle Drive Drainage Basin Update (Recommendation: Receive for
Information)
5.6. Contract No. 2021-15: Sanitary Sewer Structural Lining — Phase V (Various
Locations) (Recommendation in Report)
Pages
6-19
20 - 35
36 - 38
39 - 40
41 - 42
43 - 46
47 - 49
5.7. Licence of Occupation — Province of New Brunswick Road Maintenance and
50 - 58
Culvert Replacements, Lomeville Area (Recommendation in Report)
5.8. Fundy Quay — Public Space Engagement Event (Recommendation: Receive for
59 - 61
Information)
6.
Members Comments
7.
Proclamation
7.1. 403 Helicopter Operational and Training Squadron - September 25, 2021
62 - 62
7.2. Rail Safety Week - September 20th to September 26th, 2021
63 - 63
8.
Delegations / Presentations
8.1. Saint John Ability Advisory Committee
64 - 73
8.2. New Brunswick Coalition of Persons with Disabilities
74 - 106
9.
Public Hearings - 6:30 p.m.
10.
Consideration of By-laws
10.1. Municipal Plan, Zoning ByLaw and Section 59 Conditions - 60 Technology
107 - 117
Drive (Third Reading)
10.2. Zoning ByLaw Amendment with Section 59 Conditions - 1720 Manawagonish
118 - 123
Road (Third Reading)
10.3. Zoning ByLaw Amendment - 867 Millidge Avenue (Third Reading)
124 - 127
11.
Submissions by Council Members
11.1. Cities Race to Zero (Councillor Hams)
128 - 129
12.
Business Matters - Municipal Officers
12.1. Public Access to City Facilities due to COVID Pandemic
130 - 141
12.2. Truth and Reconciliation Efforts
142 - 169
13.
Committee Reports
13.1. Chairperson Verbal Update - Inaugural Meeting of the Public Safety
Committee
13.2. Public Safety Committee: Municipal Emergency Response Plan - MERP
170 - 244
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14.
15.
16.
17.
18.
13.3. Public Safety Committee: The City of Saint John Safety and Continuity
245 - 248
Management Program and Service Review Schedule
13.4. Public Safety Committee: Vehicle Speed Management
249 - 250
13.5. Chairperson Verbal Update - Growth Committee
13.6. Growth Committee: City Market Strategic Plan — Steering Committee - Terms
251 - 256
of Reference
Consideration of Issues Separated from Consent Agenda
General Correspondence
15.1. Residents of Cosy Lake Road re: ATVs (Recommendation: Refer to City
257 - 258
Manager)
15.2. P. Conway re: Flyer Deliveries (Recommendation: Refer to City Manager)
259 - 259
15.3. Fundy Regional Services Commission - Submission of Proposed Operating
260 - 272
Budget for the Year 2022 (Recommendation: Refer to City Manager)
15.4. Saint John Energy Request to Present (Recommendation: Refer to the Clerk
273 - 273
to schedule)
Supplemental Agenda
Committee of the Whole
17.1. Parking Commission Wind -Up
274 - 274
Adjournment
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City of Saint John
Common Council Meeting
Monday, September 20, 2021
Committee of the Whole
1. Call to Order
Si vous avez besoin des services en frangais 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:
4:30 p.m., 2nd Floor Boardroom, City Hall
1.1 Approval of Minutes 68(1)
1.2 Financial Matter 68(1)(c)
1.3 Financial Matter 68(1)(c,d)
1.4 Financial Matter 68(1)(c)
Ville de Saint John
Seance du conseil communal
Lundi 20 septembre 2021
18h
2e etage Salle du conseil communal, hotel de ville
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 30, 2e etage Salle du conseil communal, hotel de ville
1.1 Approbation du proces-verbal en vertu du paragraphe 68(1)
1.2 Question financiere en vertu de I'alinea 68(1)c)
1.3 Question financiere en vertu des alineas 68(1)c) et d)
1.4 Question financiere en vertu de I'alinea 68(1)c)
Seance ordinaire
1. Ouverture de la seance
1.1 Reconnaissance des terres
1.2 Hymne national
2. Approbation du proces-verbal
3. Adoption de I'ordre du jour
4. Divulgations de conflits d'interets
5. Questions soumises a I'approbation du conseil
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5.1 Nettoyage des proprietes insalubres au 36 et au 40, cour Princess
(recommendation clans le rapport)
5.2 Appel d'offres n° 2021-082401T Centre communautaire de Carleton —
Phase 1 de I'assainissement du gres (recommendation clans le rapport)
5.3 Nomination d'un officier du patrimoine en vertu de la Loi sur la
conservation du patrimoine (recommendation clans le rapport)
5.4 Demande de debenture pour I'automne 2021 (recommendation clans le
rapport)
5.5 Mise a jour du bassin de drainage de la promenade Honeysuckle
(recommendation : recevoir a titre d'information)
5.6 Contrat n° 2021-15 : Revetement structurel de I'egout sanitaire — Phase V
(divers emplacements) (recommendation clans le rapport)
5.7 Permis d'occupation — Entretien des routes et remplacements des
ponceaux de la province du Nouveau -Brunswick, region de Lorneville
(recommendation clans le rapport)
5.8 Fundy Quay — Activite de mobilisation sur 1'espace public
(recommendation : recevoir a titre d'information)
6. Commentaires presentes par les membres
7. Proclamation
7.1 403' Escadron d'entrainement operationnel d'helicopteres —
15 septembre 2021
7.2 Semaine de la securite ferroviaire — du 20 au 26 septembre 2021
8. Delegations et presentations
8.1 Saint John Ability Advisory Committee
8.2 Coalition des personnes handicapees du Nouveau -Brunswick
9. Audiences publiques
10. Etude des arretes municipaux
10.1 Modification du plan municipal, modification de I'arrete de zonage et
conditions de I'article 59 — 60, promenade Technology (troisieme lecture)
10.2 Modification de I'arrete de zonage avec les conditions de I'article 59 —
1720, chemin Manawagonish (troisieme lecture)
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10.3 Modification de 1'arrete de zonage — 867, avenue Millidge (troisieme
lecture)
11. Interventions des membres du conseil
11.1 Objectif zero emission pour les villes (conseiller Harris)
12. Affaires municipales evoquees par les fonctionnaires municipaux
12.1 Acces du public aux installations de la ville clans le contexte de la
pandemie de COVID (la presentation suivra)
12.2 Efforts de verite et de reconciliation
13. Rapports deposes par les comites
13.1 Mise a jour verbale du president — Reunion inaugurate du Comite de la
securite publique
13.2 Comite de la securite publique : Plan municipal d'intervention d'urgence
13.3 Comite de la securite publique : Programme de gestion de la securite et
de la continuite et calendrier d'examen des services de la ville de Saint
John
13.4 Comite de la securite publique : Gestion de la vitesse des vehicules
13.5 Mise a jour verbale du president — Comite de croissance
13.6 Comite de croissance : Plan strategique pour le marche de la ville —
Comite directeur— Mandat
14. Etude des sujets ecartes des questions soumises a I'approbation du Bureau
15. Correspondance generale
15.1 Residents du chemin Cosy Lake; objet : VTT (recommendation : se referer
au directeur municipal)
15.2 P. Conway; objet : Livraison de circulaires (recommendation : se referer
au directeur municipal)
15.3 Commission de services regionaux de Fundy — Presentation du budget de
fonctionnement propose pour l'annee 2022 (recommendation : se referer
au directeur municipal)
15.4 Saint John Energy — Demande de presentation (recommendation : se
referer au greffier pour programmer la presentation)
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16.Ordre du jour supplementaire
17. Comite plenier
17.1 Liquidation de la commission de stationnement
18. Levee de la seance
Present:
Also Present:
COMMON COUNCIL / CONSEIL COMMUNAL
August 23, 2021 / le 23 aout 2021
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COMMON COUNCIL OF THE CITY OF SAINT JOHN
AUGUST 23RD, 2021 AT 6:00 PM
2nd FLOOR COMMON COUNCIL CHAMBERS
Mayor Donna Noade Reardon
Deputy Mayor John MacKenzie
Councillor -at -Large Gary Sullivan
Councillor -at -Large Brent Harris
Councillor Ward 1 Joanna Killen
Councillor Ward 1 Greg Norton
Councillor Ward 2 Barry Ogden
Councillor Ward 3 David Hickey
Councillor Ward 3 Gerry Lowe
Councillor Ward 4 Greg Stewart
Councillor Ward 4 Paula Radwan
City Manager J. Collin
General Counsel M. Tompkins
Commissioner, Human Resources S. Hossack
Fire Chief & Chief Emergency Management Services K. Clifford
Commissioner, Utilities & Infrastructure Services B. McGovern
Director Growth & Community Services A. Poffenroth
Chief of Staff & Chief Financial Officer K. Fudge
Director Inter -Governmental Affairs I. Fogan
Director Legislative Services / City Clerk J. Taylor
Deputy City Clerk P. Anglin
Administrative Officer R. Evans
C.
COMMON COUNCIL / CONSEIL COMMUNAL
August 23, 2021 / le 23 aout 2021
1. Call to Order
1.1 Land Acknowledgement
Councillor Sullivan read the Land Acknowledgement and called for a moment of
reflection.
The City of Saint John/Menaquesk is situated is the traditional territory of
the Wolastogiyik/Maliseet.The Wolastogiyik/Maliseet along with their indigenous
nelghbours, the Mi'Kmaq/Mi'kmaw and Passamaquoddy/Peskotomuhkati signed Peace
and Friendship Treaties with the British Crown in the 1700s that protected their rights to
lands and resources.
1.2 National Anthem
Lily VanBeek a student attending Saint John High School sang 0 Canada.
1.3 Condolences
The City Manager called for a moment of silence to respect the passing of Jeff Hussey, the
Director of Public Works who died unexpectedly on August 19, 2021.
2. Approval of Minutes
3. Approval of Agenda
Moved by Deputy Mayor MacKenzie, seconded by Councillor Radwan:
RESOLVED that the agenda for August 23, 2021, be approved with the addition of the
following items:
• 12.1 Truth and Reconciliation Plan Development verbal update
• 17.1 2021 Federal Election Position Paper
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4. Disclosures of Conflict of Interest
Councillor Hickey declared a conflict of interest with item 5.1
5. Consent Agenda
5.1 Refer to Item 14.1
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COMMON COUNCIL / CONSEIL COMMUNAL
August 23, 2021 / le 23 aout 2021
5.2 That as recommended by the City Manager in the submitted report M&C 2021-
208: Amendment No.1 to the SJLIP Contribution Agreement - extra funding from the
IRCC for the Fiscal Year 2021-22, Common Council authorize the Mayor and City Clerk to
execute Amendment No. 1 to the Contribution Agreement No. S211600015 with the
Government of Canada for the Saint John Local Immigration Partnership for the Fiscal
Year 2021-2022.
5.3 That as recommended by the City Manager in the submitted report M&C 2021-
132: Proposed Public Hearing Date - 31 Cliff Street and 110-128 Waterloo Street, Common
Council approve the scheduling of the public hearings for the Zoning By-law rezoning
application submitted by Hughes Surveys & Consultants Inc. for the property located at
31 Cliff Street (PIDs 55221071 and portions of 55226724 & 00014621) and the rezoning
application submitted by Toss for 110-128 Waterloo Street (PIDs 00013748; 00013730;
00013722; 00013714; 00013706; 00013144; 00013136; 00013128) for Monday, October
4, 2021 at 6:30 p.m. at the Council Chamber, City Hall 2nd floor, 15 Market Square, Saint
John, NB.
5.4 That as recommended by the City Manager in the submitted report M&C 2021-
228: Corporate Procurement Card Services, Common Council accept the proposal
submitted by Scotiabank to provide procurement card services to the City of Saint John,
and that the Mayor and City Clerk be authorized to execute the necessary contract
documents.
5.5 That the submitted report M&C 2021-229: 2021 Spring Debenture Terms, be
received for information.
5.6 That as recommended by the City Manager in the submitted report M&C 2021-
233: 2021 Fall Debenture Notice of Motion, her Worship the Mayor gave the following
Notice of Motion. "I do hereby give Notice that I will, at a meeting of Common Council
held after the expiration of thirty days from this day, move or cause to be moved, the
following resolution:
RESOLVED that occasion having arisen in the public interest for the following Public Civic
Works and needed Civic Improvements, that is to say:
Purpose of Issue
The City of Saint John Proposed issue of Debentures To Be Dated On or after September
22nd, 2021
GENERAL FUND
General Government $2,000,000
Protective Services $500,000
Transportation $500,000
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COMMON COUNCIL / CONSEIL COMMUNAL
August 23, 2021 / le 23 aout 2021
Recreation and Culture $3,000,000
TOTAL $ 6,000,000
REFINANCE DEBENTURES
Debenture No. BF 10- 2011- $1,500,000
(General Fund — 5 years)
Debenture No. BE 11 -2011- $3,500,000
(Water & Sewerage —10 years)
TOTAL $ 5,000,000
GRAND TOTAL $11,000,000
THEREFORE RESOLVED that debentures be issued under provisions of the Acts of
Assembly 52, Victoria, Chapter 27, Section 29 and amendments thereto, to the
amount of $ 11,000,000.
5.7 That as recommended by the City Manager in the submitted report M&C 2021-
230: Contract No. 2021-19 Crack Sealing 2021, the contract be awarded to the low
Tenderer, Road Savers Maritime Limited, at the tendered price of $78,200.00 (including
HST) as calculated based upon estimated quantities, and further that the Mayor and City
Clerk be authorized to execute the necessary contract documents.
5.8 That as recommended by the City Manager in the submitted report M&C 2021-
234: Contract 2021-20: Visart Street Combined Sewer Emergency Repair, the contract be
awarded to the low tenderer, Fairville Construction Ltd., at the tendered price of
$187,852.50 (including HST) as calculated based upon estimated quantities, and further
that the Mayor and City Clerk be authorized to execute the necessary contract
documents.
5.9 That the submitted report M&C 2021-237: Canada Community Revitalization
Fund & Funding Support Requests, be received for information.
Moved by Deputy Mayor MacKenzie, seconded by Councillor Radwan:
RESOLVED that the recommendation set out in each consent item respectively, with the
exception of Item 5.1 which was identified for debate, be adopted.
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6. Members Comments
7. Proclamation
8. Delegations/Presentations
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COMMON COUNCIL / CONSEIL COMMUNAL
August 23, 2021 / le 23 aout 2021
9. Public Hearings- 6:30pm
9.1 Proposed Municipal Plan and Zoning Bylaw Amendment with Planning Advisory
Committee report recommending amendments with Staff Presentation — 695 Somerset
Street (15t and 2" Reading)
Director A. Poffenroth advised that the necessary advertising was completed with regard
to amending Schedule A— City Structure, by redesignating a parcel of land having an area
of 3,445 square metres, located adjacent to 695 Somerset Street, also identified as PID
No. 00415497 and PID No. 55147557, from Local Centre to Stable Area classification;
amending Schedule B — Future Land Use, by redesignating a parcel of land having an area
of 3,445 square metres, located adjacent to 695 Somerset Street, also identified as PID
No. 00415497 and PID No. 55147557, from Local Centre to Stable Commercial
classification; and rezoning land having an area of 3,445 square metres, located adjacent
695 Somerset Street, also identified as PID No. 00415497 and 55147557 from General
Commercial (CG) to Special Zone No. 4 (SZ-4) to permit a business office/maintenance
building and outdoor storage area as requested by Comeau MacKenzie Architecture for
Seale Excavation, with no letters of support or opposition received.
Consideration was also given to a report from the Planning Advisory Committee
submitting a copy of Planning staff's report considered at its July 20, 2021, meeting at
which the Committee recommended approval, to rezone a parcel of land located at 695
Somerset Street as described above with Section 59 conditions. The Director advised the
staff and PAC recommendations align.
The Mayor called for members of the public to speak in opposition to the rezoning
recommendation with no one presenting.
The Mayor called for members of the public to speak in favour of the rezoning
recommendation with the following presenting:
• Peter MacKenzie, Comeau MacKenzie Architecture
The Mayor closed the public hearing.
Moved by Councillor Hickey, seconded by Deputy Mayor MacKenzie:
RESOLVED that the by-law entitled, "A Law to Amend the Municipal Plan By -Law" amending
Schedule A — City Structure, by redesignating a parcel of land having an area of 3,445 square
metres, located adjacent to 695 Somerset Street, also identified as PID No. 00415497 and PID No.
55147557, from Local Centre to Stable Area classification; and amending Schedule B— Future Land
Use, by redesignating a parcel of land having an area of 3,445 square metres, located adjacent to
695 Somerset Street, also identified as PID No. 00415497 and PID No. 55147557, from Local
Centre to Stable Commercial classification, be read a first time.
MOTION CARRIED.
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COMMON COUNCIL / CONSEIL COMMUNAL
August 23, 2021 / le 23 aout 2021
Read a first time by title, the by-law entitled, "A Law to Amend the Municipal Plan By -Law".
Moved by Deputy Mayor MacKenzie, seconded by Councillor Harris:
RESOLVED that the by-law entitled, "A Law to Amend the Municipal Plan By -Law" amending
Schedule A — City Structure, by redesignating a parcel of land having an area of 3,445 square
metres, located adjacent to 695 Somerset Street, also identified as PID No. 00415497 and PID No.
55147557, from Local Centre to Stable Area classification; and amending Schedule B— Future Land
Use, by redesignating a parcel of land having an area of 3,445 square metres, located adjacent to
695 Somerset Street, also identified as PID No. 00415497 and PID No. 55147557, from Local
Centre to Stable Commercial classification, be read a second time.
MOTION CARRIED.
Read a second time by title, the by-law entitled, "A Law to Amend the Municipal Plan By -Law".
Moved by Councillor Lowe, seconded by Councillor Killen:
RESOLVED that the bylaw entitled "A Law to Amend The Zoning Bylaw of the City of Saint John"
be amended by rezoning parcels of land having an area of approximately 3,445 square metres,
located adjacent 695 Somerset Street, also identified as PID Numbers 00415497 and 55147557,
from General Commercial (CG) to Special Zone No. 4 (SZ-4), be read a first time.
MOTION CARRIED.
Read a first time by title, the by-law entitled, "A Law to Amend the Zoning By -Law of The City of
Saint John".
Moved by Deputy Mayor MacKenzie, seconded by Councillor Radwan:
RESOLVED that the bylaw entitled "A Law to Amend The Zoning Bylaw of the City of Saint John"
be amended by rezoning parcels of land having an area of approximately 3,445 square metres,
located adjacent 695 Somerset Street, also identified as PID Numbers 00415497 and 55147557,
from General Commercial (CG) to Special Zone No. 4 (SZ-4), 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".
9.2 Proposed Zoning By -Law Amendment with Planning Advisory Committee report
recommending amendment — 85-87 and 91 King Street (15T and 2nd Reading)
Director A. Poffenroth advised that the necessary advertising was completed with regard to
amending Schedule "G", the Zoning By-law of The City of Saint John, by increasing the maximum
building height of PID Nos. 00037093 and 00039982, from 28 and 42 metres to 55 metres with no
letters of objection or support received.
Consideration was also given to a report from the Planning Advisory Committee submitting a copy
of Planning staff's report considered at its July 20, 202,1 meeting at which the Committee
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COMMON COUNCIL / CONSEIL COMMUNAL
August 23, 2021 / le 23 aout 2021
recommended approval of the rezoning of a parcel of land located at 85-87 and 91 King Street as
described above. The Planning Advisory Committee supports the staff recommendation.
Manager Community Planning Jennifer Kirchner provided an overview of the proposed
development of a 12-storey, mixed -use commercial and residential building at 85-87 King Street
and 91 King Street. The application seeks an amendment to the height map established within the
Central Peninsula Secondary Plan and the Zoning Bylaw, as well as variance related to upper
storey step backs and transparency at the ground floor of the building. Staff recommend approval
of the application.
The Mayor called for members of the public to speak in opposition to the rezoning
recommendation with no one presenting.
The Mayor called for members of the public to speak in favour of the rezoning with the following
presenting:
• Percy Wilbur, owner / developer
• Jeffrey Cyr, Manager Envision Saint John
The Mayor closed the public hearing.
Moved by Councillor Stewart, seconded by Deputy Mayor MacKenzie:
RESOLVED that the by-law entitled, "A Law to Amend the Zoning By -Law of The City of Saint John"
amending Schedule "G", by increasing the maximum building height of PID Nos. 00037093 and
00039982, from 28 and 42 metres to 55 metres, be read a first time.
MOTION CARRIED.
Read a first time by title, the by-law entitled, "A Law to Amend the Zoning By -Law of The City of
Saint John".
Moved by Councillor Sullivan, seconded by Deputy Mayor MacKenzie:
RESOLVED that the by-law entitled, "A Law to Amend the Zoning By -Law of The City of Saint John"
amending Schedule "G", by increasing the maximum building height of PID Nos. 00037093 and
00039982, from 28 and 42 metres to 55 metres, 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".
9.3 Proposed Zoning BVLaw Amendment with Section 59 Conditions with Planning Advisory
Committee report recommending Amendment with Staff Presentation — 7 Sherwood Drive (15t
and 2"d Reading)
Director Amy Poffenroth advised that the necessary advertising was completed with regard to
rezoning a parcel of land having an area of approximately 1,218 square metres, located at 7
Sherwood Drive and 131 Champlain Drive, also identified as PID No. 00324012, from Local
Commercial (CL) to Mid -Rise Residential (RM); and amending the Section 59 conditions imposed
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COMMON COUNCIL / CONSEIL COMMUNAL
August 23, 2021 / le 23 aout 2021
on the December 23, 2013 rezoning of the property located at 7 Sherwood Drive, also identified
as PID No. 00324012 to legalize three residential dwelling units, providing for a total of seven units
on the property.
Consideration was also given to a report from the Planning Advisory Committee submitting a copy
of Planning staff's report considered at its July 20, 2021 meeting at which the Committee
recommended approval of the rezoning of a parcel of land located at 7 Sherwood Drive and 131
Champlain Drive as described above.
Planner Andrew Reid outlined the proposed amendment and the staff recommendation.
The Mayor called for members of the public to speak in opposition to the staff recommendation
for rezoning with no one presenting.
The Mayor called for members of the public to speak in favour of the staff recommendation for
rezoning with Jordon Perry the applicant presenting.
The Mayor closed the public hearing.
Moved by Councillor Radwan, seconded by Councillor Hickey:
RESOLVED that the by-law entitled, "A Law to Amend the Zoning By -Law of The City of Saint John"
rezoning a parcel of land having an area of approximately 1,218 square metres, located at 7
Sherwood Drive and 131 Champlain Drive, also identified as PID No. 00324012, from Local
Commercial (CL) to Mid -Rise Residential (RM), be read a first time.
MOTION CARRIED.
Read a first time by title, the by-law entitled, "A Law to Amend the Zoning By -Law of The City of
Saint John".
Moved by Councillor Radwan, seconded by Deputy Mayor MacKenzie:
RESOLVED that the by-law entitled, "A Law to Amend the Zoning By -Law of The City of Saint John"
rezoning a parcel of land having an area of approximately 1,218 square metres, located at 7
Sherwood Drive and 131 Champlain Drive, also identified as PID No. 00324012, from Local
Commercial (CL) to Mid -Rise Residential (RM), 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 By -Laws
10.1 Stop Up and Close portion of Consumers Drive (3rd Reading)
Moved by Deputy Mayor MacKenzie, seconded by Councillor Hickey:
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COMMON COUNCIL / CONSEIL COMMUNAL
August 23, 2021 / le 23 aout 2021
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 a portion of Consumers Drive by
adding thereto Section 4 immediately after Section 2 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.
Moved by Councillor Killen, seconded by Councillor Radwan:
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 a portion of Consumers Drive by
adding thereto Section 4 immediately after Section 2 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
11.1 Transit Tracking System Funding (Councillor Killen)
Moved by Councillor Killen, seconded by Councillor Harris:
RESOLVED that Common Council approve the expenditure of up to $650,000 for the
investigation and purchase of a technology system that would provide real time vehicle
locations, automatic passenger counting and alternate payment options; and further, that
this capital expenditure be funded as part of the 2022 General Fund Capital Budget.
MOTION CARRIED with Councillors Sullivan and Norton voting nay.
11.2 Department for Urban Affairs and Housing (Councillor Harris)
Moved by Councillor Harris, seconded by Councillor Stewart:
RESOLVED that Common Council direct the City Manager is issue an official letter to the
Province of New Brunswick and our local MLAs requesting them to implement a
department that will provide all cities in our province with crucial connection point to
help our cities become more sustainable, improve quality of life, and grow within our
means.
Moved by Deputy Mayor MacKenzie, seconded by Councillor Sullivan:
RESOLVED that the matter be referred to the Council Priorities Session.
MOTION CARRIED with Councillor Harris voting nay.
9
14
COMMON COUNCIL / CONSEIL COMMUNAL
August 23, 2021 / le 23 aout 2021
12. Business Matters -Municipal Officers
12.1 Truth and Reconciliation Plan Development (June 141h resolution) verbal update
General Counsel M. Tompkins provided a brief verbal update following the June 141h
meeting that adopted the historic Land Acknowledgement and a 3-prong resolution that
directed staff to carry out the following initiatives:
1. That the City cease using the word "Indiantown" in its records and actions; and
further that the City Manager take the necessary steps to have the name "Indiantown"
removed from other sources (including Google maps) as soon as possible; and further
that, through the Civic Commemoration Committee, the City make it a priority to consult
with stakeholders and community members to have the community currently known as
"Indiantown" officially renamed through the New Brunswick Department of Tourism,
Culture, and Heritage, and updated in the Geographical Names Board of Canada: and
further
2. That Common Council direct staff to develop and deliver a presentation providing
an opportunity to learn more about the TRC Calls to Action, with a goal of enhancing
cultural competency, strengthened relations, and effective decision making in support of
Reconciliation; and
3. That Common Council direct staff to develop and deliver a report providing a
proposal for concrete ways in which The City of Saint John may work together with
Indigenous communities to initiate, foster, and support Reconciliation initiatives and
activities to benefit the community and allow all citizens to flourish.
Concerning Prong 1 — renaming Indiantown - the province is revamping the renaming
process and therefore cannot process the City's request at this time.
Concerning Prong 2 — educational learning opportunities - the vision is viewed in 2-parts
• Council educational opportunities
• City staff / Senior Leadership Team educational opportunities
Experiential and engaging learning exercises are being considered, such as exploring
Council and Senior Leadership team participate in a "blanket" exercise and talking circle
with Indigenous elders. Lunch and learns, etc. are being considered.
Concerning Prong 3 — Staff hope to build a medicine wheel holistic approach to truth and
reconciliation, examining healing and restorative justice with elders and other members
of the indigenous community.
10
15
COMMON COUNCIL / CONSEIL COMMUNAL
August 23, 2021 / le 23 aout 2021
A written update is forthcoming at the Sept 201h Council meeting to provide more detail
on this approach and to provide the first initiative the City can take on the path to
reconciliation.
Moved by Councillor Hickey, seconded by Deputy Mayor MacKenzie:
RESOLVED that the Truth and Reconciliation Plan Development verbal update be received
for information.
IO [all IIf] ► Kalil ilk] ilk] I:40a
13. Committee Reports
13.1 Growth Committee: Terms of Reference
Chair of the Growth Committee Councillor Killen introduced the revised Terms of
Reference for the Growth Committee.
Moved by Councillor Radwan, seconded by Councillor Stewart:
RESOLVED that as recommended by the Growth Committee in the submitted report M&C
2021-236: Growth Committee - Terms of Reference, Common Council approve the
revised Growth Committee - Terms of Reference dated August 171h, 2021.
MOTION CARRIED.
13.2 Growth Committee: Verbal Summary of Growth Committee "Received for
Information" Staff Reports (Recommendation: Receive for Information)
Chair of the Growth Committee Councillor Killen introduced the Growing in Saint John
series and the presentation to the Growth Committee by Jordan Owens a professional
hockey player who has moved with his family to Saint John. The Strategic Real Estate
Capital Reserve fund was reviewed and referred to the Finance Committee for policy
development. The City of Saint John Affordable Housing Action Plan was endorsed by the
Growth Committee. Quality of Life 2022 General Fund Capital Budget was reviewed. A
graphic from One Stop Development Shop entitled "Growth at a Glance" was also
received for information by the Growth Committee.
Moved by Councillor Harris, seconded by Councillor Hickey:
RESOLVED that the verbal update be received for information.
IL 11501If] 0Kalil ilk] ilk] I:10a
13.3 Finance Committee: 2020 Consolidated Financial Statements
11
COMMON COUNCIL / CONSEIL COMMUNAL
August 23, 2021 / le 23 aout 2021
Councillor Sullivan Chair Finance Committee introduced the audited 2020 Consolidated
Financial Statements. Highlights include that the City proceeded through a pandemic and
cyberattack with a clean audit opinion from Deloitte. The City's financial health continues
to improve; notable highlights include:
• Total net debt has decreased by $49.1 million dollars / 22.7% from 2019
• Reserves have increased by $6.5 million dollars.
Moved by Councillor Sullivan, seconded by Councillor Hickey:
RESOLVED that as recommended by the Finance Committee in the submitted report M&C
2021-232: 2020 Consolidated Financial Statements, Common Council approve the City of
Saint John Consolidated Financial Statements, the City of Saint John Trust Funds
Statements, the financial statements for the Trade and Convention Centre and for
Develop Saint John for the fiscal year ended December 31, 2020.
MOTION CARRIED.
14. Consideration of Issues Separate from Consent Agenda
Having declared a conflict with item 5.1, Councillor Hickey withdrew from the meeting.
14.1 Proposed Municipal Plan Amendment - 15 Broadway Avenue (Recommendation
in Report)
Moved by Deputy Mayor MacKenzie, seconded by Councillor Harris:
RESOLVED that as recommended by the City Manager in the submitted report entitled
Proposed Municipal Plan Amendment - 15 Broadway Avenue, Common Council approve
that the matter be referred to the Planning Advisory Committee for a report and
recommendation and authorize the necessary advertising with a Public Hearing to be held
on Monday, October 4, 2021, in the Council Chamber at 6:30 p.m.
MOTION CARRIED.
Councillor Hickey reentered the meeting.
15. General Correspondence
15.1 C. Bryant: Connecting to the Land - Request to Present (Recommendation: Refer
to the City Manager)
Moved by Deputy Mayor MacKenzie, seconded by Councillor Radwan:
RESOLVED that the request to present C. Bryant: Connecting to the Land, be referred to
the City Manager.
IL [all 1[0]►Kalil ilk] ilk] I:40a
12
17
COMMON COUNCIL / CONSEIL COMMUNAL
August 23, 2021 / le 23 aout 2021
15.2 ME Carpenter: Move SJ (Recommendation: Receive for Information)
Moved by Councillor Radwan, seconded by Deputy Mayor MacKenzie:
RESOLVED that the letter from ME Carpenter Re: Move SJ be received for information.
MOTION CARRIED.
15.3 ME Carpenter: Questionable Transit Fare evasion (Recommendation: Refer to
the Transit Commission)
Moved by Councillor Harris, seconded by Councillor Killen:
RESOLVED that the letter from ME Carpenter Re: Questionable Transit Fare Evasion be
referred to the Transit Commission.
MOTION CARRIED.
15.4 NB Coalition of Persons with Disabilities — Request to Present (Recommendation:
Refer to the Clerk to Schedule)
Moved by Councillor Harris, seconded by Councillor Hickey:
RESOLVED that the request from SJ Ability Advisory Committee request to present be
referred to the City Clerk to schedule.
MOTION CARRIED.
15.5 D. Collins: Crvstal Clear Transitional Care Inc (Recommendation: Forward
correspondence to Regional Health Authority)
Moved by Deputy Mayor MacKenzie, seconded by Councillor Harris:
RESOLVED that the submissions Re: 24/7 "ethical" Nurse Practitioner Clinics, be
forwarded to the Regional Health Authority.
MOTION CARRIED.
15.6 K. Hughes: Canada Geese in Rockwood Park (Recommendation: Refer to the City
Manager
Moved by Councillor Killen, seconded by Councillor Radwan:
RESOLVED that the letter from K. Hughes Re: Problem with Canada Geese proliferation
in Rockwood Park be referred to the City Manager.
MOTION CARRIED.
13
iF:1
COMMON COUNCIL / CONSEIL COMMUNAL
August 23, 2021 / le 23 aout 2021
15.7 J. May: Public Safety on Douglas Avenue - Request to Present (Recommendation:
Refer to City Manager)
Moved by Councillor Lowe, seconded by Councillor Radwan:
RESOLVED that the submission from J. May Re: Public Safety on Douglas Avenue be
referred to the City Manager.
MOTION CARRIED.
16. Supplemental Agenda
17. Committee of the Whole
17.1 2021 Federal Election Position Paper
Moved by Councillor Ogden, seconded by Deputy Mayor MacKenzie:
RESOLVED that as recommended by the Committee of the Whole having met on August
23, 2021, Common Council adopt the submitted Federal Election Position Paper, as the
City of Saint John's Position Paper to be sent to local candidates in the 2021 Federal
Election.
MOTION CARRIED.
18. Adjournment
Moved by Councillor Lowe, seconded by Councillor Stewart:
RESOLVED that the meeting of Common Council held on August 23rd, 2021 be adjourned.
MOTION CARRIED.
The Mayor declared the meeting adjourned at 8:52 p.m.
14
11111061
COMMON COUNCIL REPORT
M&C No.
2021-251
Report Date
September 14, 2021
Meeting Date
September 20, 2021
Service Area
Growth and Community
Services
Her Worship Mayor Donna Noade Reardon and Members of Common Council
SUBJECT: Cleanup of Unsightly Properties at 36 and 40 Princess Court
AUTHORIZATION
Primary Author
Commissioner/Dept. Head
City Manager
Christopher McKiel
Jacqueline Hamilton /
Amy Poffenroth
John Collin
RECOMMENDATION
Your City Manager recommends that Common Council direct one or more of the
Officers appointed and designated by Council for the enforcement of the Saint
John Unsightly Premises and Dangerous Buildings and Structures By-law, to
arrange for the cleanup of the unsightly properties at 36 Princess Court, PID#
00300079 and 40 Princess Court, PID# 00300731.
EXECUTIVE SUMMARY
The Community Standards Program focuses on issues that directly impact the
aesthetics, enjoyment and pride of a neighbourhood, including unsightly
premises. As part of this Program, it is sometimes necessary to issue Notices to
Comply in cases where owners do not voluntarily remedy the conditions on their
property.
The unsightly conditions outlined in the attached Notices have not been remedied
within the required time frame. Pursuant to the SaintJohn Unsightly Premises and
Dangerous Buildings and Structures By-law, staff is looking for authorization from
Council to arrange for the cleanup of the aforementioned properties.
PREVIOUS RESOLUTION
N/A
REPORT
The Community Standards Program was established as a pilot in 2017 to address
non -life safety compliance issues and was established as a permanent program in
2020 as a result the Program's success. Under the authority of the relevant
K91
-2-
Provincial Acts and City by-laws, the Program focuses on issues that directly
impact the aesthetics, enjoyment and pride of neighborhoods, including unsightly
premises, garbage issues, and zoning infractions which negatively impact property
value and quality of life of citizens.
The Cleanup Process
The Community Standards Officer works closely with property owners to achieve
voluntary compliance wherever possible. When voluntary compliance cannot be
achieved, it is sometimes necessary to issue a formal Notice to Comply. The Notice
to Comply sets out a deadline for the owner to cleanup their property. If the
property is not cleaned up within the required timeframe, Common Council can
authorize staff to cleanup the property and send the owner an invoice for the costs
incurred. At the end of the year, if the invoice remains unpaid, staff is able to send
the amount owing to the province and be reimbursed for the costs incurred. The
outstanding amount would then be placed onto the property taxes for the subject
property.
Properties Requiring Further Enforcement Action
36 and 40 Princess Court
The conditions at 36 and 40 Princess Court were first reported to staff on August
24, 2021 by Fire Prevention staff. On September 1, 2021, two Notices to Comply
were issued for the unsightly conditions at 36 and 40 Princess Court after it was
determined that voluntary compliance would not be a likely outcome. A copy of
the Notices to Comply, an aerial photo of the subject properties and site photos
have been attached to this report.
STRATEGIC ALIGNMENT
This report aligns with Council's Vibrant, Safe City priority.
SERVICEAND FINANCIAL OUTCOMES
As is written in the Local Governance Act that a municipality must commence in
the proceedings of remedial action, approval of Common Council is required prior
to starting cleanup and demolition activities at the subject property.
Where possible, staff will use internal resources for the cleanup of unsightly
properties and the cost will be billed to the property owners. If the use of internal
resources is not possible, staff will seek competitive bidding in accordance with
the City's purchasing policy and the cost of the work will be billed to the property
owners. If the bill is left unpaid, it will be submitted to the Province with a request
for reimbursement. The total cost of the cleanup for both properties is anticipated
to be approximately $5000.
21
-3-
INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS
General Counsel has provided ownership verification for the subject properties.
ATTACHMENTS
Notices to Comply and Inspection Reports
Aerial Photo
Photos
WA
FORM 4
NOTICE TO COMPLY — DANGEROUS OR
UNSIGHLTY PREMISES
(Local Governance Act, S.N.B., 2017, c.18, s I32(2))
Parcel identifier:
PID # 00300079
Address: 36 Princess Court, Saint John, New
Brunswick
Owner(s) or Occupier(s):
Name: Stephen L. Stewart
Address: 36 Princess Court, Saint John, New
Brunswick, E2H I X9
FORMULE 4
AVIS DE CONFORMITE — LIEUX
DANGEROUX OU INESTHETIQUES
(Loi stir la gouvernance locale, L.N.-B. 2017, ch. 18,
par. 132(2))
Numbro d'identification de la parcelle :
NID : 00300079
Adresse : 36 cour Princess, Saint John
Nouveau -Brunswick
Proprietaire(s) ou occupant(s) :
Nom : Stephen L. Stewart
Adresse : 36 cour Princess, Saint John, New
Brunswick, E2H 1 X9
Local government giving notice: The City of Saint Gouvernement local signifiant Pavis : The City of
John. Saint John.
By-law contravened: Saint John Unsightly Premises and
Dangerous Buildings and Structures By-Lcnv, By-law
Number M-30 and amendments thereto (the "By-law").
Arrete enfreint : Arrete relatif aux lieux i►iestheliques
et atex huti►nents et constructions da► gereur de Saint
John, Arrete numero M-30, ainsi que ses modifications
ci-afferentes (1'<< Arretd »).
Provision(s) contravened. Subsection 6(I) of the By- Disposition(s) enfreinte(s) : Le paragraphe 6(I) de
law. l' Arretd.
Conditions(s) that exist: The premise is unsightly by
permitting junk, rubbish or refuse to remain on the
premise. The conditions of the premises are not in
compliance with the standards provided for pursuant to
the By-law. The conditions of the premise are described
in Schedule "A", a true copy of the inspection report
dated September 1, 2021, signed by Jordan McKinley,
by-law enforcement officer and Christopher McKiel, P.
Eng., by-law enforcement officer.
What must be done to correct the condition: The
owner is to remedy the conditions by complying with the
required remedial actions of the aforementioned
inspection report and bring the building and premises into
compliance with the aforesaid By-law.
Date before which the condition must be corrected:'
Within 15 days of being served with the Notice to
Comply.
Description de la (des) situation(s) : Les lieux sont
inesthetiques en permettant la presence de ferraille, de
detritus ou de ddchets. Les conditions des lieux ne sont
pas en conformite selon les standards prevus dins
]'Arretd. Les conditions des lieux sont decrites a
Pannexe u A » , une copie conforme du rapport
d'inspection en date du 1 septembre, 2021 signe par
Jordan McKinley, une agente chargd de 1'execution des
arretds du gouvernement local et Christopher McKiel,
Ing., une agente chargd de 1'execution des arretes du
gouvernement local.
Ce qu'il y a lieu de faire pour y remedier: La
propridtaire doit restaurer les conditions en se
conformant aux recommandations du rapport
d'inspection susmentionne et d'amener le batiment et
les lieux en conformites avec I'Arrete.
Delai imparti pour y remcdier : ` Dans les 15 jours
qui suivent la signification de l'avis de conformitd.
Date for giving notice of appeal: Within I4 days of Date limite pour donner l'avis d'appel: Dans les 14
being served with the Notice to Comply. jours qui suivent la notification de I'avis de conformite.
Process to appeal: The owner may within 14 days after
having been served with this Notice to Comply, send a
Notice of Appeal by registered mail to the City Clerk of
The City of Saint John, City Hall — 2"d Floor, 15 Market
Square, Saint John, New Brunswick, E2L 4L 1.
Potential penalty for not complying with notice within
time set out in notice:'- Subsection I l(l) of the By-law
states that a person who fails to comply with the terms of
a Notice to Comply given under section 7 of the said By-
Processus d'appel : La proprietaire pout dans les 14
jours qui suivent ]a notification de I'avis de conformitd,
envoys un avis d'appel par courier recommande a le
greffier de la ville, a The City of Saint John, Edifice de
I'hotel de ville, 2' dtage, 15 Market Square, Saint John,
Nouveau -Brunswick, E2L4L1.
Peine possible en cas d'omission de se conformer
aux exigences de Pavis dans le delai y imparti : , Le
paragraphe 1 I(]) de 1'Arrete prevoit quiconque omet
de se conformer aux exigences formulees dans un avis
W
law, commits an offence that is punishable under Part 2 de conformite notifid aux termer de ]'article 7 de ladite
of the Provincial Offences Procedure Act as a category F Arretd, commet une infraction qui est punishable en
offence.
Where an offence under subsection 11(I) continues for
more than one day, the minimum fine that may be
imposed is the minimum fine set by the Provincial
Offences Procedure Act for a category F offence
multiplied by the number of days during which the
offence continues pursuant to subparagraph 11(3)(b)(i).
Local government's authority to undertake repairs or
remedy:' Paragraph 12(1)(a) of the By-law states that if
an owner or occupier does not comply with a Notice to
Comply given under section 7 within the time set out in
the said Notice, the City may, cause the premises of that
owner or occupier to be cleaned up or repaired. Further,
subsection 12(3) of the By-law states that the cost of
carrying out such work, including any associated charge
or fee, is chargeable to the owner or occupier and
becomes a debt due to the City.
Dated at Saint John the I st day of September, 2021
Local government: The City of Saint John
Signature of the officer of the local government:
L11
vertu de ]a partie 2 de la Loi sur la procechtre
applicable our infractions provinriales a titre
d'infraction de la classe F.
Lorsqu' une infraction pr6vue au paragraphe 11(l) se
poursuit pendant plus d'une journ6e, Pamende
minimale qui peut etre imposee est I'amende minimale
prevue par la l,oi ,sur la procedure applicable aux
infractions provinciales pour une infraction de la classe
F multipliee par le nombre de jours pendant lesquels
l'infraction tie poursuit conformdment a I'alin6a
1 I (3)(b)(i).
Pouvoir du gouvernement local d'entreprendre des
reparations ou de rem6dier a [a situation
Conformement aux alinda 12(1)a) de I'Arretd, si un
avis de conformite a 6t6 signifi6 aux termer de I'article
7 de ladite Arretd et, que le proprietaire ou ]'occupant
ne se conforme pas a cet avis de conformite dins le
ddlai imparti et tel qu'il est repute confirms ou tel qu'il
est confirms ou modifid par un comitd du conseil ou par
un juge en vertu le paragraphe 12(3) de ladite Arret6, la
municipalitd peut faire nettoyer ou rdparer les lieux de
ce proprietaire ou de cet occupant et les coots afferents
A ]'execution des ouvrages, y compris toute redevance
ou tout droit connexe, sont mis a la charge du
proprietaire ou de ('occupant et deviennent une crdance
de ]a municipalitd.
Fait a Saint John le 1 septetnbre, 2021.
Gouvernement locale: The City of Saint John.
Signature du fonctionnaire du gouvernement local:
Contact information of the officer of the local Coordonnees du fonctionnaire du gouvernement
government:
Name: Christopher McKiel
Mailing address:
Growth and Community Services
The City of Saint John
15 Market Square
City Hall Building, Ist Floor
P. O. Box 1971
Saint John, New Brunswick
E2L 4L
Telephone: (506) 658-291 1
E-mail: Christopher.mckieI@saintjohn.ca
Fax: (506) 632-6199
Corporate sea[ o;
24
local:
Nom : Christopher McKiel
Adresse postale :
Croissance et le service communautaire
The City of Saint John
15 Market Square
Edifice de I'h6tel de ville, 11 6tage
Case postale 1971
Saint John (Nouveau -Brunswick)
E2L 4L I
Teldphone : (506) 658-2911
Adresse dlectronique:
christopher.mckiel @saintjohn.ca
T616copieur : (506) 632-6199
Sceau du gouvernement local
Notes: Notes:
1. All appropriate permits must be obtained and ail relevant L Tous les perms% prescrits doivent We obtenus et route la
legislation must be complied with in the course of carrying out the legislation pertinente doit ctre respectce pendant I'exeeutlon des
required remedial action. mesures de rem6diation.
2. Payment of the fine does not alleviate the obligation to comply 2. Le paiement de 1'amendc n'a pas poor ellet d'annuler
with the by-law, standard or notice. I'ohligation de se conformer a I'an•ctc, a la norme ou a 1'avis.
3. Costs become a debt due to the local government and may be 3. Les coots devicnnent une creance du gouvernemcnt local el
added to the joint local government and provincial Real Property peuvent Ore ajoutds a I'avis commun d'cvaluation et d'impOt
Assessment and Tax Notice. foncier des goovernemenis local et provincial.
OR
d hereby cry that tm
doewrient is a true copy of the
ohginal.
INSPECTION REPORT
Schedule "A"
36 Princess Court
Saint John, New Brunswick
PID # 00300079
Inspection Date: August 27, 2021
Inspection Conducted by: Jordan McKinley
Dated 41. Saint John
this JLday of f
2Qa.
S ccr
The inspection of the above mentioned property on August 27"', 2021, has revealed that the said
property is not in compliance with the Saint John Urnsightl'v Premises and Dc ngerous Buildings
and Structures By -1mv, By-law Number M-30, and amendments thereto (the "By -law").
Subsection 6(1) of the By-law states:
No person shall permit premises owned or occupied by him or her to be unsightly by
permitting to remain on any part of the premises.
(a) any ashes, rubbish, or refuse,
(b) an accumulation of wood shavings, paper, sawdust or other residue of' production or
construction,
(c) a derelict vehicle, equipment or machinery or the body or any part of a vehicle,
equipment, or machinery, or
(d) a dilapidated building.
At the property, the following items were noted:
(a) ashes, junk, rubbish, or refuse.
(b) an accumulation of wood shavings, paper, sawdust or other residue of production or
construction,
(c) a derelict vehicle, equipment or machinery or the body or any part of' a vehicle,
equipment, or machinery, or
(d) a dilapidated building.
General comments about the property
There are several items on the property which are considered unsightly. There is, on the property,
multiple cushions, pillows, blankets, and garbage bags, a dishwasher, a silver Toyota Corolla with
a broken windshield, a broken side view mirror, passenger side front window is smashed out, and
part of the front bumper is missing. Multiple tires and scrap wood throughout the property. The
property is in an unsightly condition and needs to be brought into compliance.
Required remedies:
All items listed must be removed and properly disposed of' at an appropriate landfill site.
Alternatively, should these items remain on the premise for storage, they must be stored in a garage
or shed, sufficient in size to hold the items and provide full enclosure.
The unsightly conditions at the premise must be remedied and the property brought into
compliance with the By-law.
Prepared by:
}
n McKinley
gy.�,law Enforcement Officer
Growth and Community Services
Date
41.1
Reviewed by and concurred in by:
Christopher McKiel, P. Eng.
Technical Services Engineer
Growth and Community Services
ACV
Date
WA
FORM 4
NOTICE TO COMPLY — DANGEROUS OR
UNSIGHLTY PREMISES
(Local Governance Act, S.N.B., 2017, c.18, s 132(2))
Parcel identifier:
PID # 00300731
Address: 40 Princess Court, Saint John, New
Brunswick
Owner(s) or Occupier(s):
Name: Stephen L. Stewart
Address: 36 Princes% Court, Saint John, New
Brunswick, E2H IX9
FORMULE 4
AVIS DE CONFORMITE — LIEUX
DANGEREUX OU INESTHETIQUES
(Loi stir la gouvernance locale, L.N.-B. 2017, ch. 18,
par. 132(2))
Numero d'identification de la parcelle :
NID : 00300731
Adresse : 40 tour Princess, Saint John
Nouveau -Brunswick
Proprietaire(s) ou occupant(s) :
Nom : Stephen L. Stewart
Adresse : 36 tour Princess, Saint John, New
Brunswick, E2H 1 X9
Local government giving notice: The City of Saint Gouvernement local signifiant ('avis : The City of
John. Saint John.
By-law contravened: Saint John Unsightly Premises and
Dangerous Buildings and Structures By-Lcnn, By-law
Number M-30 and amendments thereto (the "By-law").
Arrete enfreint : Arrete% relatif aux lieux inesthetidues
et aux betttiments et constructions rlalrgereux de Saint
John, Arretd nutndro M-30, ainsi que ses modifications
ci-affdrentes (1'« Arrete »).
Provision(s) contravened: Subsection 6(1) of the By- Disposition(s) enfreinte(s) : Le paragraphe 6(l) de
law. I' Arrete.
Conditions(s) that exist: The premise is unsightly by
permitting junk, rubbish or refuse to remain on the
premise. The conditions of the premises are not in
compliance with the standards provided for pursuant to
the By-law. The conditions of the premise are described
in Schedule "A", a true copy of the inspection report
dated September 1, 2021, signed by Jordan McKinley,
by-law enforcement officer and Christopher McKiel, P.
Eng., by-law enforcement officer.
What must be done to correct the condition: The
owner is to remedy the conditions by complying with the
required remedial actions of the aforementioned
inspection report and bring the building and premises into
compliance with the aforesaid By-law.
Date before which the condition must be corrected:'
Within 15 days of being served with the Notice to
Comply.
Description de la (des) situation(s) : Les lieux sont
inesthetiques en permettant la prdsence de ferraille, de
ddtritus ou de dechets. Les conditions des lieux ne sont
pas en conformite selon les standards prdvus dins
I'Arrete. Les conditions des lieux sort decrites a
I'annexe « A », une copie confortne du rapport
d'inspection en date du 1 septembee, 2021 signe par
Jordan McKinley, une agente charge de 1'ex6cution des
arretes du gouvernement local et Christopher McKiel,
Ing., une agente charge de 1'execution des arretes du
gouventement local.
Cc qu'il y a lieu de faire pour y remidier: La
propridtaire doit restaurer les conditions en se
conformant aux recommandations du rapport
d'inspection susmentionnd et d'amener le batiment et
les lieux en conformitds avec I'Arretd.
Dclai imparti pour y remddier : ' Dans les 15 jours
qui suivent la signification de I'avis de conformite.
Date for giving notice of appeal: Within 14 days of Date limite pour donner Pavis d'appel: Dans les 14
being served with the Notice to Comply. jours qui suivent la notification de I'avis de conformite.
Process to appeal: The owner may within 14 days after
having been served with this Notice to Comply, send a
Notice of Appeal by registered mail to the City Clerk of
The City of Saint John, City Hall — TO Floor, 15 Market
Square, Saint John, New Brunswick, E2L 4L1.
Potential penalty for not complying with notice within
time set out in notice:'- Subsection 11(1) of the By-law
states that a person who fails to comply with the terms of
a Notice to Comply given under section 7 of the said By-
Processus d'appel : La propridtaire peut dins les 14
jours qui suivent la notification de I'avis de conformite,
envoyd un avis d'appel par courrier recommandd a le
greffier de la ville, a The City of Saint John, Edifice de
Ph6tel de ville, 2" etage, 15 Market Square, Saint John,
Nouveau -Brunswick, E2L4L1.
Peine possible en cas d'omission de se conformer
aux exigences de Pavis dans le delai y imparti : ' Le
paragraphe 1 l(l) de I'Arrete prevoit quiconque omet
de se conformer aux exigences formuldes dins un avis
4.11
law, commits an offence that is punishable under Part 2
of the Provincial Offences Procedure Act as a category F
offence.
Where an offence under subsection I l (l) continues for
more than one day, the minimum fine that may be
imposed is the minimum fine set by the Provincial
Offences Procedure Act for a category F offence
multiplied by the number of days during which the
offence continues pursuant to subparagraph 110)(b)(i).
Local government's authority to undertake repairs or
remedy:} Paragraph 12(1)(a) of the By-law states that if
an owner or occupier does not comply with a Notice to
Comply given under section 7 within the time set out in
the said Notice, the City may, cause the premises of that
owner or occupier to be cleaned up or repaired. Further,
subsection 12(3) of the By-law states that the cost of
carrying out such work, including any associated charge
or fee, is chargeable to the owner or occupier and
becomes a debt due to the City.
Dated at Saint John the 1 st day of September, 2021
Local government: The City of Saint John
Signature of the officer of the local government:
de conformitd notifid aux termer de I'article 7 de ladite
Arretd, commet une infraction qui est punissable en
vertu de la partie 2 de la Loi stir la procedure
applicable aux infractions provinciales a titre
d'infraction de la classe F.
Lorsqu'une infraction prdvue au paragraphe I ] (I) se
poursuit pendant plus d'une journde, I'amende
minimale qui peut titre imposee est Pamende minimale
prdvue par la Loi stir la proc<ire applicable aux
infractions pro vinciales pour une infraction de la classe
F multiplide par le nombre de jours pendant lesquels
('infraction se poursuit conformement a I'alinda
l I (3)(b)(i).
Pouvoir du gouvernement local d'entreprendre des
reparations ou de remedier a la situation : ,
Conformement aux alinda 12(1)a) de I'Arretd, si un
avis de conformitd a dte signifie aux termer de ]'article
7 de ladite Arretd et, que le propridtaire ou ('occupant
ne se conforme pas a cet avis de conformite dins le
ddlai imparti et tel qu'il est rdputd confirmd ou tel qu'il
est con firmd ou mod ifid par un comitd du conseiI ou par
un juge en vertu le paragraphe 12(3) de ladite Arretd, la
municipalitd peut faire nettoyer ou rdparer les lieux de
ce propridtaire ou de cet occupant et les coats afferents
a 1'exdcution des ouvrages, y compris toute redevance
ou tout droit connexe, sont mis a la charge du
proprietaire ou de l'occupant et deviennent une crdance
de ]a municipalitd.
Fait a Saint John le I septembre, 2021.
Gouvernement locale: The City of Saint John.
Signature du fonctionnaire du gouvernement local:
Contact information of the officer of the local Coordonnees du fonctionnaire du gouvernement
government: local:
Name: Christopher McKie], P. Eng.
Mailing address:
Growth and Community Services
The City of Saint John
15 Market Square
City Hall Building, Ist Floor
P. O. Box 1971
Saint John, New Brunswick
E2L 4L 1
Telephone: (506) 658-291 1
E-mail: Christopher. mckiel @ sai ntjohn.ca
Fax: (506) 632-6199
Corporate seal of the local government
29
Nom : Christopher Mc Kiel, P. Eng.
Adresse postale :
Croissance et le service communaulaire
The City of Saint John
15 Market Square
Edifice de I'h6tel de ville, V dtage
Case postale 1971
Saint John (Nouveau -Brunswick)
E2L 4L 1
Tdidphone : (506) 658-2911
Adresse dlectronique:
Christopher.mckiel @saintjohn.ca
Tdldcopieur : (506) 632-6199
Sceau du gouvernement local
Notes: Notes :
I. All appropriate permits must he obtained and all relevant 1. Tous les perms% prescrits doivent ctre oblenus et tuule la
Icgislalion must he complied with in the course of carrying out the Icgislation pertinente doit ctre respectce pendant I'exdcution des
required remedial action, mesures de remddiation.
2. Payment of the line does not alleviate the obligation to comply 2. Le paiement de I'amende Wit pas pour effel d'annuler
with the by-law, standard or notice. ('obligation de se conformer a 1'arrctc, 5 la norme ou a l'avis.
3. Costs become a debt due to the local government and may he 3. Les cools devienncnt Line cr&ance du gouvernement local et
added to the joint local government and provincial Real Property peuvenl alre ajoutcs a I'aYiS common d'cvaluation et d'impiu
Assessment and Tax Notice. foncier des gouvernemcnts local el provincial.
091
INSPECTION REPORT
Schedule "A"
41) Princess Court
Saint John, New Brunswick
PID # 00300731
Inspection Date: August 27, 2021
Inspection Conducted by: Jordan McKinley
dsx',n, CWt is a true ow of the
original.
D_Ied at Saint Jolil,
Lir.S�ddy of M �
S datds Clih r
The inspection of the above -mentioned property on August 27"', 2021, has revealed that the said
property is not in compliance with the Saint John Unsi,ghfly Premises and Dangerous Buildings
and Structures By law, By-law Number M-30, and amendments thereto (the "By law"),
Subsection b(I) of the By-law states:
No person shall permit premises owned or occupied by him or her to be unsightly by
permitting to remain on any part of the premises.
(a) any ashes, rubbish, or refuse,
(b) an accumulation of wood shavings, paper, sawdust or other residue of production or
construction,
(c) a derelict vehicle, equipment or machinery or the body or any part of a vehicle,
equipment, or machinery, or
(d) a dilapidated building.
At the property, the following, items were noted:
(a) ashes, junk, rubbish, or refuse.
(b) an accumulation of wood shavings, paper, sawdust or other residue of' production or
construction,
(c) a derelict vehicle, equipment or machinery or the body or any part of a vehicle,
equipment, or machinery, or
(d) a dilapidated building.
General comments about the property
There are several items on the property which are considered unsightly. There is, on the property,
an old travel trailer that has four flat tires, most windows are broken out, no license plate, no
taillight. A barbecue, a burnt travel trailer, a beige car propped up on wood with no tires on it,
multiple mattresses, and blankets. Multiple bicycles, shopping carts, tires, propane tanks, scrap
wood throughout the property, baseboard heaters and metal shelving. The property is in an
unsightly condition and needs to be brought into compliance.
Required remedies:
All items listed must be removed and properly disposed of at an appropriate landfill site.
Alternatively, should these items remain on the premise for storage, they must be stored in a garage
or shed, sufficient in size to hold the items and provide full enclosure.
The unsightly conditions at the premise must be remedied and the property brought into
compliance with the By-law.
Prepared by:
.
//)17'z4 l
Joc do McKinley
B -law Enforcement Officer
Growth and Community Services
:6,9
Date
31
Reviewed by and concurred in by:
Christopher McKie], P. Eng. T
Technical Services Engineer
Growth and Community Services
f
Date
WA
At
Tw war
"rill, '4
�J
Eat.. �. ��•
W-
Photos 40 Princess Court
COMMON COUNCIL REPORT
M&C No.
2021-254
Report Date
September 13, 2021
Meeting Date
September 20, 2021
Service Area
Utilities and
Infrastructure Services
Her Worship Mayor Donna Noade Reardon and Members of Common Council
SUBJECT. Tender # 2021-082401T Carleton Community Centre — Sandstone
Remediation Phase 1
AUTHORIZATION
Primary Author
Commissioner/Dept. Head
City Manager
Jason Barton
J. Brent McGovern/Samir
Yammine
John Collin
RECOMMENDATION
It is recommended that Tender # 2021-082401T Carleton Community Centre —
Sandstone Remediation Phase 1 be awarded to the low tenderer, Jones Masonry
Ltd., at the tendered price of $176,985 (including HST) and further that the Mayor
and Common Clerk be authorized to execute the necessary contract documents.
EXECUTIVE SUMMARY
The purpose of this report is to recommend that Council award Tender # 2021-
082401T Carleton Community Centre —Sandstone Remediation Phase 1 to the low
Tenderer.
PREVIOUS RESOLUTION
REPORT
BACKGROUND
The work under this project includes the sandstone remediation, work and
procedures associated with the Carleton Community Centre located at 120
Market Place West, Saint John, NB. The work is to include the coordination, supply
and installation of all improvements necessary to complete the following project
in full as per the drawings and specifications.
K11-1
-2-
The intention of this work is to repair the loose or damaged sandstone and mortar
joints that could possibly fall out and be a safety issue to the public. This work will
address the immediate concerns until a full building preservation project can be
done in the future.
FINANCIAL IMPLICATIONS
The total cost to complete the work for the Carleton Community Centre Sandstone
Remediation Phase 1, if awarded to the lowest bidder as recommended, will be
$172,582.50 Including HST Rebate.
Cost of this project is funded under the City's General Capital Program.
The analysis is as follows:
Capital Budget: $150,000
Project net cost: $172,582.50
Variance (Over Budget): $22,582.50
The total cost has exceeded the approved original cost of the Carleton Community
Centre —Sandstone Remediation Phase 1 by approximately $22,582.50. However,
staff have identified projects in the 2020 and 2021 capital budget, which are under
budget and will cover the shortfall.
POLICY —TENDERING OF CONSTRUCTION CONTRACTS
The recommendation in this report is made in accordance with the provisions of
Council's policy for the tendering of construction contracts, the City's General
Specifications, and the specific project specifications.
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.
SERVICE AND FINANCIAL OUTCOMES
This work will address the damaged and deteriorating sandstone and the mortar
joints on the exterior of the building that pose a risk of breaking and falling which
could be a safety hazard around the building.
INPUT FROM OTHER SERVICE AREAS - SUPPLY CHAIN MANAGEMENT
Tenders closed on Tuesday, September 7th, 2021, with the following results,
(Including HST):
KYl
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1. Jones Masonry Ltd. $ 176,985
2. Eclipse Construction Services Ltd. $ 183,640
3. Atwill-Morin Quebec Inc. $ 192,755
The Architect's estimate for the work was $172,5000 (including HST).
ANALYSIS
The tenders were reviewed by Staff and were found to be formal in all respects.
Staff is of the opinion that the low tenderer has the necessary resources and
expertise to perform the work and recommend acceptance of their tender.
The Tendering process for this project was completed in accordance with the
City's Procurement Policy and Supply Chain Management supports the
recommendation being put forth.
ATTACHMENTS
N/A
K1:3
COMMON COUNCIL REPORT
M&C No.
2021-252
Report Date
September 17, 2021
Meeting Date
September 20, 2021
Service Area
Growth and Community
Services
Her Worship Mayor Donna Noade Reardon and Members of Common Council
SUBJECT: Appointment of a Heritage Officer Pursuant to the Heritage
Conservation Act
AUTHORIZATION
Primary Author
Commissioner/Dept. Head
City Manager
Jennifer Kirchner
Jacqueline Hamilton
John Collin
RECOMMENDATION
RESOLVED That Common Council appoint Mr. Benjamin Peterson as a Heritage
Officer for the City of Saint John pursuant to Section 54 ofthe New Brunswick
Heritage Conservation Act.
EXECUTIVE SUMMARY
Mr. Benjamin Peterson was hired by the City as its Temporary Heritage Architect.
Pursuant to Section 54 of the Heritage Conservation Act, it is necessary for Council to
formally appoint him as the Heritage Officer.
PREVIOUS RESOLUTION
N/A
STRATEGIC ALIGNMENT
The Heritage program aligns with Council's priority "Vibrant, Safe City".
REPORT
Section 54 of the New Brunswick Heritage Conservation Act provides that:
For the purpose of assisting a heritage board in carrying out its duties, the
council may appoint a heritage officer who shall carry out the duties
assigned to him or her under this Act or the by-laws underthis Act.
Mr. Benjamin Peterson was recently hired as the City's Temporary Heritage
Architect in the Growth and Community Services Department. In order to
effectively carry out his duties on behalf of the City of Saint John, appointment as
39
a Heritage Officer pursuant to Section 54 of the Heritage Conservation Act is
necessary.
SERVICEAND FINANCIAL OUTCOMES
INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS
N/A
ATTACHMENTS
None
fe
COMMON COUNCIL REPORT
M&C No.
2021-250
Report Date
September 09, 2021
Meeting Date
September 20, 2021
Service Area
Strategic Services
Her Worship Mayor Donna Noade Reardon and Members of Common Council
SUBJECT: 2021 Fall Debenture Application
AUTHORIZATION
Primary Author
Commissioner/Dept. Head
City Manager
Craig Lavigne
Kevin Fudge
John Collin
RECOMMENDATION
RESOLVED that occasion having arisen in the public interest for the following
Public Civic Works and needed Civic Improvements that the City of Saint John
proposes issue of the following debentures to be dated on or after September 22,
2021:
GENERAL FUND — 15 years
General Government
$2,000,000
Protective Services
$500,000
Transportation
$500,000
Recreation and Culture
$3,000,000
TOTAL
$ 6,000,000
REFINANCE DEBENTURES
Debenture No. BF 10- 2011- $1,500,000
(General Fund — 5 years)
Debenture No. BE 11 -2011- $3,500,000
(Water & Sewerage —10 years)
TOTAL $ 5,000,000
GRAND TOTAL $11,000,000
EXECUTIVE SUMMARY
Notice of motion was giving at the August 23, 2021 meeting of Common Council
regarding the need to issue and refinance debentures totaling eleven million
dollars ($11,000,000). The next step in the debenture financing is to submit
!II
-2-
application to the New Brunswick Municipal Finance Corporation. In order to
proceed with the debenture financing this recommendation requires Council's
adoption.
PREVIOUS RESOLUTION
2021-233 — 2021 - Fall Debenture Notice of Motion
REPORT
The New Brunswick Municipal Finance Corporation is planning a bond issue in the
near future and applications are to be submitted by end of September, 2021.
While the issue will not be sold until the Corporation feels that rates are
reasonable, they have provided ranges within which the issue could be
sold. These are as follows:
Interest Rate: Not to exceed an average of 4.50%
Price, Net: Not to be less than $98.00 per $100.00 of debenture
Term: Serial form to mature in equal annual amounts over a term
not to exceed 15 years for the General Fund. Term not to
exceed 5 years for General Fund refinanced debentures and
10 years for the Utility refinanced debentures.
The funds being borrowed for the General Fund are for Capital projects approved
by Council and the term of the debenture will be no longer than 15 years.
The additional amount to be borrowed is a result of the City's requirement to
refinance debentures issued in 2011. Market conditions in 2011 resulted in a fixed
period of ten years on the debentures even though the City borrows for 15 years
for General Capital and 20 years for Water and Sewerage. Interest rates for
refinanced debenture have been much lower that debentures issued 10 years ago.
STRATEGIC ALIGNMENT
N/A
SERVICEAND FINANCIAL OUTCOMES
N/A
INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS
N/A
ATTACHMENTS
N/A
iy
Q��; AU-:11-41T JO-11 -. ,
COMMON COUNCIL REPORT
M&C No.
2021- 259
Report Date
September 15, 2021
Meeting Date
September 20, 2021
Service Area
Utilities and
Infrastructure Services
Her Worship Mayor Donna Noade Reardon and Members of Common Council
SUBJECT. Honeysuckle Drive Drainage Basin Update
AUTHORIZATION
Primary Author
Commissioner/Dept. Head
City Manager
Kendall Mason
J. Brent McGovern
I John Collin
RECOMMENDATION
It is recommended this report be received and filed.
EXECUTIVE SUMMARY
The purpose of this report is to update Common Council on the July 9t" and July
15t", 2021, rain events and the resulting flooding in the Honeysuckle Drive
Drainage Basin which includes Sherbrooke Street, Montreal Avenue, Molson
Avenue, Bleury Street, and Honeysuckle Drive.
PREVIOUS RESOLUTION
n/a
REPORT
BACKGROUND
The City of Saint John experienced two major rainfall events during July 2021, the
first occurring on July 9th and the second on July 15th. During these events,
multiple residents in the Honeysuckle region on the West Side reported flooding
in the following areas: Sherbrooke Street, Montreal Avenue, Molson Avenue,
Bleury Street, and Honeysuckle Drive. A total of 13 properties in this drainage
basin reported flooding during July of 2021.
Rainfall data from the Environment Canada weather station at Saint John Airport
was only available in 6-hour increments during the study period being analyzed
(July 8th — 15th). The Weather Underground website provided data in 5-minute
!i91
-2-
increments during the study period which captures the peak rainfall intensity
during the storm in the study area.
Figure 1 presents the July 91h rainfall event with data from Environment Canada
and the Weather Underground website. Note: the blue line is the Weather
Underground website, and the red line is Environment Canada.
July 9th, 2021 Rainfall Event
40
ac
10 "--"_.__....__.. _......___.
0 —
09/l ul/20211200.OD PM 09/1uV2021120D 00 PM 10/1N/202112 on 00 PM
Date/Time
—Environm mt Can ada—6Veather underground
Figure 2 presents the July 15th rainfall event with data from Environment Canada
and the Weather Underground website. Again, the blue line is the Weather
Underground website, and the red line is Environment Canada.
As shown in Figure 2, the July 15th rainfall event was significantly more intense as
compared to July 9th with a recorded peak intensity of just under 50 mm/hr.
60
s0 ._..
40
E
E
2t
10
0
1411ul/2D21120DOOPM
July 15th, 2021 Rainfall Event
15/1u1/20211200011 PM
Datum,
Env ironment Canada —Weather Underground
-3-
In 2010, CBCL Limited prepared for the City of Saint John, the Honeysuckle Drive
Drainage Basin Study (2009 Flooding). The "Honeysuckle Drive Drainage Basin
Study" report investigated basement flooding at several houses in the study area
after high precipitation events in September 2008 and August 2009. Generally,
flooding was attributed to stormwater backup on Honeysuckle Drive while
flooding on Sherbrooke Street, Molson Avenue and Montreal Avenue was
attributed to combined sewer backup entering via basement level fixtures and/or
through foundation cracks by way of surcharged drain tile. A total of 25 properties
in the area reported flooding in 2008/2009 while 13 properties reported flooding
in 2021. Five properties reported flooding in both events. It is important to note a
significant amount of investments were made in the Honeysuckle Drive Drainage
Basin based on recommendations in the 2010 Honeysuckle Drive Drainage Basin
Study. After the completion of the various storm and sanitary projects there were
no further flooding events reported to the City's Customer Service until July 9,
2021. The July 91h and the July 151h reported flooding events are new issues that
have surfaced.
ANALYSIS
Soon after the reported flooding in July 2021 Saint John Water engaged a
professional engineering consulting firm - CBCL Limited to analyze how the storm
and sanitary systems responded to these rain events (July 91h and July 151h, 2021),
potential causes for the flooding and engineering recommendations to improve
the systems.
The rainfall events (July 9th and July 15th) were modelled to support a preliminary,
desktop analysis of potential causes of flooding incidents experienced by residents
in the Honeysuckle region on the West Side. In 2017, the West Side Sanitary and
Storm Sewer Model was developed and calibrated for the City of Saint John. The
West Side Sewer model is a tool to help Saint John Water better understand how
various factors such as new developments, rainstorms, capital upgrades and other
influences will affect the systems either negatively or positively.
In the sewer modeling results, the wet weather flow results for the two rainfall
events in the sanitary and storm sewer model showed that surcharging and
flooding in the sewers was consistently more widespread and/or more severe in
the July 15th event than in the July 9th event. This is due to the greater peak
rainfall intensity recorded in the July 15th event. All storm and sanitary sewers in
the study area feed into the storm and sanitary trunk lines that run along the
highway from Sherbrooke Street down through the Honeysuckle Drive area.
Model results showed these trunk lines to be surcharged along most of their
length, impacting the Hydraulic Grade Line (HGL) at each side -street sewer
connection meaning the sewers were surcharged with storm water because it
could not easily enter the truck lines —the system was full of water.
Saint John Water is working closely with CBCL to identify improvements to reduce
the risks of flooding in the Honeysuckle Drive Drainage Basin. To date, CBCL
:111
-4-
Limited has completed initial modelling of the rain events in the sewer models as
noted above. Information is also being reviewed relating to the Honeysuckle Drive
Drainage Basin Study prepared in 2010 and all the capital works completed in the
drainage basin since then. Field investigations are also being conducted and as -
built drawings reviewed. Staff are recommending allocation of capital funding in
2022 to complete concept designs for improvements in the Honeysuckle Drainage
Basin to reduce the risks of flooding in the future. This will be a consideration of
Finance Committee and Council in the coming weeks as the 2022 capital budget is
brought forward.
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.
SERVICE AND FINANCIAL OUTCOMES
The draft 2022 Saint John Water Utility Capital Budget includes $75,000 and the
draft 2022 General Fund Budget also includes $75,000 for further investigation
and concept design for improvements in the Honeysuckle Drainage Basin. Should
there be the need and sufficient time to complete improvements in 2022, Staff
would return to Council with updates and recommendations but only once the
engineering work has further evolved and it is identified what improvements
could be made.
INPUT FROM OTHER SERVICE AREAS
N/A
COMMON COUNCIL REPORT
M&C No.
2021-255
Report Date
September 14, 2021
Meeting Date
September 20, 2021
Service Area
Utilities and
Infrastructure Services
Her Worship Mayor Donna Noade Reardon and Members of Common Council
SUBJECT. Contract No. 2021-15: Sanitary Sewer Structural Lining — Phase V
(Various Locations)
AUTHORIZATION
Primary Author
Commissioner/Dept. Head
City Manager
Holly Young
J. Brent McGovern /
Michael Baker
John Collin
RECOMMENDATION
It is recommended that Contract No. 2021-15: Sanitary Sewer Structural Lining -
Phase V (Various Locations) be awarded to the low Tenderer, Eastern Trenchless
Ltd., at their tendered price of $154,937.20 (including HST) as calculated based
upon estimated quantities, and further that the Mayor and Common Clerk be
authorized to execute the necessary contract documents.
EXECUTIVE SUMMARY
The purpose of this report is to recommend that Council award Contract 2021-15:
Sanitary Sewer Structural Lining— Phase V (Various Locations) to the low tenderer.
PREVIOUS RESOLUTIONS
July 26, 2021: M&C 2021-221— Utility and General Fund — 2021 Capital Program,
Revision III, approved.
REPORT
BACKGROUND
The approved 2021 Water & Sewerage Utility Fund Capital Program includes
funding for the Cured -in -Place structural lining of sanitary sewers in various
-2-
locations. The locations of the lining work recommended for award in Contract
2021-15 includes: Young Street (Sand Cove Road to Civic # 391) and Somerset
Street (Civic # 520 to Civic # 560).
TENDER RESULTS
Tenders closed on September 14, 2021, with the following results, including HST:
1. Eastern Trenchless Ltd. $154,937.20
The Engineer's estimate for the work was $255,932.50, including HST.
ANALYSIS
The tenders were reviewed by staff and were found to be formal in all respects.
Staff is of the opinion that the low tenderer has the necessary resources and
expertise to perform the work and recommend acceptance of their tender.
FINANCIAL IMPLICATIONS
The Contract includes work that is charged against the 2021 Water & Sewerage
Fund Utility Capital Program. Assuming award of the Contract to the low tenderer,
an analysis has been completed which includes the estimated amount of work that
will be performed by the Contractor and Others.
The analysis is as follows:
Budget $225,000.00
Project Net cost 151,640.19
Variance (Surplus) $73,359.81
POLICY - TENDERING OF CONSTRUCTION CONTRACTS
The recommendation is this report is made in accordance with the provisions of
Council's policy for the tendering of construction contracts, the City's General
Specifications and the specific project specifications.
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.
!E:3
-3-
SERVICEAND FINANCIAL OUTCOMES
The sanitary sewers on these sections of Young Street and Somerset Street are in
poor condition and require rehabilitation. The rehabilitation of this infrastructure
will reduce the likelihood of future service disruptions to the local residents and
businesses due to infrastructure failure.
INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS
The Tendering process for this project was completed in accordance with the
City's Procurement Policy and Supply Chain Management supports the
recommendation being put forth.
ATTACHMENTS
N/A
!Loll
COMMON COUNCIL REPORT
M&C No.
2021-253
Report Date
September 15, 2021
Meeting Date
September 20, 2021
Service Area
Utilities and
Infrastructure Services
Her Worship Mayor Donna Noade Reardon and Members of Common Council
SUBJECT. Licence of Occupation — Province of New Brunswick Road
Maintenance and Culvert Replacements, Lorneville Area
AUTHORIZATION
Primary Author
Commissioner/Dept. Head
City Manager
Gerald Mattsson
J. Brent McGovern /
Michael Baker
John Collin
RECOMMENDATION
RESOLVED That the City of Saint John enter into Licence of Occupation File No.
447 02 1786 with the Province of New Brunswick (Department of Natural
Resources and Energy Development, Crown Lands Branch); and that the Mayor
and Common Clerk be authorized to execute the necessary documents.
EXECUTIVE SUMMARY
The purpose of this report is to recommend that Council authorize the Mayor and
Common Clerk to execute a Licence of Occupation.
PREVIOUS RESOLUTIONS
February 22, 2021; (M&C 2021-047) Engineering Services — Coleson Cove Raw
Water Transmission Main Upgrades/Lancaster Wastewater Treatment Facility
Upgrades approved.
April 19, 2021; (M&C 2021-117) Engineering Services - Coleson Cove Raw Water
Transmission Main Upgrades approved.
REPORT
The current Coleson Cove Raw Water Transmission Main access road requires
maintenance. It is beyond its useful life and exhibits problems such as eroded
67i]
-2-
culverts and overgrown vegetation. CBCL Limited has been engaged to design the
upgraded access road. A Licence of Occupation is required from the Department
of Natural Resources and Energy Development for accessing and using Crown
Lands controlled property. The Licence of Occupation is required due to some of
the City's existing/new infrastructure is or will be installed outside of the City's
existing easement. Most of the infrastructure outside of the existing easement
includes culvert headwalls, rip rap spillways, sediment control berms and drainage
ditching. The agreement is not unlike a railway crossing licence or an agreement
to cross natural gas pipelines in that a permit holder, the City, is required to
commit to a standard set of terms and conditions in return for the privilege of
accessing and using Natural Resources' property. The attached Licence is
substantially the same as previous permits (Highway Usage Permit or HUP
agreements) in respect to its terms and conditions. The Licence would require
renewal on the expiry date of March 31, 2041.
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.
SERVICE AND FINANCIAL OUTCOMES
The existing access road along the Coleson Cove Raw Water Transmission Main
has washed out culverts and requires significant maintenance. The renewal of the
access road and culverts will improve service delivery and reliability of the Coleson
Cove Raw Water Transmission Main.
There is no annual cost associated with the Licence of Occupation, however, the
application fee of $750.00 + HST would be fully cost recoverable through customer
rates for the Coleson Cove facility.
INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS
The General Counsel's Office and the City's Insurance Coordinator have reviewed
the attached Licence of Occupation agreement and did not raise any issues with
the City entering into this agreement.
ATTACHMENTS
Licence of Occupation File No.: 447 02 1786
51
Brunswick
C A N A D A
September 3, 2021
File No.: 447 02 1786
Gerald Mattsson
City of Saint John
P.Q. Box 1971
Saint John, NB E21_4L1
Via e-mail:. eraid.inattsson@sairitiolin.ca
Dear Mr. Mattsson:
Re: Licence of Occupation — road maintenance and culvert replacements, Lorneville area
The Crown Lands Branch has completed its evaluation of your application for a Licence of Occupation
to conduct maintenance on the road running parallel to the City's water pipeline easement corridor
running between Spruce Lake and Coleson Cove (PID 00412189 - see attached map).
Pursuant to subsection 26(1) of the Crown Lands and Forests Act, I hereby provide you with a Licence
of Occupation for the above -noted purpose on Crown land, which shall expire March 31, 2041..
Throughout the term of this authorization you must adhere to the terms and conditions outlined in
the attached Schedule "C" and Schedule "S". This authorization shall begin upon receipt of your
written acceptance of this offer and is subject to the following:
Prior to any work being conducted, the proponent must contact Vance Johnson, QuadNB
Trail Coordinator at (506) 476-0905 or vance.johnson@nbatv ing.cotn to provide additional
information regarding. the timeframe during which the work will be conduceted. This will
allow QuadNB to inform their members and to erect signage etc. to mitigate for any safety
concerns.
Natural Resouraas and EneW Development I Ressouress adurelles at 136►sloppesnent de 11insrgie
P.O 8w 60001 C. P 6000 Fredericton New Brunswick / Nouveau -Brunswick E3B 5Ht vvww.gnb.ca
City of Saint John
September 3, 2021
Page 2
If you agree to the terms and conditions outlined above, please sign a copy of this letter and return it
to Jim Dickie, Crown Lands Branch, at the address at the bottom of the first page or via e-mail
Games.dickie`cr .gnb.ca) by September 24, 2021. If there is no response from you by that date, it will
be assumed that you are not interested in proceeding with a Licence of Occupation and this offer shall
be null and void and the file will be closed.
Please note that to reactivate your request, you will be required to submit a new application through
the Land Use Application Service Centre (telephone # 1-888-312-5600 or website at
www.grib.ca/rraturalressources) and pay the appropriate fees.
If you have any questions, feel free to contact Jim Dickie, Crown Lands Branch, at (506) 444-3645.
Yours truly,
Bernie Doucet
Manager, Approvals Section
Minister's Designate
Encl.
BDjad
The City of Saint John hereby accept the terms and conditions of this offer and those
contained in the attached Schedule "C" this day of , 2021.
Per
and
Common Council Resolution:
c.c.: Kevin Comeau, Crown Lands Forester, West Region
Kirk MacDonald, Manager, Forest Transportation Section
6V
Schedule "A" / Annexe "A"
4
Location map/
Carte de localisation
Musquash Estuary.
(Private Land)
PID 55182638 , ti
i
i
Black c
Beach
Q
Subject Area / Lieu du sujet
—
Roads \ Chemins
Licence of Occupation
Main Road/ Route principale
Permis d'occupation
*^-
Streams \ Cours d'eau
GRP 164
®
Wetland\Zone Humide
Water\Eau
FIM 4966, 5066
Crown Land/
Region M
Terres de la couronne
Boundary Lines
Lignes de demarcation
Frenchmans
C reek
PID 00412189
F0
a�
Sea`view,
BNew, Nouveau
New,
C A N A D A
54
17►1
Governmerit of New Brunswick / Gouvernement du Nouveau -Brunswick
Prepared By: Maureen Flinn
Date: 8/12/2021
0 275 550 1,100 1,650 2,200
Meters
SCHEDULE "C" 447 02 1786
Construction, Use and Maintenance of Access Roads
The following terms and conditions apply to this licence of occupation (hereinafter called disposition) issued to the
City of Saint John (hereinafter called disposition holder). In this schedule, Minister means the Minister of
Natural Resources and Energy Development (DNRED).
Location
1. This disposition includes an area of Crown lands encompassing approximately 4.9 km in length as shown on
Schedule "A" hereinafter called the "subject lands".
General
2. This disposition is subject to the Crown Lands and Forests Act, its Regulations and any amendments thereto, and
in particular, without restricting the generality of the foregoing, is subject to the terms and conditions specified in the
Lands Administration Regulation - Crown Lands and Forests Act as the same may be amended from time to time.
3. This disposition is for the purpose of using heavy machinery along access roads on Crown land including
transporting equipment, supplies and products along with maintenance activities including resurfacing, ditching,
plowing, mowing and roadside clearing and the disposition holder agrees that the subject lands shall be used solely
for this purpose. This disposition does not grant exclusive use.
4. The disposition holder shall comply with all laws, whether federal, provincial, municipal or rural community,
respecting the use and occupation of the subject lands referred to in the disposition.
5. The disposition holder agrees that should any remains of archaeological significance (e.g., artifacts) be discovered
on the subject lands during construction, maintenance or repairs, in accordance with the Heritage Conservation Act
all activities in the area must cease. The disposition holder must contact the Archaeological Services Branch,
Department of Tourism, Heritage and Culture, immediately by calling 506-238-3512 for further direction.
Termination or Cancellation
6. The Minister reserves the right to amend or cancel this disposition at any time during its' term should it be in the
best interests of the public to do so for reasons of public safety, environmental protection, an Act of the
New Brunswick Legislature, and/or a directive from the Lieutenant -Governor in Council; the Minister is not
responsible for compensating the disposition holder.
7. The subject lands remain vested with the Crown and the Minister reserves the right to have the holder of this
disposition cease activities and/or remove that portion of any structure situated on the subject lands and -rehabilitate
the site should it be in the public interest to do so.
8. The disposition holder shall, before the termination or cancellation of the disposition, rehabilitate the subject lands
in accordance with the specifications contained in Schedule "S" and to the satisfaction of the Minister and, where the
rehabilitation is not carried out, the Minister may rehabilitate the lands at the holder's expense.
Pits and Quarries
9. If removal or use of any aggregate material from Crown lands is required, the disposition holder shall contact the
Energy Division at 506-444-5806.
10. Unless otherwise authorized by the Minister, the disposition holder shall not remove from the subject lands
referred to in the disposition any quarriable substances, minerals or trees and if the Minister authorizes the removal
of quarriable substances, minerals or trees, that person shall comply with all applicable laws, including but not
restricted to the Quarriable Substances Act and the Mining Act.
Watercourse and Wetland Alteration Regulation — Clean Water Act
11. Prior to undertaking any work within 30 meters of a watercourse or wetland, you must contact the Department of
Environment and Climate Change at 506-457-4850 to determine if any authorizations are required.
12. The holder of the disposition must contact the nearest DNRED District Office (506-486-6000) two (2) working
days in advance of any water course crossing installation.
Maintenance Specifications
6191
Page 1 of 2
14. The disposition holder shall maintain the subject lands in good repair, including any improvements and
infrastructure on the subject lands. Such maintenance shall be proportionate to the disposition holder's use and
occupation as determined by DNRED and shall be in accordance with the requirements listed in Schedule "S":
15. Other than the activities approved in this disposition, the disposition holder covenants and agrees to make no
alterations, additions, replacements or changes to the subject lands or to erect any buildings whatsoever on the subject
lands unless the disposition holder has obtained prior separate written consent from the Minister.
16. The disposition holder agrees to erect and maintain any signage prescribed by the Minister and also agrees that
DNRED staff may inspect the subject lands at any time.
Damaee and Insurance
17. The Minister does not warrant the fitness of the subject lands for the disposition holder's purposes. The disposition
holder assumes all responsibility and liability for any damages to the subject lands and to adjoining property occurring
as a result of the disposition holder's use and occupation of the subject lands and occupation of the subject lands shall
be entirely at the disposition holder's own risk.
18. Any such damage determined by DNRED, including any damage due to neglected maintenance, must be
addressed and remedied in a timely fashion by the disposition holder. Should the disposition holder fail to do so,
repairs will be undertaken as its expense.
19. The disposition holder shall indemnify and save harmless the Minister from any damages or legal action
associated with litigation arising from this occupation. However, the disposition holder must inform the Minister of
any claim, suit or proceeding against the disposition holder immediately.
20. A third -party liability insurance policy in the amount of $2,000,000.00, per occurrence, must be maintained for
any period of activity associated with the road construction and/or maintenance. Her Majesty the Queen in Right of
the Province of New Brunswick, as represented by the Department of Natural Resources and Energy Development,
will be named as an additional insured. Proof of insurance must be provided at any time upon request.
21. The disposition holder shall increase the amount of insurance immediately upon receiving written direction from
the Minister in accordance with said written direction.
22. The disposition holder agrees to reimburse DNRED for any silviculture area that is damaged or destroyed. Any
reimbursement will be subject to reimbursement requirements in the Loss of Silviculture Areas Policy.
Access by DNRED and Other Users or Rights Holders
26. The disposition holder agrees that the Minister shall have free and unlimited access to perform their official duties.
27. This disposition does not give the disposition holder any right to restrict, obstruct or interfere with public passage,
or the right to access any adjoining Crown lands, other than for safety purposes.
28. The disposition holder's use of the subject lands must not interfere with the scheduled activities of the Crown
Timber Licensee and Sub -Licensees or any other disposition or rights holders.
29. The Minister is not responsible for providing or maintaining access to the subject lands.
Work Permit and Cuttine Permit
30. Before any work occurs on the subject lands, the Lessee must obtain a work permit from the nearest DNRED
District Office as authorized under the Forest Fires Act (this applies during the fire season as declared by the
Minister). At least one week prior to any planned work, contact the District W5 Office in Welsford at (506) 486-6000
to obtain the permit..
31. Before any tree harvesting occurs on the subject lands, the lessee must obtain an X-permit from the nearest
DNRED district office. At least one week prior to any planned work, contact the District W5 Office in Welsford at
(506) 486-6000 to obtain the permit.
Page 2 of 2
67�
SCHEDULE "S" — Crown Road Construction and Maintenance Specifications
Construction and
Upgrading
• Maximum Right of way (clearing width):
• Topsoil and organic material in the road
Industrial use = 20 m (Silviculture and
surface or subgrade are not acceptable.
conservation areas = 15 m)
• Unstable soils are avoided or improved to
Non -Industrial use or within 30 m of watercourse
prevent ruts and washouts.
or wetland = 10 m.
• Road surface depth is a minimum of 30
• Minimum road surface width = 3.7 m.
cm of gravel or well graded material.
• Maximum ditch to ditch road width = 8 m.
• Ditches have broad, rounded bottoms
• Road shoulders transition to ditch at a 2:1
and sloping sides with stone stabilization
slope (backslope and shoulder slope) or
where erosion is expected.
greater to reduce erosion.
• Maximum adverse road grade = 12%.
• Resource extraction trails and landing areas or
• Turnarounds installed at least 50 m
piling yards located on level ground and well
before the road ending and wide sections
away from watercourses or wetlands to avoid
installed for passing at least every 300
contamination from runoff.
meters.
• Long flat stretches, steep slopes, gullies or
ravines are avoided for trail locations.
DEFINITION OF TERMS - ROAD PROM
fwa hew hofland
.. �'i�ht � y is t adt
used for road constructwn '" t''
2:1 sbpe nses 1 m every '.ixi ,t1rL'1it�+l r
". 2 m hoftntally _ Surface layer (gravel
�"""""' "'•h•«• -1 ` or other well graded
material)
Cma
Shoulder slope .. *
Z
Subgrade is the earth cut or fil surface Earth fm
before sand or gravel is applied.
Controlline Water
• Roads and landing areas or piling yards located on
level ground and well away from watercourses or
wetlands to avoid soil contamination from road
runoff.
• Roads built before intended use so that they have
time to settle and stabilize.
• Unstable soils are avoided or improved to prevent
ruts and washouts.
• Long flat stretches, steep slopes, gullies or ravines
are avoided.
• Water is diverted off the road surface using natural
contours or broad -based dips (grade breaks).
• Roads are well ditched (see Construction
above) and crowned (approx. 4%) to
move water off the road surface quickly
and reduce erosion.
• Ditches terminate at least 30 metres
before a watercourse or wetland and run
out into vegetated areas (off -takes) that
disperse the ditch water.
• Settling basins, ponds and check dams
may be needed if water from ditches
cannot be dispersed without siltation risk
to watercourses or wetlands 1.
Cross -drain Culverts
• Cross -drain culverts slow down and direct ditch
water toward vegetated areas for dispersal at the
following recommended soacine:
Slope %
Spacing (metres)
Gentle (1-2%)
90
Moderate (3-9%)
45
Steep (>10%)
30
• Choice of appropriate locations for cross -drains or
other diversions to exit water to filter areas may be
more important that spacing on many sites.
• Cross -drains are 1:
1. Installed so that they are covered
with compacted gravel to a depth
more than % the diameter of the
culvert;
2. 300 mm diameter or greater;
3. Installed at a 30-degree angle
downslope with a 2-4% slope along
the length to allow for flow; and,
4. Stabilized for soil erosion at inlet
and outlet.
SCHEDULE "S" — Crown Road Construction and Maintenance Specifications
Bridges
• Bridges over 1.2 m in height are required to have
• Construction or repair is according to a
bumpers and hazard markers along with narrow
plan approved by an engineer (this
passage signage at least 150 m before the
includes standard designs) and load
structure Z.
capacity remains appropriate for the road
• Minimum design loading: CL-625 ONT 3.
class and intended users.
Road Maintenance, Safety and Equipment Use
• Road use is avoided during wet seasons or after
• Signage and barricades are used to warn
heavy rains.
road users of temporary or permanent
• Regrading occurs if the crown slope is lost over time
hazards.
to prevent water from running in wheel ruts.
• Warning signage is to be used when
• Blocked ditches and cross -drain culverts are cleared.
equipment is working.
• Cross -drain culverts that have been damaged are
• Equipment and harmful materials such as
replaced before they fail.
petroleum products are used and stored
• Watercourse crossings are assessed for risk and
so as to prevent discharge into adjacent
inspected regularly for priority corrective actions.
watercourses or wetlands.
1 Watercourse and Wetland Alteration Technical Guidelines, NB Dept. of Env. and Local Gov.
Z General Regulation, Occupational Health and Safety Act
3 Canadian Highway Bridge Design Code
611:3
COMMON COUNCIL REPORT
M&C No.
2021-257
Report Date
September 15, 2021
Meeting Date
September 20, 2021
Service Area
Utilities and
Infrastructure Services
Her Worship Mayor Donna Noade Reardon and Members of Common Council
SUBJECT: Fundy Quay — Public Space Engagement Event
AUTHORIZATION
Primary Author
Commissioner/Dept. Head
City Manager
Jeffrey Cyr
Brent McGovern
I John Collin
RECOMMENDATION
It is recommended that this report be received and filed.
EXECUTIVE SUMMARY
The purpose of this report is to advise Common Council of an upcoming public
engagement event to solicit public feedback on the concept design for Loyalist
Plaza, pedway connection, and Harbour Passage Extension. The event is planned
for Monday September 27t", in the Market Square Atrium from 5pm to 8pm. The
event will be subject to the appropriate COVID protocols that are suitable to that
date in time.
PREVIOUS RESOLUTION
In December of 2019, Common Council approved an Option Agreement for the
lease and purchase of the Fundy Quay property to Fundy Quay Developments Inc.
At its February 22, 2021 meeting, Common Council awarded a contract for
Architectural Services for the revitalization of Loyalist Plaza and Extension of
Harbour Passage along the Fundy Quay to the Glenn Group.
At its March 8, 2021 meeting, Common Council awarded a contract for
Engineering Services for the Fundy Quay Site Works to Dillon Consulting Inc.
At its March 29, 2021 meeting, Common Council approved the City accepting
funding offers from the Regional Development Corporation for two projects,
"Fundy Quay — Infill" and "City of Saint John — Infrastructure".
At its March 29, 2021 meeting, Common Council approved the City entering into
Agreement with the Regional Development Corporation for funding under the
Canada — New Brunswick Integrated Bilateral Agreement for Investing in Canada
611%]
-2-
Infrastructure Program for two projects, "Harbour Passage (Phase 1) - Loyalist
Plaza and Pedway Connection" and "Fundy Quay — Harbour Passage Phase 2".
REPORT
Since the last update to Common Council on the Fundy Quay project, considerable
progress has been made with regards to the public infrastructure design and
engineering and the advancement of the design of the private sector
development. A critical project milestone has been reached with the concept
design for Loyalist Plaza, the Pedway Connection and Harbour Passage Extension
fully visualized within a three-dimensional model.
With the completion of the concept design for Loyalist Plaza and Harbour Passage
Extensions, a public engagement is planned for September 271h, in the Market
Square Atrium. This event will build on previous public engagement and provide
public feedback to support the finalization of the design for construction in 2022.
The public will be invited to share their feedback on the public space design and
concept for the development of the Fundy Quay and the event will be subject to
the appropriate COVID protocols at the time and date of the event.
Fundy Quay Open House Event Details
Monday, September 27, 2021 Market Square Atrium
5-6 p.m. Open House & Discussions
6-7 p.m. Presentations
7-8 p.m. Open House & Discussions
STRATEGIC ALIGNMENT
The development of the Fundy Quay is aligned with Council's priorities of Fiscal
Responsibility, Growth and Prosperity, and Vibrant Safe City and it is one of Saint
John's three catalytic projects. It is also a strategic Growth Concept identified in
the City's Central Peninsula Neighbourhood Plan.
SERVICEAND FINANCIAL OUTCOMES
The Fundy Quay public space improvements are part of a broader project to
transform Saint John's urban waterfront, with an agreement for private sector
development on the Fundy Quay site, creating a strong business case for the
project. The Ground Lease with Fundy is based on a maximum value of $6.45M
and will generate initial lease payments of $250,000 annually until purchased. The
development of the site is anticipated to generate $2M - $3M in annual property
tax revenue at full build out and securing the development has been instrumental
in the approval of an additional $15M in federal and provincial infrastructure
investments.
INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS
N/A
ATTACHMENTS
Let's Shape Our Waterfront Invite
Join us and provide your feedback on initial design concepts
for the Public Space along Market Slip, Harbour Passage, and
Pedway Connection Projects.
We're hosting a follow-up discussion on public spaces near
the proposed Fundy Quay Development. Initial designs of the
proposed Fundy Quay Development will be available to view.
WHEN: Monday, September 27, 2021 Market Square Atrium
5-6 p.m. Open House & Discussions
6-7 p.m. Presentations
7-8 p.m. Open House & Discussions
RSVP: feedback(&saintjohn.ca
The Public Space along Market Slip, Harbour Passage, and Pedway Connection
Projects are supported through funding from the Government of Canada, the
Government of New Brunswick, and the City of Saint John.
SAINT JOHN B,u&wck ENVISION Ca 61
PASSAGE
PROCLAMATION — 403 Helicopter Operational and Training Squadron
WHEREAS: The Common Council of the City of Saint John on January 13, 2020,
declared by a motion and was unanimously approved at the open session
of Common Council that the 403 (City of Calgary) Helicopter Operational
and Training Squadron, Royal Canadian Air Force, be granted the City's
highest honour the "Freedom of the City"; and
WHEREAS: The year of two thousand and twenty-one marks the beginning of the
eightieth anniversary of the formation of the Squadron in 1941; and
WHEREAS: We are proud of the dedication and commitment the members of the
Squadron give to serving their community and Country; and
WHEREAS: The Squadron has provided support to the cadet units and veterans
organizations of the Greater Saint John community for decades; and
WHEREAS: We are proud of the members of the Greater Saint John community who
have, and continue to, serve with the Squadron.
NOW THEREFORE: I, Donno Noode Reordon, Mayor of Saint John on behalf of the
Members of the Common Council of the City of Saint John do hereby
Congratulate and extend Best Wishes to the members of 403 Squadron on
the bestowing of the "Freedom of the City" to be held on Saturday, the
25th of September 2021.
IN WITNESS WHEREOF: I have set my hand and affixed the official seal of the City
of Saint John.
I'
The City of saint Ji5hn
PROCLAMATION — Rail Safety Week
WHEREAS: Rail Safety Week is to be held across Canada from September 20 to 26,
2021;
WHEREAS: It is in the public's interest to raise citizens' awareness of the dangers of
ignoring safety warnings at level crossings and trespassing on rail property
to reduce avoidable deaths, injuries and damage caused by incidents
involving trains and citizens;
WHEREAS: Operation Lifesaver is a public/private partnership whose aim is to work
with the public, rail industry, governments, police services, media and
others to raise rail safety awareness;
WHEREAS: CN has requested City Council adopt this resolution in support of its
ongoing efforts to raise awareness, save lives and prevent injuries in
communities, including our municipality;
NOW THEREFORE: I, Donno Reordon, Mayor of Saint John proclaim the week of
September 20th to September 26th, 2021 as Rail Safety Week in The City
of Saint John.
IN WITNESS WHEREOF: I have set my hand and affixed the official seal of the City
of Saint John.
W
k%
Saint John
AbilityAdvisory
Committee
GLA
AVOICE FOR AN INCLUSIVE COMMUNITY
.7.
WHO ARE WE? -;
Professionals and experienced, educated individuals Ila
with disabilities. '.
Designated to represent persons with disabilities. — �' �►
Board composition: maximum of twenty dedicated
individuals
dN
Saint John Ability Advisory Executives:
Wanda Berrette - Chair
Lisa Magee -Vice Chair and Treasurer
Greg Cutler - City Liaison,t,, I
Secretary - Position to be filled at our next r�
meeting
t
WHATWE
We exist to help make the City of
Saint John a more inclusive place to
live, work and play.
We take a leadership role in providing:
PUBLIC AWARENESS
Public Relations & Social Media
Public Education
Town Hall Meetings
0
0
�t
a
e 1L-
DISABILITY AWARENESS WEEK
Afull week of activities
Opening Ceremonies
Town Hall
Employment Services Open House
Walk 'N Roll Challenge
Virtual Activities
Celebrating Abilities
II TRANSPORTATION
Accessible Parking
Road and SidewalkSafet
y
`.
�s
Pedestrian Safety
Saint John Transit
r
Trails and Parks
O'
AD HOC COMMITTEES
Recreation
Housing
Employment
COMMUNITY
IMPACTS
• Harbour Station
• Horizon Health Clinic I Expansion
• YMCA Field House
• APS installed at Major Brook Dr. & McAllister Dr.
• Rainbow & Tucker Parks
OPPORTUNITIES
Accessible Parking/Enforcement
Accessible Housing
Transit System
Built Environment
Pedestrian Safety
New Developments
Bylaw & Accessibility Legislation
• Collaboration with MoveSJ, PAC, and LivingSJ
' Tourism
ASL / LSQ Interpretation Services
Population Growth
Employment
Improved Mental Health System
k
rr
r
C
"
w. �t
-21
1
rV E
' .. 'S'.''`r�T:!•. •....mow M ��
• � 4 . a. a �E 72
'I�IrRus
►,rr"
THANK YOU
NEB Coalition
tion
of Persons
th [disabilities
C...�. Coalition des
�`]/` personnes
handicapees du N.-B.
74
"Every individual is equal before and under the
law and has the right to the equal protection
and equal benefit of the law without
discrimination and, in particular, without
discrimination based on race, national or ethnic
origin, colour, religion, sex, age or mental or
physical disability" (1982).
75
Presentation to Saint John Common Council
Agenda:
1- Who we are and why are we here.
2-Disability in NB and the importance of transit
3- Mt Allison information
4-Discrepancies with the Stantec report
5-Recommendations
76 ��
The New Brunswick Coalition of Persons with
Disabilities- NBCPD
www.nbcpd.oror facebook.com/groups/nbcpd
Created at the start of the Pandemic- all done virtually
A group of persons with disabilities, for persons with disabilities.
We represent all visible and invisible disabilities in NB
We work in collaboration with several Provincial group such as: The Premier's
Council, Ability N6, People First N6, and Federally: The Plan Institute, Disability
without Poverty, Nothing About Us without Us.
77
Background on Persons with Disabilities in NB
*According to the New Brunswick Premier's Council on Disabilities, [as of 2017]
26.7% of the province's population aged 15 years and older [experienced a
disability],"
*Well above the national average of 22.3%
Next slide shows numbers
Terms- LICO-AT are "income thresholds below which a family will likely devote a
larger share of its after-tax income on the necessities of food, shelter and
clothing than the average family"
"the LIM is a fixed percentage of median adjusted household income"
MBM modest, basic standard of living -family of 4 (2 adults/ 2 kids)
NE:,
Table 2: LI O-A;T, LIM, M BM, Deep Poverty
Single Person with a Disability Income its
New Brunswick's Three Main Cities, 2018
Dollars.
Saint John
M a naton
Fredericton
LICO-AT (Single
$17,939
$18,166
$17,939
Person)
LIM-AT
$24,183
$24,183
$ 4.183
(Single Person)
msm
$20,850
$21.0.13
$21,953
Deep Poverty
$12,091.50
$12,091.50
-SIZ 1.50
(LIM)
Single Person
with Disability
$9,805.50
$9,805.50
$9,805.50
Income
p,j rrc+es_ J ay&ree, -Wellarc err Canada;- Statrsrics Canada,
,asus Profole, 2016 Census: Fred'ericton Stadsrics Canada,
2016 Census: Moncton: Statestecs Canada, 2016 Census' Saint
How does this affect public transit..
"people with disabilities [in Canada] held $22,000 less in net worth compared
to similar people without disabilities."
Why is this Problem Occurring? Among the greatest causes of poverty
stemming from a disability are the additional costs associated with a disability
as well as factors inhibiting those with disabilities from accessing employment.
Transportation is one of these costs.
:I
10 Major Barriers to employment for PWD
*Lack of access to training
*Lack of access to Education
*Social Isolation
*Discrimination
*Inaccessible Workplaces
Lack of disability confidence from employers
*Difficulties transitioning to the workforce
Lack of outreach/recruitment strategies
*Housing and Transit
*Lack of accommodations
All items with * are related to transit/transportation
E-11
Transit as a barrier
Accessible transportation is necessary for the rights of persons
with disabilities to be realized.
There is a lack of accessible transportation in NB, which
experiences high rates of disability.
A lack of transportation negatively impacts one's Financial Status,
opportunities, social inclusion, physical health, and emotional
wellbeing.
Persons with disabilities face considerable transportation -related
challenges. 82
As already discussed 26.7 % of NB have 1 or more disabilities ... and 23% or working
NBers have 1 or more disabilities.
Of this 42.9% are classified as having a "severe" or "very severe" disability
It is important to note that 90.3% of people with a mild disability and 51.7% of people
with a very severe disability have no difficulty using public transit ( Levesque 2020)
***Both the Federal Accessibility Act, and the coming Provincial Disability Act recognize
the ABSOLUTE importance of public transit
[.IN
Transit and Disability Acts -Fed /Prov
Both the Federal and Provincial disability Acts will mandate accessible transit -
Upcoming Engagement sessions will examine transit in NB, and each of the major cities- SJ will be identified
as being sub -adequate
It is easier to fix these issues now rather than cancel routes and later be forced to reinstall them
Let's work together to make accessible transit a reality in NB. When the needs for those with disabilities is
met, everyone's needs are met, thus such improvement will benefit our very high senior and growing
immigrant population.
Overall issues with transit and the disabled
community
*Discomfort using traditional public transit: Many persons with disabilities report fear of public transit
services
*Stigma and lack of training: Many reports of accessible transportation have noted discriminatory attitudes
and insufficient training of drivers- especially in Saint John
*A lack of accessible and affordable transportation can reduce one's emotional and financial wellbeing.
I-IR
Concerns with Stantec Report
.**In looking to do "more with less", the routing analysis focused on serving the greatest
number of residents, particularly residents that rely on the service.
**Peak headways range from 30-60 minutes and weekday service will begin at 6am along all
routes.
***SJ ridership is almost 3 times the Provincial Ave. If the transit is unable to turn a profit -
let's look at management
**A 400- and 800-metre buffer analysis revealed similar levels of coverage between the
existing neighbourhoods. - not for those with mobility and vision impairments
**Notably, the additional revenue generation from anticipated ridership increases have not been
factored into the operational cost impacts to remain conservative. (How do you count cuts, but not
gains?)
:.
The Transit system CANNOT cut its way to
prosperity
If the city is looking to grow- it cannot cut bus service. The up and coming
generation believes in and utilises public transport services. The disability
community requires public transport. Immigrants and seniors require public
transport. Instead of cutting, the city should be looking to take a loss for a few
years, which would be recouped in growth, in higher usership- once you have
an appropriate service.
The policy of gentrification and transit
1- The report used by Stantec to consider population and living trends from
2015 is out of date.
2-Gentrification has completely changed how and where people live- it has
forced many lower income, disabled and immigrants to outlying areas -
meaning more than ever, transit is a must to these regions.
3- The additional time to get from outlying areas to main employers requires
busse to start their routes even earlier. Your own report identifies that 6 am
start is too late and this was prior to massive changes in where people are
living.
-I
Para -transit
*Develop and implement operating contract for paratransit and on -request services, including
the development of a performance -based operations contract for combined paratransit and
on -request service delivery and go to market with an RFP to procure these services- from
your commissioned report
*Fare discrepancies -especially in terms of the handi bus has been identified as a Human
rights complaint in the waiting.
Recommendations
1- Although specific to 1 group- reinstate the CNIB free transit pass.
2- Immediately set up meetings with Fredericton and Moncton transit (NB) and Halifax (NS) on
sensitivity training for drivers, on security training such as chair tie downs, handicap seating,
distance from curds, etc
3- As recommended in your report- develop 1 universal discounted fee for persons with disabilities,
seniors, students ... and create easier ways to pay for these services
4- Immediately install the AVR system and ensure it is programmed to- announce ALL, not just
selective stops. As well ensure drivers cannot turn it off/down , and look into translation services.
continued
5. Set aside seats for those with mobility impairments, visual impairments, seniors and students and ensure
drivers have riders vacate those setas or be removed from the bus when they are needed.
6. Re visit stops- A) where are the bulk of low income and disabled persons now living due to gentrification
and adjust bus routes.
B) Adjust hours so that persons can get to work, doctors, ect... When the
schedules are not conducive to the needs of the riders- the system will not be profitable
C) Actual location of stops- are they easily accessible for those with vision and
mobility impairments. Work with disability groups to ensure the stops are actually accessible- Nothing About
US Without Us.
7) Ramp extensions and placements require better consideration.
8) 800 M to stops is too far- it must be reduced.
91
Transportation for Persons with Disabilities in New Brunswick
Page
1 of 8
Key Points:
• Affordable and accessible transportation is
a right for persons with disabilities (PWDs).
• Four key factors affect the relationship
between disability and transportation in
New Brunswick.
• A lack of affordable and accessible
transportation has negative impacts on
PWDs.
• There are many barriers to transportation
access for PWDs, including infrastructure
and design issues.
• The government of New Brunswick has
many policy options at its disposal to
improve the affordability and accessibility of
transportation for PWDs.
Introduction:
A lack of affordable and accessible
transportation is a significant issue for PWDs in
New Brunswick (see Beyzak, Sabella, and Gattis
2017; Levesque 2020; New Brunswick 2020).
This policy brief first discusses how affordable
and accessible transportation is a right for PWDs
before contextualizing the situation in New
Brunswick. It then proceeds to underscore the
impacts of, and barriers to, the lack of
transportation for PWDs. Related infrastructure
and two accessible transit systems are then
profiled. Lastly, policy options for how to move
forward are explored.
The Rights Dynamic:
Rights of PWDs are enshrined in section 15,
Equality Rights, of the 1982 Canadian Charter of
Rights and Freedoms, which states:
15 (1) Every individual is equal before and under
the law and has the right to the equal protection
and equal benefit of the law without
discrimination and, in particular, without
discrimination based on race, national or ethnic
origin, colour, religion, sex, age or mental or
physical disability.
15 (2) Subsection (1) does not preclude any law,
program or activity that has as its object the
amelioration of conditions of disadvantaged
individuals or groups including those that are
disadvantaged because of race, national or
ethnic origin, colour, religion, sex, age or mental
or physical disability.
It has been argued that this clause of the Charter
protects disability -specific transportation
programs. For instance, in 2014 when Saint
John Transit started charging persons with visual
disabilities for rides, Pat Riley, a spokesperson
for three individuals filing a human rights
complaint against Saint John Transit argued that
the Charter protects people with disabilities
against the introduction of such fees (CBC News
2014). In addition to the rights enshrined in the
Charter, the United Nations (UN) Convention on
the Rights of Persons with Disabilities "does
acknowledge the centrality of transport for
people with disabilities" (Kett, Cole, and Turner
2020, 2). Markedly, article 9 of the UN
Convention states that, "State Parties shall take
appropriate measures to ensure persons with
disabilities access, on an equal basis with
others, to... transportation" (United Nations
2006). This is significant, given that Canada is a
signatory to this convention. Combined, both the
Charter and the UN Convention show that the
About the New Brunswick Coalition of Persons with Disabilities (NBCPD):�
The NBCPD is a non -partisan organization that acts to represent those with disabilities �♦ `
in New Brunswick. Their goal is to ameliorate the day-to-day lives of persons with
disabilities in the province through advocacy. For more information, see NBCPD.ORG. �`
Transportation for Persons with Disabilities in New Brunswick
Page
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rights of PWDs, specifically with respect to
transportation, are enshrined in both domestic
and international rule of law. For these reasons,
both the governments of Canada and New
Brunswick have an obligation to provide
affordable and accessible transportation.
The New Brunswick Context:
The relationship between transportation and
disability in New Brunswick is impacted by four
key factors: disability rates, age demographics,
income, and rural areas.
First, New Brunswick experiences high rates of
disability as compared to other provinces.
According to the 2017 Canadian Survey on
Disability, an estimated 23.0% of working -age
New Brunswickers had one or more disabilities,
which is well above the 18.8% seen at a national
level (New Brunswick 2019). Additionally, 42.9%
of these people were classified as having either
a 'severe' or 'very severe' disability, which is the
highest rate in Canada. It is important to note
that 90.3% of people with a mild disability and
51.7% of people with a very severe disability
have no difficulty using public transit (Levesque
2020). Therefore, if accessible transit is
sufficiently provided the vast majority of persons
with disabilities could use it.
Second, New Brunswick has a high proportion of
seniors (65+ years old) when compared to non -
Atlantic provinces (Levesque 2020). In 2016,
seniors composed 19.5% of New Brunswick's
population (New Brunswick 2017). This
proportion is predicted to increase to 31.3% by
2038 due to the increasing move of young
Canadians to larger urban centres (New
k k h; ; I
because of the relationship between age and
disability. Seniors are almost twice as likely to
report a disability than younger people
(Levesque 2020). Furthermore, the older people
are, the more severe a disability is likely to be
(Rosenbloom 2007). Age is also linked to an
increased need for health care and a
compromised ability to drive safely (Levesque
2020; Kett, Cole, and Turner 2020). For these
reasons, "senior citizens use public transit more
than any other age group in Canada" (Majkut
2011, 1). Thus, New Brunswick's aging
population is an important consideration in
discussions regarding transportation and
disability.
Third, in New Brunswick, the 2015 median
income of PWDs aged 25 to 64 years old was
$26,879, which was well below the national
median of $28,452 (New Brunswick 2020).
However, this level of income likely reflects one
being employed. That said, in the absence of
employment, PWDs have little choice but to
access the provincial social assistance program,
which in 2018, only provided them with
$9,805.50 in funding (Maytree 2021). Given that
the four most commonly used transportation
methods for PWDs are costly, these being
private vehicles, public transit, paratransit
services and taxis, low levels of income, such as
that seen in New Brunswick, negatively affects
access to transportation (Bascom and
Christensen 2017).
Fourth, transportation in New Brunswick is
challenged by its high proportion of rural
communities. According to Levesque (2016),
public transit in rural communities is either
nonexistent or chronically underfunded. This is
partly due to limited demand, long-distance
journeys, and higher operating costs leading
governments to question the costs of providing
accessible transit (Kett, Cole, and Turner 2020;
Majkut 2011). Persons with disabilities living in
these communities are further challenged by
"large amounts of snow in the winter, higher
fares than urban transportation... and
BI UnsWIC 2017, MaJ ut 2011). T is is re evant
92
Transportation for Persons with Disabilities in New Brunswick
Page
3 of 8
inconvenience for residents using wheelchairs
where long walks to bus stops are necessary"
(Majkut 2011, 2). Consequently, this threatens
their access to important social, employment,
and health care services.
Impacts on Persons with Disabilities:
Notable impacts relating to the lack of affordable
and accessible transportation include:
(1) An overreliance on social networks for
transportation needs. Given a lack of
transportation options, especially in rural
communities, many PWDs are left to rely on
social networks (e.g., family, friends, neighbours)
to go about their day-to-day affairs (e.g., grocery
shopping) (Levesque 2020). This is notable,
since an over -reliance on social networks tends
to erode these relationships (Bascom and
Christensen 2017, 228). In turn, this may
exacerbate social exclusion for PWDs.
(2) Challenges maintaining personal
relationships. A lack of affordable and
accessible transportation may also cause PWDs
to remain housebound, especially in colder
climates like New Brunswick with prolonged
Winter seasons (Levesque 2016).
(3) Lack of access to employment. A lack of
affordable and accessible transportation and
employment are interconnected in that labour
market participation is disincentivized (Wong et
al. 2020). Barriers to transportation (discussed
below) also create difficulties in obtaining
education, which is crucial to finding employment
(Levesque 2020).
(4) Inadequate access to health services. The
lack of affordable and accessible transit can
result in delayed or missed health care
appointments which disproportionately impact
individuals with disabilities (Cochran 2020, 3).
Barriers to Transportation:
(1) Lack of enabling legislation. New
Brunswick, in comparison to its provincial
counterpart in Nova Scotia, lacks legislation
which empowers PWDs, thus leading to their
needs like access to transportation going
unaddressed. In comparison, Nova Scotia
provides an example of a supportive accessible
transit framework for rural communities from
which to learn (see Levesque 2020).
(2) Physical barriers to transportation.
Significant physical barriers exist in the four
commonly used transportation options for PWDs.
For example, private vehicles are rarely
designed accessibly and often require
modifications before usage (Darcy and Burke
2018). Similarly, for public transit, paratransit
services and taxis, physical barriers may include,
"inoperable lifts and ramps... steep slope[s] for
ramp use, failure to clear wheelchair securement
zones for people with disabilities... failure to
provide level -entry boarding at new or altered
[fixed -route rail] stations... [and] lack of door-to-
door service when necessary" (Beyzak, Sabella
and Gattis 2017, 53).
(3) Financial barriers to transportation. Even if
accessible transit exists, financial barriers
remain, especially for people with disabilities on
limited incomes or on social assistance.
(4) Attitudinal barriers to transportation. Many
PWDs face attitudinal barriers to transportation
when utilizing public transit, paratransit services,
and taxis. For example, transit drivers may
falsely claim equipment malfunctions and/or not
stop to pick up PWDs (Beyzak, Sabella and
Gattis 2017; Kett, Cole and Turner 2020).
Passenger behaviour, such as refusing to give
up accessible seating, is also cited as an
attitudinal barrier to transportation (Kett, Cole
and Turner 2020).
(5) Inefficiency barriers to transportation.
These include public or paratransit services not
providing stop announcements or route
identification (Beyzak, Sabella and Gattis 2017;
Bascom and Christensen 2017). In addition,
drivers may lack proper training (e.g., sensitivity
training) for how to accommodate PWDs, which
may exacerbate driver discrimination against
these individuals
Transportation for Persons with Disabilities in New Brunswick
(Beyzak, Sabella and Christensen 2017;
Levesque 2020). Lastly, booking paratransit trips
over the phone is problematic given they often
have to be booked at least 24 hours in advance,
if not more (Beyzak, Sabella and Gattis 2017;
Cochran 2020; Rosenbloom 2007).
(6) Lack of transit options. Oftentimes, there
are a lack of accessible and affordable
transportation options for PWDs altogether,
especially in rural areas. This is particularly
notable in New Brunswick where 51% of the
population lives in rural areas (Levesque 2020;
Varella 2021).
Accessibility & Infrastructure in Public
Transit:
A - Barrier -Free Design. Technology can help
improve bus stop accessibility. This includes
automated docking systems so that busses can
pull up to the curb at the ideal distance. This
technology would create a level of consistency in
accessibility that is currently lacking in many
areas. Agencies and governments, as with
existing infrastructure, need to continually
analyze guidelines with the aim of creating ever
more accessible spaces and transit systems.
B - Urban Wayfinding. The provision of
information about accessibility of transit facilities
and vehicles is useful for persons with
disabilities, as they spend more time planning
trips than those without disabilities. Helpful
physical infrastructure design elements include
elevated bus stop platforms, gentle ramp slopes,
minimal gaps between vehicles and curbs, tactile
markers for platforms and vehicles, slip resistant
surfaces in vehicles and in the environment and
reduced curb heights. These design elements
among others increase the safety and
accessibility of transit systems (Sze and
Christensen 2017). Other helpful technologies
include GPS tracking of vehicles to provide
accurate arrival time information and more
accommodating shelter designs (Hamby and
Thompson 2006).
Page
4 of 8
C - Safety. Quality and safety are linked
variables that are some of the most important
predictors of perceived accessibility. In
particular, reliability/functionality and simplicity
are overwhelmingly the most important factors
when it comes to quality. Research shows that
"perceived quality positively affects feelings of
safety" and that safety not only predicts overall
perceived accessibility but has a significant
bearing on other "accessibility determinants,
such as quality" (Lattman et al. 2016, 42).
Universal Design:
(1) Barrier -Free Legislation. Ensuring that
legislation is barrier -free (i.e., ensures full and
equal participation in society) fulfills the
constitutional duties of governments through the
protection of the rights of persons with
disabilities. It prevents litigation on the issue of
barriers that persons with disability face,
preventing financial burdens on the part of both
activist litigants and the government. Finally, the
overall cost to society, both directly and through
economic externalities, is greatly improved and
societal participation is enhanced where all
citizens will benefit from barrier -free legislation
(Lepofsky and Graham 2009).
(2) Infrastructure. These centre on improving
mobile access for those with disabilities that
affect vision and mobility, and to a lesser extent,
cognitive disabilities. These features include
ramps rather than stairs, tactile markers,
platforms conducive to easy disembarking and
boarding for all individuals, increasing route
service, and the facilitation of multi -modal transit
interchanges (Sze and Christensen 2017).
Universal design in public transit should aim to
lower barriers at all points of the journey,
including during the planning phase, so as to
maximize the accessibility of the "entire 'travel
chain"' (Steinfeld et al. 2019, 46).
(3) Symbol Harmonization. Governments need
to work towards the international harmonization
of symbols for persons with disabilities. In this
Transportation for Persons with Disabilities in New Brunswick
Page
5 of 8
context, the symbols would aim to minimize the
stigma of disability by depicting "disability not as
a characteristic feature but rather as a contextual
characteristic that refers to the compatibility
between the capacities of each person and the
features of his or her environment" (Dominguez
et al. 2013, 235). Universal symbols that achieve
this goal of accurately representing the state of
being of persons with disabilities may help to
reinforce their rights to participate fully in society.
Accessible Transit Profiles:
Transport de Clare - Digby County, NS
(see: https://www.transportdeclare.ca/)
Founded in 1996, Le Transport de Clare was the
first non-profit, community -based transportation
service in NS. It is based in the predominately
Acadian Municipality of Clare, but now extends
its services to all of Digby County. The
organization is "[d]edicated to providing safe,
affordable and barrier -free door-to-door service
to seniors, persons with disabilities, economically
disadvantaged persons, and those with limited or
no access to a motor vehicle." Transport de
Clare works closely with two long-term care
facilities and cites medical trips as top priority.
For this reason, it is incorporated in Nova
Scotia's Strategy for Positive Aging (2005). It
also offers monthly, door-to-door pick up and
return trips for errands, visiting, and banking.
The journey spans approximately 3 hours and
costs $20. As of June 2019, Le Transport de
Clare logged over 529,000 kms and 43,000
passenger trips and subsidized $60,000 worth of
rides. This was achieved with 10 vehicles and
five volunteers driving personal vehicles. Le
Transport de Clare relies on several sources of
funding, including from the provincial
government and approximately $30,000 of
support from community sponsors and revenue
generated from posted fares, charter and
institutional contracts, and advertising on
vehicles.
Stratford Parallel Transit - Stratford, ON
(see http://bit.ly/Stratford_Paratransit)
Founded in 1985, Stratford Parallel Transit offers
transportation for persons with disabilities who
cannot access standard transit services
(Levesque 2015). It provides door-to-door
assistance for Stratford residents on trips
scheduled 24 hours in advance. Users receive
same -day confirmation when scheduling a trip.
Parallel transit has extended hours Monday
through Friday, which span from 6:20am to
9:40pm. They also run an out-of-town charter
service seven days a week. As of 2020, the fares
were as follows: $3.00 for a 1-way trip, $27.50
for a 10 Ride Card (in town), $31.64/hour + HST
+ $3.00/person for Charters (in town), and
$3.00/person + $1.47/km + HST for a 1-way out
of town trip. Alternatively, users may purchase a
30-day pass for $67.00 (with a $57.00
senior/affordable option). Attendants ride free of
charge. Funding for Parallel Transit is provided
through the City of Stratford, gas tax funding,
and fares (Levesque 2015).
Policy Options:
(1) Expand paratransit services. Paratransit
options must be expanded to areas in which they
are lacking in the province to allow PWDs to fully
participate in society. Nova Scotia is a case in
point. Foremost, the province established the
Community Transportation Assistance Program
(CTAP) in 2002, which allows "municipalities and
non-profit organizations... [to] apply for funding to
cover a portion of the operating costs of a
community -based, inclusive transportation
service" (Levesque 2020; Nova Scotia 2021a).
While New Brunswick has a vehicle retrofit
program that will pay for 80% of vehicle
modifications up to $8,000 every eight years for
an individual, or every five years for an
organization (New Brunswick 2021), Nova
9s
Transportation for Persons with Disabilities in New Brunswick
Page
6 of 8
Scotia's Accessible Transportation Assistance
Program (ATAP) program is slightly different. It
provides funding to those receiving the CTAP as
well as 'municipal accessible transit
organizations across the province [to] buy
accessible vehicles or modify existing vehicles"
and funds "up to 75% of capital cost to a
maximum of $75,000" (Nova Scotia 2021b).
Lastly, and as stated by Levesque (2020, 6),
"[t]he Nova Scotia government will also pay from
50% to 100% of the costs in developing
feasibility studies and business plans through its
Transit Research Incentive Program." Overall,
Nova Scotia provides a supportive model for
paratransit services which promotes their
availability, particularly in rural areas. A similar
approach can be used by the government of
New Brunswick to expand the availability of
paratransit services in the province.
(2) Improve transit driver training. Drivers are
a key link in the transit system to help those with
disabilities navigate the barriers to
transportation. Transit drivers need specific
training on how to accommodate the needs of
passengers with disabilities and how to
recognize when they need assistance. Training
is necessary to ensure that passengers feel
confident and safe in using public transit. Lack of
accommodation from transit drivers is one of the
biggest obstacles faced by passengers with
disabilities; drivers need education on how
important their role is and how it is important to
facilitate the use of public transit for persons with
disabilities. Partnering with provincial disability
groups to provide this training is a good way
forward.
(3) Universal design in public transit
infrastructure and legislation. Universal design
removes barriers and improves the transit
experience for all riders. Persons with disabilities
make up one fifth of the population and ensuring
their full participation in society through universal
design not only fully realizes legal obligations of
the state, but it also minimizes future costs
piecemeal accommodations.
(4) Increase funding for the vehicle retrofit
program. As identified above, New Brunswick's
vehicle retrofit program will fund 80% of vehicle
modifications to a total cost of $8,000 every eight
years for an individual or every five years for an
organization. This is not enough. Raising the
threshold to the Nova Scotia level (which is 75%
of $75,000) is required. It also needs to be
broadened to include individuals as well as
organizations while reducing the timeframe to
five years across the board. This would not only
assist PWDs in reducing significant costs
associated with vehicle modification, but also
galvanize those in the private sector, like taxi
companies, to retrofit their vehicles for
accessible usage.
About the Authors:
Mario Levesque is an associate professor of
Canadian politics and public policy at Mount
Allison University. He has published widely in the
areas of disability policy, environmental policy,
intergovernmental relations, institutional
analysis, citizen engagement and federalism.
Michael Cormier is a 4th-year student at Mount
Allison University pursing an honours degree in
International Relations and a minor in Political
Science. His interests include international
politics, public policy, the study of rural Canada,
and health care policy. In the future, Michael
hopes to pursue a career in law.
Michael Nolan is a 3rd-year student at Mount
Allison University pursuing an honours degree in
Philosophy, Politics & Economics (Politics
Emphasis) and a double minor in French Studies
and Canadian Public Policy. His interests include
Canadian politics, public policy, and the financial
dynamics of government. In the future, Michael
hopes to pursue a career in the civil service.
Maggie Washington is a 4th-year student at
Mount Allison University pursuing a major in
Political Science and English. Her interests
associated with litigation and implementing include international politics and advocacy. In the
future, Maggie hopes to pursue a career in law.
a�
Transportation for Persons with Disabilities in New Brunswick
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Suggested Further Reading:
Disabilities. New Brunswick's Disability
Allen, Jeff and Steven Farber. "Transport
Action Plan for Persons with a Disability.
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1-14. https:Hbit.ly/3eSBRJh. 99
Information Brief: Barriers to and Profiles of Affordable and
Accessible Transportation for PWDs
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Key Points:
• Accessible transportation is necessary for
the rights of persons with disabilities to be
realized.
• There is a lack of accessible transportation
in NB, which experiences high rates of
disability, an aging population, and
extensive rural areas.
• A lack of transportation negatively impacts
one's financial status, employment
opportunities, social inclusion, physical
health, and emotional wellbeing.
• Persons with disabilities face considerable
transportation -related challenges. Thus,
they "travel less and report more mobility
problems than those without disabilities"
(Rosenbloom 2007, 27).
Defining the Problem:
Disability has a significant impact on one's
access to transportation services. For example,
a failure to call out bus stops disadvantages
people with visual impairments. Those with
mobility impairments may struggle with long
walks to bus stops or loading their wheelchair
into the vehicle. Individuals with
neurodevelopmental disabilities may have
difficulty comprehending directions and planning
trips (Dudley 2016). Many transportation options
are insufficient in accommodating for various
disabilities which potentially leaves many New
Brunswickers without safe and reliable
transportation. A lack of transportation greatly
impacts one's ability to participate in their
community. For example, it hinders participation
in "programs that support quality of life and
impacts employment, volunteering, religious
participation, exercise, self -advocacy and health
care" (Dudley 2016 , 1). In addition to lost social
opportunities, there are added costs due to the
lack of accessible transportation such as lost
employment opportunities or more costly
transport services such as taxis (Kett 2020). The
need exists for the Government of NB to pursue
a more inclusive transport agenda.
The New Brunswick Context
The relationship between transportation and
disability in NB is impacted by three key factors:
disability rates, age demographics, and rural
areas. First, NB experiences high rates of
disability compared to other provinces.
According to the 2017 Canadian Survey on
Disability, an estimated 23.0% of working -age
New Brunswickers had one or more disabilities
(NB 2019). This is well above the 18.8% seen at
a national level. Additionally, 42.9% of these
people were classified as having either a
`severe' or 'very severe' disability, which is the
highest rate in Canada. It is important to note
that 90.3% of people with a mild disability and
51.7% of people with a very severe disability
have no difficulty using public transit (Levesque
2020). Therefore, if accessible transit is
sufficiently provided the vast majority of persons
with disabilities could use it.
Second, NB has a high proportion of seniors
(65+ years old) when compared to non -Atlantic
provinces (Levesque 2020). In 2016, seniors
composed 19.5% of NB's population (NB 2017).
This proportion is predicted to increase to 31.3%
by 2038 due to the increasing move of young
Canadians to urban centres (NB 2017; Majkut
2011). This is relevant because of the
relationship between age and disability. Seniors
are almost twice as likely to report a disability
than younger people (Levesque 2020).
Furthermore, the older people are, the more
severe a disability is likely to be (Rosenbloom
2007). Age is also linked to an increased need
for healthcare and a compromised ability to
drive safely (Levesque 2020; Kett 2020). For
these reasons, "senior citizens use public transit
About the New Brunswick Coalition of Persons with Disabilities (NBCPD):�
The NBCPD is a non -partisan organization that acts to represent those with disabilities �♦ `
in New Brunswick. Their goal is to ameliorate the day-to-day lives of persons with
disabilities in the province through advocac�r. For more information, see NBCPD.ORG. �`
Information Brief: Barriers to and Profiles of Affordable and
Accessible Transportation for PWDs
more than any other age group in Canada" disabilities are not properly addressed. In
(Majkut 2011, 1). Thus, NB's aging population is comparison, Nova Scotia has a "supportive
an important consideration in discussions provincial environment" for accessibility
regarding transportation and disability. legislation, especially regarding
transportation (Levesque 2020, 21).
Third, transportation in NB is challenged by its
high proportion of rural communities. According
to Levesque (2016), public transport in rural
communities is either nonexistent or chronically
underfunded. This is partly due to limited
demand, long-distance journeys, and higher
operating costs (Kett 2020; Majkut 2011). Thus,
"it can be difficult to justify a transportation
system that carries a small number of
passengers over a large distance" (Majkut 2011,
2). Persons with disabilities living in these
m communities are further challenged by "large
o amounts of snow in the winter, higher fares than
urban transportation... and inconvenience for
o residents using wheelchairs where long walks to
bus stops are necessary" (Majkut 2011, 2).
Consequently, this threatens their access to
important social, employment, and health care
services.
Barriers to Transportation
Research indicates that persons with disabilities
"face multiple barriers in every mode of travel"
(Rosenbloom 2007, 26). Kett (2020) broadly
divides these barriers into three main areas:
"institutional (legislation, political will, policy);
environmental (infrastructure, vehicles,
information); and attitudinal (transport staff,
other passengers, lack of accessible
information)" (2). However, it is important to note
that these areas are not distinct and often
overlap (Kett 2020). Some examples of these
barriers are as follows
A - Institutional Barriers
• Lack of enabling legislation: New
Brunswick does not have a strong
y�...� foundation for legislation which empower
persons with disabilities. The absence of a
disability/accessibility act means that the
Page 2 of 8 unique challenges facing persons with
101
• Limitations of non-profit organizations:
There is often a reliance on contributions
from non-profit organizations for accessible
transportation. While potentially good, these
organizations can, however, be ineffective
due to community fatigue, the cost of
` professional ization' efforts, high turnover of
management personnel, overdependence
on volunteers, lack of funding, and the need
for government subsidies (Levesque 2020).
Thus, the quality of services they can
provide are inconsistent and may not meet
the needs of persons with disabilities.
B - Environmental Barriers
• Reliance on social networks: Inaccessible
transportation forces many persons with
disabilities to rely on friends and family for
mobility. As a result, they are dependent on
the schedules of others and must wait until it
is socially convenient to travel. Furthermore,
many individuals report discomfort asking for
help and feeling bothersome to others
(Levesque 2016).
• Need for additional assistance: Some
persons with disabilities require increased
assistance which is not provided by
traditional transportation services. This may
include, multiple reminders of appointment
times, help getting ready, and
encouragement to attend outings. If they do
not receive this support, there is the
potential for trips to be missed or canceled
(Rosenbloom 2007). Thus, there is a need
for services which provide more involved
assistance.
• Taxi services: Research suggests that
special vehicle taxi services are less
lucrative for taxi owners than ordinary
Information Brief: Barriers to and Profiles of Affordable and
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services because of added equipment costs
and time involved (Rosenbloom 2007).
Some drivers are hesitant to service
passengers with disabilities who require help
boarding because they perceive the
additional time as a loss of money (Kett
2020). Thus, the operational structures of
taxis "often unintentionally [and], actively
disincentivize drivers to pick up passengers
with disabilities" (Kett 2020, 7).
C - Attitudinal Barriers
• Discomfort using traditional public
transit: Many persons with disabilities report
fear of public transit services and the
attitudes of other passengers. They often
feel unsafe and experience anxiety about
falling while boarding/exiting or when getting
to their seat (Rosenbloom 2007; Kett 2020).
This is also a commonly reported concern
from parents of children with disabilities in
their journey to school (Kett 2020).
• Stigma and lack of training: Many reports
of accessible transportation have noted
discriminatory attitudes and insufficient
training of drivers (see Levesque 2020). This
includes, for example, drivers refusing to
cycle the lift at stops, anxiety over boarding
passengers with disabilities due to time
constraints, not "kneeling" the bus unless
asked to do so, not allowing travelers
without wheelchairs to use the lift, failure to
call out stops and improper use of
securement systems (Rosenbloom 2007).
This suggests increased driver training is
required for disability awareness and
equipment use.
• Self -regulatory behaviours: Research
suggests that drivers with disabilities
"impose more limitations on their driving
than do those without disabilities"
(Rosenbloom 2007, 7). This includes driving
less often, driving under the speed limit, not
traveling during nighttime or bad weather,
and avoiding rush hour driving, busy areas,
left -turns, freeways, long-distance journeys
and unfamiliar places (Rosenbloom 2007).
These behaviours limit mobility and could be
addressed through alternate forms of
transportation.
Impact of Barriers
A lack of accessible and affordable
transportation can reduce one's emotional and
financial wellbeing. A 2003 study for the
Department for Transport of the United Kingdom
notes a psychological impact associated with
the inability to drive oneself (Rosenbloom 2007).
The loss of independence has been linked to
serious depression and suicide, particularly
among men (Rosenbloom 2007). This is
concerning as the likelihood of driving cessation
increases with age. Furthermore, research has
shown that "transportation disadvantaged
people are often socially excluded" (Bascom
2017, 227). Transportation is a necessary
service in order for persons with disabilities to
attend social events and participate in their
communities. Social exclusion is especially
problematic because of the reliance on social
networks for mobility. Thus, additional forms of
transportation could be used to compensate for
this issue.
A lack of accessible public transit or the inability
to drive forces persons with disabilities to find
other means of transportation. It is costly to use
hired vehicles (e.g., taxis or charter services),
purchase special vehicles, or obtain equipment
to increase accessibility. This financial burden is
often referred to as the "hidden costs" of
disabilities (Kett 2020, 5). The additional
"hidden" costs are exacerbated by the
correlation between disability and poverty. A
study by Maroto (2016) found that "people with
disabilities [in Canada] held $22,000 less in net
worth compared to similar people without
disabilities" (161). This is consistent with
findings in NB, where the social assistance
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income is below deep poverty measurements the owners of Transport de Clare and CHAD
and only 55.4% of persons with disabilities aged Transit collaborated with Nova Scotia's Disabled
25 to 64 in 2017 were employed (NBCP 2020; Person's Commission to examine inclusive
NB 2019). Thus, many persons with disabilities transportation (Levesque 2020). Since then,
are not able to afford costly means of they have worked towards improving affordable
transportation. and accessible transportation for members of
their communities. The services of these two
The Nova Scotia Example
Nova Scotia provides an example of very
supportive accessible transit framework for rural
communities (Levesque 2020). The province
faces similar transportation challenges as NB,
thus offering solutions on how to address them.
The Government of NS provides significant help
to transit services which allows an improved
quality of service. For example, the Community
Transit Assistance Program (CTAP) was
introduced in 2002 to provide operational
support for any not -for -profit organizations or
municipal unit "that responds to the unmet
transportation needs of a community," especially
those with low population densities (NS 2019).
To qualify for funding, "[t]he service must
provide door-to-door (pre -booked) inclusive
transportation service for any person in need of
service including: persons with disabilities,
seniors, youth, students, persons with low
income and the general public" (NS 2019). The
amount received is dependent on various
factors but ranges from 50-80% of operational
costs (Levesque 2020). Applicants may also
qualify for the Accessible Transit Assistance
Program (ATAP), which provides help
purchasing accessible vehicles or modifying
existing ones (NS 2019). Additionally, The Nova
Scotia Transit Research Incentive Program (NS-
TRIP) aids organizations by paying 50-100% of
the costs for feasibility studies, business plans,
pre -pilot implementation and pilot projects
(Levesque 2020; NS 2019). Thus, there is
significant support for services attempting to
fulfill rural transportation needs.
Nova Scotia has a long history of accessible
transit in rural communities. In the mid-1990s
organizations are examined below.
Accessible Transit Profiles
Transport de Clare - Digby County, NS
https://www.transportdeclare.ca/
Founded in 1996, Le Transport de Clare was
the first nonprofit, community -based
transportation service in NS. It is based in the
predominately Acadian Municipality of Clare, but
now extends it services to all of Digby County.
The organization is "[d]edicated to providing
safe, affordable and barrier -free door-to-door
service to seniors, persons with disabilities,
economically disadvantaged persons, and those
with limited or no access to a motor vehicle."
Transport de Clare works closely with two long-
term care facilities and cites medical trips as top
priority. For this reason, it is incorporated in
NS's Strategy for Positive Aging (2005). It also
offers monthly, door-to-door pick up and return
trips for errands, visiting, and banking. The
journey spans approximately 3 hours and costs
$20. As of June 2019, Le Transport logged over
529,000 kms and 43,000 passenger trips and
subsidized $60,000 worth of rides. This was
achieved with 10 vehicles and five volunteer
driving with personal vehicles. In terms of
funding, Le Transport relies on several sources,
included CTAP and ATAP. It takes a multi-
sectoral approach which produces a high level
of sustainability. This includes approximately
$30,000 of support from community sponsors
and revenue generated from posted fares,
charter and institutional contracts, and
advertising on vehicles. Their services benefit
other residents and community groups by
providing a cost-effective alternative to other
transportation options.
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CHAD Transit - Pictou County, NS
https:Ilchadtransit.rurairides.ca/
CHAD Transit began in 1981 as the advocacy
group Central Highlands Association of the
Disabled. In 1996, it began providing
transportation services to persons with
disabilities and seniors in response to the
cessation of Pictou County's Public Transit bus
service. It is now available to anyone in Pictou
Countv in need of a drive. CHAD Transit
provides door-to-door service for individuals
who book by 12:OOpm the day prior. It also
offers group charter services and stops at senior
complexes twice monthly. The fares are
reasonable, at $6 for trips less than 5km, $7 for
trips from 5-15km, and $0.75 per km over 15km.
Their buses travel over 300,OOOkm yearly and
receive funding through municipal governments,
the provincial government, fare revenue and
donations. One Westville resident states:
"Having the ability to get back and forth to
dialysis in Pictou three times a week is a
godsend to my family. It allows other members
of my family the freedom to look after their other
responsibilities. The drivers are always very
prompt, help open doors and are very friendly.
The fare is more than reasonable and very
much appreciated."
The Wheelchair Guy - Greater Moncton
Region, NB https:llwheelchairguy.co/
The Wheelchair Guy is a private company
started in 2005 to provide "a much -needed
service for those that are often difficult to service
due to the high cost -entry barrier." It offers
bilingual services to persons with disabilities in
the Greater Moncton region, which includes
Dieppe, Moncton, and Riverview. The company
aims to accommodate clients through a variety
of options. The Wheelchair Guy offers both local
and out-of-town bookings with door-to-door
assistance. Clients may choose to schedule a
trip 48 hours in advance or receive non-
scheduled service with a 15-minute pickup time.
The non-scheduled option acknowledges that it
can be difficult to plan trips in advance and
offers more flexibility than other service
providers. Their seven specially equipped vans
can hold up to three wheelchair passengers.
Thus, clients have the convenience of traveling
with others if they desire. The company is
funded through fares and a contract with the
City of Dieppe (Levesque 2015).
Stratford Parallel Transit - Stratford, ON
https://www.stratford.ca/en/live-
here/paralieltransit.aspx
Founded in 1985, Stratford Parallel Transit
offers transportation for persons with disabilities
who cannot access the standard transit service
(Levesque 2015). It provides door-to-door
assistance for Stratford residents on trips
scheduled 24 hours in advance. Users receive
same -day confirmation when scheduling a trip.
Parallel transit has extended hours Monday
through Friday, which span from 6:20am to
9:40pm. They also run an out of town charter
service seven days a week. As of 2020, the
fares were as follows: $3.00 for a 1-way trip,
$27.50 for a 10 Ride Card (in town),
$31.64/hour + HST + $3.00/person for Charters
(in town), and $3.00/person + $1.47/km + HST
for a 1-way out of town trip. Alternatively, users
may purchase a 30-day pass for $67.00 (with a
$57.00 senior/affordable option). Attendants ride
free of charge. Funding for Parallel Transit is
provided through the City of Stratford, gas tax
funding, and fares (Levesque 2015).
Moving Forward
There is a need for more support of accessible
transportation services in rural New Brunswick
communities. Accessible and affordable
transportation will have considerable benefits to
residents. It increases access to essential
services, makes personal travel easier, and
lowers commuting costs (Majkut 2011). These
benefits contribute to a higher quality of life and
greater involvement of residents in their
communities. Additionally, it could help address
conditions of underemployment and social
exclusion experienced by some persons with
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disabilities. These services do not only benefit
residents, but communities and local businesses
as well. Accessible public transit can lead to
increased employment, intercity travel and local
business activity, as well as the potential to
attract tourists and young families looking to
settle down (Majkut 2011; Transport Canada
2009). Thus, policymakers should consider the
"triple bottom line," which factors in economic,
social, and environmental outcomes (Transport
Canada 2009, 7). As stated in Transport
Canada (2009), "Practitioners should view
transportation projects as more than line items
in a budget —they should weigh the municipal
savings and expenses against the benefits and
costs to individuals, families, neighbourhoods,
businesses and the ecosystem" (7). Lastly,
transportation barriers facing persons with
disabilities are fundamentally at odds with their
rights as Canadian citizens. These rights are
enshrined in Section 15 (1) of the Canadian
Charter of Rights and Freedoms which states
that:
"Every individual is equal before and under the
law and has the right to the equal protection and
equal benefit of the law without discrimination
and, in particular, without discrimination based
on race, national or ethnic origin, colour,
religion, sex, age or mental or physical
disability" (1982).
Thus, the NB government has a legal obligation
and ethical duty ensure that all residents have
access to adequate transportation.
About the Authors:
Maggie Washington is a 4th-year student al
Mount Allison University pursuing a major in
Political Science and English. Her interests
include international politics and advocacy. In
the future, Maggie hopes to pursue a career in
law.
Mario Levesque is an associate professor of
Canadian politics and public policy at Mount
Allison University. He has published widely in
the areas of disability policy, environmental
policy, intergovernmental relations, institutional
analysis, citizen engagement and federalism.
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Suggested Further Reading
Allen, Jeff and Steven Farber. "Transport
poverty: A national scale accounting of low-
income households suffering from
inaccessibility in Canada, and what to do
about it." Transport Policy 74 (2019): 214-
223. https:Hbit.ly/3d6M KGA.
Beyzak, Jill L., Scott A. Sabella, and Robert H.
Gattis. "Public Transportation: An
Investigation of Barriers for People with
Disabilities." Journal of Disability Policy
Studies 28, no. 1 (2017): 52-60.
Doi: 10.1177/1044207317702070.
Bjerkan, Kristin Ystmark and Ovstedal Liv
Rakel. "Functional Requirements for
Inclusive Transport." Transportation 47, no.3
(June 2020): 1177-1198.
http://dx.doi.org.libproxy.mta.ca/10.1007/sll
116-018-9939-7.
Canada. Standing Committee on Human
Resources, Skills and Social Development
and the Status of Persons with Disabilities.
Exploring Employment Opportunities for
Persons with Disabilities. [Ottawa, ON],
2013: 64pp. https:Hbit.ly/3baY8za.
Lattman, Katrin, Margareta Friman, and Lars E.
Olsson. "Perceived Accessibility of Public
Transport as a Potential Indicator of Social
Inclusion." Social Inclusion 4, no. 3 (2016).
http://dx.doi.org.Iibproxy.mta.ca/10.17645/si.
v4i3.481.
Pfeiffer, Beth, Jess De Rita, Emily Giacomucci,
Jacqueline Gubler, Taylor Halteman, Erin
O'Donnell, Gretchen Seifried, and Amber
Pompanio. "Barriers and Facilitators to
Public Transportation use for Individuals
with Intellectual and Developmental
Disabilities." Occupational Therapy in
Mental Health 37,no. 1 (January 2021): 1-
14. http://dx.doi.org.libproxy.mta.ca/10.10
80/0164212X. 2020.1832013.
Varrella, Simona. "Population distribution of
New Brunswick, by rural/urban type
2016."Statista. Last modified March 9, 2021.
https:Hbit.ly/3shLghj.
Staff Recommendation for Council Resolution
Property: 60 Technology Drive
Public Hearing: September 7, 2021 - COMPLETED
Item
Required:
(Y/N)
Recommendation
Municipal Plan
Yes
That Common Council give 1st and 2nd reading to an
Amendment
Amendment to the Municipal Plan to:
a) delete Policy LU-68 of the Municipal Plan and replace
it with the following:
Recognize that the Somerset Business Park has been
established west of Somerset Street adjacent to
Technology Drive. It shall be the policy of Council to
encourage the use of these lands for an appropriate
range of technology, knowledge, laboratory, and
research -based businesses, as identified in the Zoning
Bylaw.
b) redesignate on Schedule A of the Municipal
Development Plan, land having an approximate area
of 13.71 hectares, located at 60 Technology Drive, also
identified as PID 55144109 and PID 55190458, from
Employment Area, Local Centre, and Urban
Neighbourhood to Urban Neighbourhood.
c) redesignate on Schedule B of the Municipal
Development Plan, land having an approximate area
of 13.71 hectares, located at 60 Technology Drive, also
identified as PID 55144109 and PID 55190458, from
Business Centre, Stable Residential, and Local Centre
to Medium to High Density Residential.
Zoning By -Law
Yes
That Common Council give 1st and 2nd reading to an
Amendment
Amendment to the Zoning by-law to rezone a parcel of
approximately 13.71 hectares, located at 60 Technology Drive,
also identified as PID Numbers 55144109 and 55190458, from
Business Park Commercial (CBP) to High -Rise Residential (RH).
`[etl
3rd Reading: September 20, 2021
Item:
Required:
Recommendation
(Y/N)
Municipal Plan
Yes
That Common Council give 3rd reading to an Amendment to
Amendment
the Municipal Plan to:
a) delete Policy LU-68 of the Municipal Plan and replace
it with the following:
Recognize that the Somerset Business Park has been
established west of Somerset Street adjacent to
Technology Drive. It shall be the policy of Council to
encourage the use of these lands for an appropriate
range of technology, knowledge, laboratory, and
research -based businesses, as identified in the Zoning
Bylaw.
b) redesignate on Schedule A of the Municipal
Development Plan, land having an approximate area
of 13.71 hectares, located at 60 Technology Drive,
also identified as PID 55144109 and PID 55190458,
from Employment Area, Local Centre, and Urban
Neighbourhood to Urban Neighbourhood.
c) redesignate on Schedule B of the Municipal
Development Plan, land having an approximate area
of 13.71 hectares, located at 60 Technology Drive,
also identified as PID 55144109 and PID 55190458,
from Business Centre, Stable Residential, and Local
Centre to Medium to High Density Residential.
Zoning By -Law
Yes
That Common Council give 3rd reading to an Amendment to
Amendment
the Zoning by-law to rezone a parcel of approximately 13.71
hectares, located at 60 Technology Drive, also identified as
PID Numbers 55144109 and 55190458, from Business Park
Commercial (CBP) to High -Rise Residential (RH).
Recission of
Yes
That Common Council, pursuant to the provisions of Section
Previous s. 39/s.
59 of the Community Planning Act (SNB 2017, c.19),
59 Conditions
discharge the resolution adopted on January 11, 1999,
imposed on the rezoning of a parcel of land located at 899
`DU]
Somerset Street also identified as being PID Numbers
55144109 and 55190458 and which was made pursuant to
the provisions of Section 39 of the Community Planning Act
in effect at that time (RSNB 1973).
Section 59
Yes
That Common Council, pursuant to the provisions of Section
Conditions
59 of the Community Planning Act, impose the following
conditions on the parcel of land having an area of
approximately 13.71 hectares,
located at 60 Technology Drive, also identified as PID
Numbers 55144109 and 55190458:
a) That the development and use of the parcel of land
be in accordance with a detailed landscaping plan
prepared and implemented by the developer that
incorporates the following in addition to the
requirements of the Zoning By -Law:
• the planting of a minimum of one tree or
shrub for every 45 square metres of required
front yard provided at least 50 percent of the
required plants are trees, and
• the retention of existing trees on Lot 5 located
at the intersection of Sussex Drive and
Technology Drive.
b) That should greater than 500 dwelling units be
proposed, the developer provide and engineering
assessment that sufficient sanitary sewer capacity
exists to accommodate the additional dwelling units
beyond the initial 500 dwelling units;
c) 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. The building elevation
drawings are to be in substantial conformity with the
building design presented in the rezoning application;
`tole.]
d) The above elevation, site and landscaping plans be
attached to the permit application for the
development of the parcel of land,
e) That the developer be responsible for the extension
of the existing sidewalk on Technology Drive to the
terminus of the cul-de-sac bulb;
f) That a Traffic Impact Study be completed to assess
the traffic impacts of the proposed development,
including required improvements to the Technology
Drive / Somerset Street intersection and pedestrian
circulation improvements to the Somerset Street,
Technology Drive and Sussex Drive area; and
g) If any municipal infrastructure improvements are
required to service this proposal, it will be the
owner/developer's full responsibility and cost to
complete. Prior to determining this, detailed
engineering plans and a design brief must be
submitted by the owner/developer's engineering
consultant to the City for review and approval by the
City.
Section 59
No
N/A
Agreement
Section 131
No
N/A
Agreement
Other
Yes
1. That Common Council accept a money in -lieu of Land
for Public Purposes dedication for the proposed
Somerset Investments Ltd. Subdivision at 60
Technology Drive.
2. That Common Council assent to any necessary Local
Government Services Easements for the proposed
Somerset Investments Ltd. Subdivision at 60
Technology Drive.
`sK
BY-LAW NUMBER C.P. 106-27
A LAW TO AMEND THE
MUNICIPAL PLAN BY-LAW
Be it enacted by The City of Saint John in
Common Council convened, as follows:
The Municipal Plan By-law of The City of Saint
John enacted on the 30th day of January, A.D. 2012
is amended by:
1 Deleting Policy LU-68 and replacing it
with the following:
"Recognize that the Somerset Business
Park has been established west of
Somerset Street adjacent to Technology
Drive. It shall be the policy of Council to
encourage the use of these lands for an
appropriate range of technology,
knowledge, laboratory, and research -based
businesses, as identified in the Zoning
Bylaw."
2 Amending Schedule A — City
Structure, by redesignating a parcel of land
with an area of approximately 13.71 hectares,
located at 60 Technology Drive, also
identified as PID 55144109 and PID
55190458, from Employment Area, Local
Centre, and Urban Neighbourhood to Urban
Neighbourhood;
3 Redesignating on Schedule B of the
Municipal Development Plan, land having an
approximate area of 13.71 hectares, located at
60 Technology Drive, also identified as PID
55144109 and PID 55190458, from Business
Centre, Stable Residential, and Local Centre
to Medium to High Density Residential;
- all as shown on the plans attached hereto
and forming part of this by-law
ARRETE N° C.P. 106-27
ARRETE MODIFIANT L'ARRETE
RELATIF AU PLAN MUNICIPAL
Lors d'une reunion du conseil communal, The
City of Saint John a edicte cc qui suit:
Uarrete concernant le plan municipal de The
City of Saint John decrete le 30 janvier 2012
est modifie par:
1 La Principe LU-68 est supprimee et
remplacee par cc qui suit:
"Reconnoitre que le parc commercial
de Somerset a etc amenage a l'ouest de
la rue Somerset, le long de la
promenade Technology. Cc parc pent
&re developpe encore davantage, et le
conseil doit avoir pour principe
d'encourager l'utilisation de ces
terrains pour une variete appropn6e
d'entreprises de technologic, de
laboratoires et d'industries fondees sur
le savoir et la recherche, ainsi qu'il est
prevu dans 1'arrete de zonage."
2 La modification de 1'annexe A —
Structure de la municipalite, afin de faire passer
la designation d'une parcelle de terrain d'une
superficie d'environ 13,71 hectares, situee au
60, promenade Technology, egalement identifie
comme NID 55144109 et NID 55190458, qui
passera de secteur d'emploi, centre local et
quartier urban a quartier urban;
3 La modification de 1'annexe B —
Utilisation future des sols, afin de faire passer
la designation d'une parcelle de terrain d'une
superficie d'environ 13,71 hectares, situe au
60, promenade Technology, egalement
identifie comme NID 55144109 et NID
55190458, qui passera de centre d'affaires,
residentiel stable, et centre local a residentiel
a densite moyenne ou forte;
' touter les modifications sont
indiquees sur les plans ci joints et font partie
du present arrete.
111
IN WITNESS WHEREOF The City of Saint John EN FOI DE QUOI, The City of Saint John a fait
has caused the Corporate Common Seal of the said apposer son sceau communal sur le present
City to be affixed to this by-law the * day of *, A.D. arrete le 2021, avec les signatures suivantes
2021 and signed by:
Mayor/Maire
City Clerk/Greffier communal
First Reading - September 7, 2021
Second Reading — September 7, 2021
Premiere lecture - le 7 septembre 2021
Deuxieme lecture — le 7 septembre 2021
Third Reading - Troisieme lecture -
`M
GROWTH & COMMUNITY DEVELOPMENT SERVICES
SERVICE DE LA CROISSANCE ET DU DEVELOPPEMENT COMMUNAUTAIRE
MUNICIPAL DEVELOPMENT PLAN / PLAN D'AMENAGEMENT MUNICIPAL
Amending Schedule "A"
ModifiantAnnexe «A»
G
FROM / DE
Various Designations
Diverses appellations
Applicant: Somerset Investments Ltd.
Location: 60 Technology Drive
PID(s)/NIP(s): 55144109, 55190458
TO / A
Urban Neighbourhood
Quartier urbain
Considered by P.A.C./Considers par le C.C.U.: August 17 aout, 2021
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: September 15 septembre, 2021
113
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»
G
FROM / DE
Business Centre
Centre d'affaires
Local Centre
Centre local
Stable Residential
Residentiel stable
Applicant: Somerset Investments Ltd.
Location: 60 Technology Drive
PID(s)/NIP(s): 55144109, 55190458
TO / A
Medium to High
Density Residential
Residentiel a densite
moyenne ou fort
Considered by P.A.C./Considers par le C.C.U.: August 17 aout, 2021
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: September 13 septembre, 2021
114
BY-LAW NUMBER C.P. 111-119
A LAW TO AMEND THE ZONING BY-
LAW OF THE CITY OF SAINT JOHN
Be it enacted by The City of Saint John in
Common Council convened, as follows:
The Zoning By-law of The City
of Saint John enacted on the fifteenth day of
December, A.D. 2014, is amended by:
Amending Schedule "A", the Zoning
Map of The City of Saint John, by
rezoning a parcel of land having an area
of approximately 13.71 hectares, located
at 60 Technology Drive, also identified as
PID Numbers 55144109 and 55190458,
from Business Park Commercial (CBP) to
High -Rise Residential (RH) pursuant to a
resolution adopted by Common Council
under Section 59 of the Community
Planning Act.
ARRETE NO C.P. 111-119
ARRETE MODIFIANT L'ARRETE DE
ZONAGE DE THE CITY OF SAINT
JOHN
Lors d'une reunion du conseil
communal, The City of Saint John a decrete
ce qui suit :
L'arrete sur le zonage de The
City of Saint John, decrete le quinze (15)
decembre 2014, est modifie par :
1. La modification de I'annexe «A», Plan
de zonage de la ville de Saint John,
permettant de modifier la designation
pour une parcelle de terrain d'une
superficie d'environ 13,71 hectares,
situe au 60, promenade Technology,
egalement identifie NID 55144109 et
NID 55190458, de Zone commerciale
— Pares d'affaires (CBP) a Zone
residentielle — Immeubles d'habitation
de grande hauteur (RH)
conformement a une resolution
adoptee par le conseil municipal en
vertu de I'article 59 de la Loi sur
I'urbanisme.
all as shown on the plan attached hereto - toutes les modifications sont
and forming part of this by-law. indiquees sur le plan ci-joint et font partie du
present arrete.
IN WITNESS WHEREOF The City of Saint John EN FOI DE QUOI, The City of Saint John a
has caused the Corporate Common Seal of the fait apposer son sceau communal sur le
said City to be affixed to this by-law the X day of present arrete le X septembre 2021, avec les
September, A.D. 2021 and signed by: signatures suivantes :
Mayor/Maire
City Clerk/Greffier communal
First Reading - September 7, 2021 Premiere lecture - le 7 septembre 2021
Second Reading — September 7, 2021 Deuxieme lecture — le 7 septembre 2021
Third Reading - Troisieme lecture -
iisk
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
ModifiantAnnexe «A» de I'Arrete de zonage de The City of Saint John
G
f
FROM / DE
TO / A
Business Park High -Rise Residential
Commercial CBP RH Zone residentielle —
Zone commerciale immeubles d'habitation
— pares d'affaires de grande hauteur
Pursuant to a Resolution under Section 59 of the Community Planning Act
Conformement a une resolution adoptee par le conseil municipal en vertu
de I'article 59 de la Loi sur I'urbanisme
Applicant: Somerset Investments Ltd.
Location: 60 Technology Drive
PID(s)/NIP(s): 55144109, 55190458
Considered by P.A.C./Considers par le C.C.U.: August 17 aout, 2021
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: September 13 septembre, 2021
116
Section 59 Conditions — 60 Technology Drive
That Common Council, pursuant to the provisions of Section 59 of the Community Planning Act (SNB 2017,
c.19), hereby discharges the resolution adopted on January 11, 1999, imposed on the rezoning of a parcel
of land located at 899 Somerset Street also identified as being PID Numbers 55144109 and 55190458 and
which was made pursuant to the provisions of Section 39 of the Community Planning Act in effect at that
time (RSNB 1973 as amended).
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 13.71 hectares, located at
60 Technology Drive, also identified as PID Numbers 55144109 and 55190458:
(a) That the development and use of the parcel of land be in accordance with a detailed landscaping plan
prepared and implemented by the developer that incorporates the following in addition to the
requirements of the Zoning By -Law:
• the planting of a minimum of one tree or shrub for every 45 square metres of required front
yard provided at least 50 percent of the required plants are trees, and
• the retention of existing trees on Lot 5 located at the intersection of Sussex Drive and
Technology Drive.
(b) That should greater than 500 dwelling units be proposed, the developer provide and engineering
assessment that sufficient sanitary sewer capacity exists to accommodate the additional dwelling units
beyond the initial 500 dwelling units;
(c) 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. The building elevation drawings are to be in substantial conformity with the
building design presented in the rezoning application;
(d) The above elevation, site and landscaping plans be attached to the permit application for the
development of the parcel of land,
(e) That the developer be responsible for the extension of the existing sidewalk on Technology Drive to
the terminus of the cul-de-sac bulb;
(f) That a Traffic Impact Study be completed to assess the traffic impacts of the proposed development,
including required improvements to the Technology Drive / Somerset Street intersection and pedestrian
circulation improvements to the Somerset Street, Technology Drive and Sussex Drive area; and
(g) If any municipal infrastructure improvements are required to service this proposal, it will be the
owner/developer's full responsibility and cost to complete. Prior to determining this, detailed engineering
plans and a design brief must be submitted by the owner/developer's engineering consultant to the City
for review and approval by the City.
Staff Recommendation for Council Resolution
Property: 1720 Manawagonish Road
Public Hearing Completed on September 7, 2021
Item
Required:
Recommendation
(Y/N)
Municipal Plan
No
N/A
Amendment
Zoning By -Law
Yes
That Common Council give 15` and 2nd reading to an
Amendment
Amendment to the Zoning by-law to rezone a parcel of land
having an area of approximately 1,820 square metres, located
at 1720 Manawagonish Road, also identified as PID Number
55237200, from Two -Unit Residential (R2) to General
Commercial (CG).
Other
No
3rd Reading
Item:
Required:
Recommendation
(Y/N)
Municipal Plan
N
N/A
Amendment
Zoning By -Law
Yes
That Common Council give 3rd reading to an Amendment to
Amendment
the Zoning by-law to rezone a parcel of land having an area
of approximately 1,820 square metres, located at 1720
Manawagonish Road, also identified as PID Number
55237200, from Two -Unit Residential (R2) to General
Commercial (CG).
Recission of
No
N/A
Previous s. 39/s.
59 Conditions
Section 59
Yes
That Common Council, pursuant to the provisions of Section
Conditions
59 of the Community Planning Act, impose the following
conditions on the parcel of land having an area of
approximately 1,820 square metres, located at 1720
ii§F:3
Manawagonish Road, also identified as PID Number
55237200:
a) Use of the property be restricted to the following
purposes identified in the General Commercial (CG)
zone of the City's Zoning By-law:
• Accommodation;
• Artist or Craftsperson Studio;
• Bakery;
• Business Office, subject to paragraph
11.7(3)(b);
• Commercial Group;
• Community Policing Office;
• Day Care Centre;
• Dwelling Unit, subject to paragraph 11.7(3)(c);
• Financial Service;
• Funeral Service;
• Garden Suite, subject to section 9.8;
• Grocery Store;
• Home Occupation, subject to section 9.9;
• Library;
• Medical Clinic;
• Personal Service;
• Pet Grooming;
• Place of Worship;
• Retail, General;
• Secondary Suite, subject to section 9.13;
• Service and Repair, Household;
• Supportive Housing, subject to section 9.14;
and
• Veterinary Clinic.
b) Access to the property is to be from Manawagonish
Road. No access is to be provided to Llewelyn Avenue
unless the required upgrades to Llewelyn Avenue are
completed by the developer / property owner. Unless
such upgrades are completed, the developer /
property owner shall maintain a barrier prohibiting
vehicular access between the subject property and
Llewelyn Avenue.
Mel
Section 59
No
N/A
Agreement
Section 131
No
N/A
Agreement
Other
No
N/A
`we]
BY-LAW NUMBER C.P. 111-118
A LAW TO AMEND THE ZONING BY-LAW
OF THE CITY OF SAINT JOHN
Be it enacted by The City of Saint
John in Common Council convened, as
follows:
The Zoning By-law of The City
of Saint John enacted on the fifteenth day of
December, A.D. 2014, is amended by:
Rezoning a parcel of land having an area of
approximately 1,820 square metres, located
at 1720 Manawagonish Road, also identified
as PID No. 55237200, from Two -Unit
Residential (R2) to General Commercial
(CG) 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.
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 X day of X, A.D. 2021 and
signed by:
Mayor/Maire
ARRETE NO C.P. 111-118
ARRETE MODIFIANT L'ARRETE DE
ZONAGE DE THE CITY OF SAINT JOHN
Lors d'une reunion du conseil
communal, The City of Saint John a
decrete ce qui suit :
L'arrete sur le zonage de The
City of Saint John, decrete le quinze (15)
decembre 2014, est modifie par :
Rezonage d'une parcelle de terrain d'une
superficie d'environ 1 820 metres carres,
situee au 1720, chemin Manawagonish,
egalement identifiee sous le numero NID
55237200, de residentiel bifamiliale (R2)
a commercial general (CG)
conformement a une resolution adoptee
par le conseil municipal en vertu de
I'article 59 de la Loi sur I'urbanisme.
toutes les modifications sont
indiquees sur le plan ci-joint et font partie
du present arrete.
EN FOI DE QUOI, The City of Saint John
a fait apposer son sceau communal sur
le present arrete le X 2021, avec les
signatures suivantes :
City Clerk/Greffier communal
First Reading - September 7, 2021 Premiere lecture - le 7 septembre 2021
Second Reading - September 7, 2021 Deuxieme lecture - le 7 septembre 2021
Third Reading - Troisieme lecture -
121
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
ModifiantAnnexe «A» de I'Arrete de zonage de The City of Saint John
y , < �o4
G\e2
,�arg
FROM / DE
TO / A
Two -Unit Residential General Commercial
Zone residentielle R2 =CG Zone commerciale
bifamiliale generale
Pursuant to a Resolution under Section 59 of the Community Planning Act
Conformement a une resolution adoptee par le conseil municipal en vertu
de I'article 59 de la Loi sur I'urbanisme
Applicant: Kirit Patel
Location: 1720 Manawagonish Road
PI D(s)/N I P(s): 55237200
Considered by P.A.C./Considers par le C.C.U.: August 17 aout, 2021
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: September 10 septembre, 2021
122
Section 59 Conditions — 1720 Manawagonish 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 1,820
square metres, located at 1720 Manawagonish Road, also identified as PID Number 55237200:
a) Use of the property be restricted to the following purposes identified in the General
Commercial (CG) zone of the City's Zoning By-law:
• Accommodation;
• Artist or Craftsperson Studio;
• Bakery;
• Business Office, subject to paragraph 11.7(3)(b);
• Commercial Group;
• Community Policing Office;
• Day Care Centre;
• Dwelling Unit, subject to paragraph 11.7(3)(c);
• Financial Service;
• Funeral Service;
• Garden Suite, subject to section 9.8;
• Grocery Store;
• Home Occupation, subject to section 9.9;
• Library;
• Medical Clinic;
• Personal Service;
• Pet Grooming;
• Place of Worship;
• Retail, General;
• Secondary Suite, subject to section 9.13;
• Service and Repair, Household;
• Supportive Housing, subject to section 9.14; and
• Veterinary Clinic.
b) Access to the property is to be from Manawagonish Road. No access is to be provided to
Llewelyn Avenue unless the required upgrades to Llewelyn Avenue are completed by the
developer / property owner. Unless such upgrades are completed, the developer /
property owner shall maintain a barrier prohibiting vehicular access between the subject
property and Llewelyn Avenue.
`P491
Staff Recommendation for Council Resolution
Property: 867 Millidge Avenue
Public Hearing: Completed on September 7, 2021
Item
Required:
Recommendation
(Y/N)
Municipal Plan
No
N/A
Amendment
Zoning By -Law
Yes
That Common Council give 15` and 2nd reading to an
Amendment
Amendment to the Zoning by-law to rezone a parcel of land
having an area of approximately 603 square metres, located
adjacent 867 Millidge Avenue, also identified as a portion of
PID Number 55224810, from One -Unit Residential (R1) to
Two -Unit Residential (R2).
Other
Yes
That Common Council accept a money in -lieu of Land for
Public Purposes dedication for the proposed Mohamed A.
Morad & Ali S. Mourad Subdivision at 867 Millidge Avenue.
3rd Reading
Item:
Required:
Recommendation
(Y/N)
Municipal Plan
N
N/A
Amendment
Zoning By -Law
Yes
That Common Council give 3rd reading to an Amendment to
Amendment
the Zoning by-law to rezone a parcel of land having an area
of approximately 603 square metres, located adjacent 867
Millidge Avenue, also identified as a portion of PID Number
55224810, from One -Unit Residential (R1) to Two -Unit
Residential (R2).
Recission of
No
N/A
Previous s. 39/s.
59 Conditions
Section 59
No
N/A
Conditions
M111
Section 59
No
N/A
Agreement
Section 131
No
N/A
Agreement
Other
Yes
That Common Council accept a money in -lieu of Land for
Public Purposes dedication for the proposed Mohamed A.
Morad & Ali S. Mourad Subdivision at 867 Millidge Avenue.
That Common Council give assent to any necessary local
government services easements.
`1P491
BY-LAW NUMBER C.P. 111-117
A LAW TO AMEND THE ZONING BY-
LAW
OF THE CITY OF SAINT JOHN
Be it enacted by The City of Saint
John in Common Council convened, as
follows:
The Zoning By-law of The City
of Saint John enacted on the fifteenth day of
December, A.D. 2014, is amended by:
Rezoning a parcel of land having an area of
approximately 603 square metres, located at
867 Millidge Avenue, also identified as PID
No. 55224810, from One -Unit Residential
(R1) to Two -Unit Residential (R2).
all as shown on the plan attached
hereto and forming part of this by-law.
IN WITNESS WHEREOF The City of
Saint John has caused the Corporate
Common Seal of the said City to be affixed
to this by-law the X day of X, A.D. 2021 and
signed by:
Mayor/Maire
ARRETE NO C.P. 111-117
ARRETE MODIFIANT L'ARRETE DE
ZONAGEDE THE CITY OF SAINT
JOHN
Lors d'une reunion du conseil
communal, The City of Saint John a
decrete ce qui suit :
L'arrete sur le zonage de The
City of Saint John, decrete le quinze (15)
decembre 2014, est modifie par :
Rezonage d'une parcelle de terrain d'une
superficie d'environ 603 metres carres,
situee au 867, avenue Millidge,
egalement identifiee sous le numero NID
55224810, residentielle unifamiliale (R1)
a residentielle bifamiliale (R2).
toutes les modifications sont
indiquees sur le plan ci-joint et font partie
du present arrete.
EN FOI DE QUOI, The City of Saint John
a fait apposer son sceau communal sur
le present arrete le X 2021, avec les
signatures suivantes :
City Clerk/Greffier communal
First Reading - September 7, 2021 Premiere lecture - le 7 septembre 2021
Second Reading - September 7, 2021 Deuxieme lecture - le 7 septembre 2021
Third Reading - Troisieme lecture -
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
ModifiantAnnexe «A» de I'Arrete de zonage de The City of Saint John
P1.garbour p%.
FROM / DE TO / A
Two -Unit Residential Two -Unit Residential
Zone residentielle R1 R2 Zone residentielle
unifamiliale bifamiliale
Applicant: Hughes Surveys & Consultants Inc.
Location: 867 Millidge Avenue
PID(s)/NIP(s): Portion of/de 55224810
Considered by P.A.C./Considers par le C.C.U.: August 17 aout, 2021
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: September 10 septembre, 2021
MAN
Received Date
September 14, 2021
Meeting Date
September 20, 2021
Open or Closed
Open Session
Mayor Donna Noade Reardon and Members of Common Council
Subject: Cities Race to Zero
Background:
The next decade will decide the future for humanity. Delivering a green and just recovery to the COVID-19
crisis; creating strong, fair economies that serve everyone; and cutting greenhouse gas emissions quickly
enough to limit global heating to the 1.5°C target of the Paris Agreement, are one and the same thing. None
are possible without the others. Success in all is the only way to prevent a catastrophic crisis.
The Race to Zero is a global initiative led by the COP26 Presidency and High -Level Climate Champions to rally
leadership and action from businesses, cities, regions and investors for a healthy, resilient, zero carbon
transition that prevents future threats, creates decent jobs, and unlocks inclusive, sustainable growth.
Together, this coalition will build momentum around the shift to a decarbonized economy ahead of COP26,
where governments must strengthen their contributions to the Paris Agreement. This will send governments
a resounding signal that cities, regions, businesses and investors are united in meeting the Paris goals and
creating a more inclusive and resilient economy.
Cities Race to Zero brings together all those who share our vision for a better future based on a set of
principles that address equity together with the environment (below), and who strive to build a coalition
across business, labor unions, youth climate activists and civil society, to transform the world.
C40 Cities, the Global Covenant of Mayors for Climate & Energy (GCoM), ICLEI — Local Governments for
Sustainability (ICLEI), United Cities and Local Governments (UCLG), CDP, the World Wide Fund for Nature
(WWF) and the World Resources Institute (WRI) have come together to mobilize an unprecedented coalition
of cities committed to setting science -based targets and start implementing inclusive and resilient climate
action ahead of and beyond the COP26 in Glasgow. This is the Cities Race to Zero effort, to commit cities and
municipalities to the Race to Zero, in support of the COP26 Roadmap of Local Governments and Municipal
Authorities (LGMA) Constituency to the UNFCCC.
Motion:
RESOLVED that the following motion be referred to the city manager to review the scope of commitments in
the "Cities race to zero"proposal by Climate Caucus and for council to receive a response no later than the last
council meeting in October:
Saint John commits to joining the Race to Zero by pledging to do the following:
1) Publicly endorsing the following Principles:
SAINT JOHN
P.O. Box 1971 Saint John, NB Canada E2L 4L1 I www.saintjohn.ca I C.P 1971 Saint John, N.-B. Canada E2L 4LI
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• We recognize the global climate emergency.
• We are committed to keeping global heating below the 1.5°Celsius goal of the Paris Agreement.
• We are committed to putting inclusive climate action at the center of all urban decision -making, to create
thriving and equitable communities for everyone.
• We invite our partners — political leaders, CEOs, trade unions, investors, and civil society — to join us in
recognizing the global climate emergency and help us deliver on science -based action to overcome it.
2) Pledging to reach (net) -zero in the 2040s or sooner, or by mid-century at the latest, in line with global efforts
to limit warming to 1.5°Celsius.
3) In advance of COP26, explaining what steps will be taken toward achieving net zero, especially in the short -
to medium -term. Setting an interim target to achieve in the next decade, which reflects a fair share of the 50%
global reduction in CO2 by 2030 identified in the IPCC Special Report on Global Warming of 1.5°Celsius.
4) Immediately proceeding to planning at least one inclusive and equitable climate action as listed on
www.citiesracetozero.org that will help to place us on a resilient pathway consistent with the 1.5°Celsius
objective of the Paris Agreement and begin implementation no later than 2022.
5) Reporting progress annually, beginning no later than 2022. Once adopted, we commit to reporting its target
and action commitment(s) on the following platform [CDP/ICLEI, or PCP/BARC]
Respectfully Submitted,
(Received via email)
Brent Harris
Councillor at Large
City of Saint John
f�
SAINT JOHN
P.O. Box 1971 Saint John, NB Canada E2L411 I vwwvsaintjohn.ca I C.R 1971 Saint John, N.-B. Canada E2L4L1
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Public Access to City Facilities
20 September 2021
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SAINT JOHN
• All people aged 12 and up will be required to show the following in order to
access certain non -essential services:
• proof of vaccination or a medical exemption certificate, and
• a government issued identification.
• The following businesses will be subject to this new requirement:
• indoor festivals, performing arts and sporting events,
• indoor and outdoor dining and drinking at restaurants, pubs and bars, nightclubs,
amusement centres, pool halls, bowling alleys and casinos, movie theatres,
• gyms, indoor group exercise, indoor pools and recreation facilities,
• indoor organized gatherings like weddings, funerals, parties (excluding parties in a
private dwelling), conferences and workshops,
• indoor organized group recreational classes and activities, and
• visitors to longterm care homes.
• LATEST REQUIREMENT (applies Wednesday 22 Sep)
• Mandatory that everyone required to wear a mask indoors in public
spaces, in addition tot the above requirements
131
SAINT JUHN
• Prevent the unvaccinated from putting others at risk
• Limit spread at gatherings
• Encourage vaccinations
• Enhance public safety/health without putting additional
burden on those vaccinated
WN
Q-0-
SAINT JUHN
• In addition to other requirements, masks must be worn....
• public spaces where the public and employees interact, such as
retail businesses, malls, service centres, places of worship, and
restaurants and bars except while eating;
• organized indoor gatherings in public spaces, such as weddings and
funerals;
• common areas like lobbies, elevators and hallways, and public
shared spaces including those in private sector and government
workspaces; and
• public transportation.
iPW
Q-0-
SAINT JUHN
• Show proof of vaccination or denied access at:
• City -owned indoor sports facilities
• City -owned community centres
• City -organized indoor events (including town halls/outreach)
• No change required to public transit, less must wear a mask
• City Vaccine or Test Policy for employees and members of
Council remains valid
• With latest provincial announcement, all employees will wear a
mask indoors and unvaccinated employees will also wear when
working outdoors and be subject to regular testing
ME11
Q.)
SAINT JUHN
• City Market
• City Hall, and walk-in traffic at other City buildings
• Council and Committee meetings
• Guidance to select Agencies, Boards and Commissions
Q.)
SAINT JUHN
• What is required......
• Nothing imposed provincially, less wearing a mask
• Province still working through their own procedures for their own buildings
• Considerations
• Many counter -services would need to enhance their "virtual" models, with
corresponding delays and resource commitments
• All counter -services are protected with plexiglass
• Many counter -services would be considered "essential services" or important to the
community
• Beyond the counters, there is a workforce that is obliged to show proof of vaccination
or be masked ... and they can be monitored appropriately by their management
• Obligation under legislation to take appropriate measures to protect workforce
• Recommendation:
• Allow unrestricted access by the public to counter -services
• Deny access beyond any counter without proof of vaccination
SAINT JUHN
• What is required
• We know restaurants and beverage bars must verify proof of vaccination to allow dining
• We know communal dining area must verify proof of vaccination
• We know retail need not verify proof of vaccination
• Considerations
• Resources considerably less if verification at entrance points (centralized)
• If de -centralized (at individual vendors), less encumbrance to "walk through" traffic and to
retailers
• Central verification may reduce attendance at retail. Attendance at restaurants likely to
reduce regardless of approach
• Majority vendor preference is to self -verify at vendors who require it
• Recommendation:
• Formally inform vendors that they must follow provincial direction
• Restaurant and beverage bars with their own indoor dining area must verify proof of
vaccination or deny service ....or close their dining area
• In addition, City to verify proof of vaccination at solarium (central dining area)
• Solarium to remain open with adjusted hours. If it becomes poorly attended, close the
solarium
• Management to conduct "spot checks" to3ensure vendor compliance17
SAINT JUHN
• Considerations
For all intent and purpose, should be considered indoor organized
gathering — although not listed as such within current provincial
documentation
Virtual connectivity still possible for all Council and Committee
meetings
• Recommendation:
Public, including presenters, to show proof of vaccination or denied
entry and encouraged to view/participate "virtually"
iP1:3
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SAINT JUHN
• Decisions on implementation fall within purview of the Agencies, Boards and Commissions
• CGAC
• Sporting facility therefore Provincial direction applies, and must wear masks indoors
• TD Station
• Major events venue therefore provincial direction applies, and must wear masks indoors
• TCC
• Major events venue therefore will inform Hilton Management, as part of our contract with them, to follow
provincial direction, including to wear a mask indoors
• Imperial Theatre
• Performing Arts Centre therefore provincial direction applies, and must wear masks indoors
• LBR
• Sporting facility therefore Provincial direction applies, and must wear masks indoors
• Transit
• No change required, except must wear masks indoors
• Police
• City -owned building therefore will recommend that they follow our approach, and must wear masks indoors
139 f'-l'
SAINT JOHN
• Recognize the direction received from the provincial government, including the
requirement to wear masks indoors in addition to the requirements below
• Apply the direction received on proof of vaccination to
• City indoor sports facilities
• City -owned community centres
• City -organized events
• To conform with intent of provincial direction
• City counter -services to remain unrestricted
• Access to city workspaces beyond any counter is denied unless proof of vaccination is
provided
• City Market vendors to be formally informed of City expectation that they will comply
with provincial direction
• City Market solarium to remain open with proof of vaccination required and verified by
the City. Solarium hours to be adjusted to "expanded lunch hours' only
• For all Council and Committee meetings, the public, including presenters, must show
proof of vaccination or be denied access and instead invited to participate "virtually"
• Convey the City's approach and the City's understanding of the provincial direction to all
applicable Agencies, Boards and Commissions
M11[91
SAINT JUHN
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20 September 2021
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SAINT JOHN
COMMON COUNCIL REPORT
M&C No.
2021-264
Report Date
September 14, 2021
Meeting Date
September 20, 2021
Service Area
General Counsel
Her Worship Mayor Donna Noade Reardon and Members of Common Council
SUBJECT. Truth and Reconciliation Efforts
AUTHORIZATION
Primary Author
Commissioner/Dept. Head
City Manager
Elspeth Hagan,
Melanie Tompkins
John Collin
Jacqueline Boucher and
Melanie Tompkins
RECOMMENDATION
That Common Council endorse the initiatives described in this report.
EXECUTIVE SUMMARY
At its meeting held June 14, 2021, Council resolved to direct staff to deliver a
report providing a proposal for concrete ways in which the City can foster
Reconciliation. At the August 23rd, 2021 meeting of Council, the General Counsel
Office ("GCO") provided a brief verbal update on the progress on this important
file, and advised that a written report on the Reconciliation efforts would be
presented to Council at its September 20t" meeting, ahead of the newly
proclaimed National Day for Truth and Reconciliation (on September 301", 2021).
The purpose of this report is to:
- update Common Council on Truth and Reconciliation efforts (completed
and ongoing) and our learning from the limited consultation completed to
date;
- advise of initiatives staff will implement in the coming days, weeks, and
months to advance each of Truth and Reconciliation and seek Council's
approval of these initiatives.
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PREVIOUS RESOLUTION
On June 14, 2021, Common Council adopted the following resolution:
1. That the City officially remove the word "Indiantown" from its records;
2. That the City Manager take the necessary steps to have the name
"Indiantown" removed from other sources (including Google maps) as
soon as possible;
3. That, through the Civic Commemoration Committee, the City make it a priority to
consult with stakeholders and community members to have the community
known as "Indiantown" officially renamed through the New Brunswick
Department of Tourism, Culture, and Heritage, and updated in the
Geographical Names Board of Canada;
4. That Common Council direct staff to develop and deliver a presentation
providing an opportunity to learn more about the TRC Calls to Action, with
a goal of enhancing cultural competency, strengthened relations, and
effective decision making in support of Reconciliation; and
5. That Common Council direct staff to develop and deliver a report providing
a proposal for concrete ways in which The City of Saint John may work
together with Indigenous communities to initiate, foster, and support
Reconciliation initiatives and activities to benefit the community and allow
all citizens to flourish.
REPORT
Background
The process of seeking Truth and Reconciliation flows from the work of the Truth
and Reconciliation Commission (the "Commission" or "TRC") and its Calls to Action
issued in 2015, as described further below. The Commission's work was rooted in
the legacy of many years of law and policy relating to Indigenous peoples on this
land. For local governments, the basic building blocks of social organization with
all the concrete powers aimed at governing and facilitating daily living and public
safety, specific Calls to Action were identified for implementation, namely Calls to
Action #43, #47, #57, #75, #77. Appendix "A" to this report sets out the text of
these Calls to Action, as well as certain others that apply to "all levels of
government".
Some of the Calls to Action are aimed at achieving "Truth" (like Call to Action #57
which calls on municipal and other levels of government to educate public
servants on, among other things, the history of Indigenous peoples) while others
are aimed at "Reconciliation". In our humble view, and as the City continues on
the path to Truth and Reconciliation, Truth will be more easily achieved than
Reconciliation. And both will take time.
In such a complex file, opportunities for miscommunication and failed intentions
abound; cultural preferences for different approaches or pacing may clash.
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Moreover, implementation of any progress or initiatives, including some of the
activities noted below, may require additional financial and human resources,
necessitating planning and sustained commitment. Nonetheless, Common
Council is embarking on this path with purpose and good will, recognizing the
significant impact of Truth and Reconciliation on the City and its citizens and
desiring the opportunity for all to flourish and be free of harm.
In the days leading up to the first Truth and Reconciliation Day on September 30,
2021, staff felt it was appropriate to provide a written update on progress on this
important and complex file.
Approach and Learning
In approaching Truth and Reconciliation at the City, staff have attempted to take
a thoughtful approach, while also responding to the desire of Common Council to
give full import and urgency to progress. In doing so, staff has come to the
realization that the work of Truth and Reconciliation must take a measured,
appropriate pace that gives both aspects, namely first Truth and then
Reconciliation, weight. In planning and continuing to execute the wishes of
Common Council, staff will strive to advance this file appropriately, with diligence,
patience, consultation, respect and care. The input of appropriate Indigenous
stakeholders will be sought regularly and consistently to ensure a well -considered
course.
Our work to date has confirmed that consultation is most appropriate as between
the Mayor and Members of Council and senior leaders in Indigenous communities
— in addition to communication actively taking place between staff and Indigenous
citizens of our City, Province, and country. More work is required to ensure that
there are well -established channels between Members of Council and Indigenous
Leaders and Elders in our Province.
We propose an outreach to the Chief and Council of all First Nations in New
Brunswick and the New Brunswick Aboriginal Peoples Council (NBAPQ which
represents off -reserve Indigenous People in New Brunswick. That said, given the
strain on many Indigenous communities due in part to the discovery of thousands
of unmarked graves at the site of former residential schools, beginning with the
discovery of 215 such graves in Kamloops, British Columbia in May of 2021, it may
take additional time to facilitate some of these efforts. Additionally, the
pandemic continues to complicate efforts to meet face-to-face with important
stakeholders.
The City's approach will seek a drawing near - a rapprochement - with Indigenous
citizens in the Province of New Brunswick on the path to both Truth and
Reconciliation.
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Truth
The TRC documented the truth of survivors, families, communities, and anyone
personally affected by the Indian Residential School experience. The resulting
records include information provided by Indigenous people — being First Nations,
Inuit, and Metis - former residential school students and their families and
communities, former school employees and the churches involved, government,
and other Canadians. The Commission's mandate ran from 2009 to 2015 and
ended with the release of its voluminous findings and 94 Calls to Action in June
2015. The final comprehensive report of the TRC was released in December 2015.
Five of these Calls to Action are related to local governments, namely Calls to
Action #43, #47, #57, #75, #77 (see Appendix "A" below).
The TRC Final Report stipulates as follows:
"The Commission believes that the following guiding principles of Truth and
Reconciliation will assist Canadians moving forward:
1. The United Nations Declaration on the Rights of Indigenous Peoples is the
framework for reconciliation at all levels and across all sectors of Canadian
society.
2. First Nations, Inuit, and Metis peoples, as the original peoples of this
country and as self -determining peoples, have Treaty, constitutional, and
human rights that must be recognized and respected.
3. Reconciliation is a process of healing relationships that requires public truth
sharing, apology, and commemoration that acknowledge and redress past
harms.
4. Reconciliation requires constructive action on addressing the ongoing
legacies of colonialism that have had destructive impacts on Aboriginal
peoples' education, cultures and languages, health, child welfare,
administration of justice, and economic opportunities and prosperity.
5. Reconciliation must create a more equitable and inclusive society by closing
the gaps in social, health, and economic outcomes that exist between
Aboriginal and non -Aboriginal Canadians.
6. All Canadians, as Treaty peoples, share responsibility for establishing and
maintaining mutually respectful relationships.
7. The perspectives and understandings of Aboriginal Elders and Traditional
Knowledge Keepers of the ethics, concepts, and practices of reconciliation
are vital to long-term reconciliation.
8. Supporting Aboriginal peoples' cultural revitalization and integrating
Indigenous knowledge systems, oral histories, laws, protocols, and
connections to the land into the reconciliation process are essential.
9. Reconciliation requires political will, joint leadership, trust building,
accountability, and transparency, as well as a substantial investment of
resources.
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10. Reconciliation requires sustained public education and dialogue, including
youth engagement, about the history and legacy of residential schools,
Treaties, and Aboriginal rights, as well as the historical and contemporary
contributions of Aboriginal peoples to Canadian society."
Those engaging in Truth and Reconciliation work should have a baseline level of
knowledge and cultural competency. Despite a desire to move quickly to
Reconciliation, as is only natural, it is important to pause at the stage of Truth and
gain a fuller understanding — at an intellectual and at an emotional level — of the
truths of the Indigenous peoples living in what is now New Brunswick and Canada.
Truth is achieved by listening and learning, by challenging long -held beliefs that
may be incorrect or only partially correct, by taking time to hear the perspectives,
stories, and pain of Indigenous peoples.
In a speech offered at Cambridge University around the 1501" anniversary of
Canada, Jody Wilson-Raybould, former Minister of Justice and Attorney General
of Canada said:
Canada truly has so very much to be proud of, and I, like all of my fellow
Canadians in this room, share in that pride. We are one of — if not the most
— diverse, peaceful, democratic, respectful, and cohesive nations on earth.
That is a remarkable achievement and generations of people have made
sacrifices to make today's Canada possible.
[... ] However, and to speak openly, not all Canadians have been celebrating
Canada 150. There are voices that question the celebration. The
experience of Indigenous peoples has not always been characterized by
the same positive values and realities that the world rightfully associates
with Canada.
To tell the story of Canada truthfully —as we must —in addition to all of our
achievements, we have to acknowledge a darker chapter in our
history ... that being the impact of colonization as well as the resilience of
generations of Indigenous peoples seeking justice to ensure the survival of
their cultures, languages and way of life.
Many non -Indigenous Canadians have limited knowledge of the realities of
colonization — of assimilation and denial - and the impact on Indigenous cultures.
As such, a critical component of the Truth phase is to continue learning with an
open heart and mind.
As previously reported, staff envision two parts to the learning. The first part
focuses on providing learning for Members of Council, while the second part
focuses on learning for City staff.
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Proposed Initiatives to Achieve Truth
Much has been written about the best, most effective way to learn, particularly as
adults. The need for experiential and engaging learning is recognized, in addition
to more traditional means, such as written resources. Research shows that a
series of smaller learning moments is likely to provide better absorption and
retention and will more readily fit into busy workdays. With that in mind, staff
propose, in the short term, the following various educational activities, in
consultation with Human Resources as appropriate:
a. For Members of Council
In Canada, there are 634 recognized First Nation communities that speak
over 53 languages and 200 dialects. Saint John has a unique position of
being on territory that was the traditional territory of the Wolastoqiyik,
while also being a gathering place for the Mi'kmaq and Peskotomuhkati
people. The importance of consultation and continued openness for
learning cannot be understated. For Council, staff recommends the
following:
A blanket exercise (an interactive educational program that
teaches the history of Indigenous peoples in Canada) — which the
Senior Leadership Team will also attend. (The full Indigenous
Reconciliation Awareness Module, or TRAM, also covers a full -day
training session covering the historical background of Indigenous
Peoples and reconciliation awareness training, including discussion
surrounding the TRC's Calls to Action and reconciliation in the
workplace).
Presentation from and discussion with Chief Ginnish and Chief
Knockwood of Mi'gmawe'I Tplu'taqnn Incorporated, a non-profit
group representing the Mi'gmaw First Nations in New Brunswick.
Presentation from and discussion with Connecting to the Land, a
non-profit organization consisting of member of the Wolastogey
Mothers and Grandmothers, with a mandate of protecting and
promoting Indigenous languages and cultures in New Brunswick.
b. For Staff and Members of Council
- Daily Truth and Reconciliation Moments — 10 moments released to all
City employees and Members of Council beginning on September 215t
and leading up to the first official Day of Truth and Reconciliation on
September 301",, which "T&R Moments" will aim to celebrate the rich
history and culture of Indigenous peoples and highlight some of the
troubling and uncomfortable history of residential schools and of
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Indigenous peoples in our community. Staff proposes to share these
T&R Moments on the City's website and social media streams.
A visit by members of the GCO to the Elsipogtog Healing to Wellness
Court scheduled for September 22, 2021.
The completion by the Senior Leadership team and Members of
Council of "The Path: Your Journey Through Indigenous Canada". This
is a course designed and run by NVision, an Indigenous consulting firm,
and is a course directed at Indigenous Cultural Awareness. This effort
will be directed by Human Resources.
Eastern Circle is holding an event on September 30 which staff and
Members of Council are encouraged to attend.
Additional skills -based training in intercultural competency, conflict
resolution, human rights, and antiracism to be explored, including
whether some training would be mandatory for all employees — to be
determined in consultation with the Human Resources Department.
As mentioned, it is critical to pause on the Truth aspect of Truth and
Reconciliation. Healing, especially when healing on both an individual and
community -wide level, takes time and will require many seasons of purpose
and growth. To quote TRC Commissioner Murray Sinclair, "The truth is hard.
Reconciliation is harder."
Reconciliation
Reconciliation requires a drawing nearer of all parties, and it requires healing.
Action is essential. Symbolic actions may bring significant progress, but will not
alone suffice. The work of Reconciliation must be slow, thoughtful and thought -
provoking, with the applicable Calls to Action — and the broader framework — as a
guide.
In these early days of Truth -seeking, progress may appear modest. However,
pursuing Truth through four seasons with an open heart and planning for
Reconciliation activities in consultation with Indigenous leaders and Elders will
pave the way for a strong start. In the coming year, leading up to the next Truth
and Reconciliation Day, September 30, 2022, in order to continue to move
forward, in parallel to the Truth phase, staff propose to also:
- create a database, track, and report periodically on activities already
underway to support implementation of proposed Truth and
Reconciliation initiatives;
- explore the creation of a Truth and Reconciliation page on the City's
website by Communications staff in collaboration with the GCO to
promote the City's efforts, facilitate feedback, and enhance the
relationship between the local Indigenous and non -Indigenous
community members;
- over the coming months, through the GCO, hold engagement sessions
with each department within the City to canvass the existing knowledge
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and educational needs of the City's senior leadership and staff; following
consultation by Council with Indigenous communities and the New
Brunswick Council of Aboriginal People, explore the City hosting a series
of engagement sessions for the public to provide feedback on the process
of Truth and Reconciliation in the City.
report periodically regarding progress.
The different initiatives outlined in this report together with staff's ongoing work
on the Truth and Reconciliation file will culminate in a recommendation to
Common Council in the coming months for a strategic and ongoing program on
Truth and Reconciliation.
STRATEGIC ALIGNMENT
The Truth and Reconciliation efforts described in this report align with Council's
priority of a Vibrant and Safe City, where residents celebrate this City's history.
More importantly, they respond to the TRC Calls to Action.
SERVICEAND FINANCIAL OUTCOMES
There will be costs associated with the Truth and Reconciliation efforts. Those
costs are not yet known and will be revealed as the work progresses on this
complex file. Every attempt will be made to manage the costs in 2021 through
existing council or other budgets. Money will be allocated to Truth and
Reconciliation in the 2022 budget.
INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS
The GCO has made contact with different stakeholders in Indigenous communities
and will continue to work with and learn from them as the City's Truth and
Reconciliation program takes shape.
Our office is also working collaboratively with the Growth and Community Services
Department on community consultation and support, and with Human Resources
on the Truth and education component for staff.
ATTACHMENTS
Appendix A — List of Calls to Action Applicable to Local Governments
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Appendix "A"
Calls to Action Explicitly Applicable to Municipal Governments:
43. We call upon federal, provincial, territorial and municipal governments
to fully adopt and implement the United Nations Declaration on the Rights
of Indigenous Peoples as the framework for reconciliation.
47. We call upon federal, provincial, territorial, and
municipal governments to repudiate concepts used to justify European
sovereignty over Indigenous peoples and lands, such as the Doctrine of
Discovery and terra nullius, and to reform those laws, government policies,
and litigation strategies that continue to rely on such concepts.
57. We call upon federal, provincial, territorial and municipal governments
to provide education to public servants on the history of Aboriginal
peoples, including the history and legacy of residential schools, the United
Nations Declaration on the Rights of Indigenous Peoples, Treaties and
Aboriginal rights, Indigenous law, and Aboriginal —Crown relations. This will
require skills -based training in intercultural competency, conflict
resolution, human rights, and anti -racism
75. We call upon the federal government to work with provincial,
territorial and municipal governments, churches, Aboriginal communities,
former residential school students, and current land owners to develop
and implement strategies and procedures for the ongoing identification,
documentation, maintenance, commemoration, and protection of
residential school cemeteries or other sites at which residential school
children were buried. This is to include the provision of appropriate
memorial ceremonies and commemorative markers to honor the
deceased children.
77. We call upon provincial, territorial and municipal and community
archives to work collaboratively with the National Centre for Truth and
Reconciliation to identify and collect copies of all records relevant to the
history and legacy of the residential school system, and to provide these
to the National Centre for Truth and Reconciliation.
-10-
Calls to Action Applicable to All Levels of Government:
40. We call on all levels of government, in collaboration with Aboriginal
people, to create adequately funded and accessible Aboriginal -specific
victim programs and services with appropriate evaluation mechanisms.
76. We call upon the parties engaged in the work of documenting,
maintaining, commemorating and protecting residential schools
cemeteries to adopt strategies in accordance with the following principles.
i. The Aboriginal community most affected shall lead the
development of such strategies.
ii. Information shall be sought from residential
school Survivors and other Knowledge Keepers in
the development of such strategies.
iii. Aboriginal protocols shall be respected before any
potentially invasive technical inspection and
investigation of a cemetery site.
87. We call upon all levels of governments, in collaboration with
Aboriginal peoples, sports halls of fame, and other relevant organizations,
to provide public education that tells the national story of Aboriginal
athletes in history.
88. We call upon all levels of governments to take action to ensure long-
term Aboriginal athlete development and growth, and continued support
for the North American Indigenous Games, including funding to host the
games and for provincial and territorial team preparation and travel.
151
_ �WOW-9tvP �U_
,' ■ a.
4
—now
Truth and Reconciliation Efforts
Council Meeting
September 20th, 2021
SAINT 101IN
iW
First Land Acknowledgment
Resolution:
➢That Common Council direct staff to develop and deliver a
report providing a proposal for concrete ways in which
The City of Saint John may work together with Indigenous
communities to initiate, foster, and support
Reconciliation initiatives and activities to benefit the
community and allow all citizens to flourish.
153
• The process of seeking Truth
and Reconciliation flows from
the work of the TRC's Final
Report issued in 2015.
• Commission's work was rooted
in the legacy of years of law
and policy pertaining to
Indigenous people.
• One such policy being the
residential schools, under the
Indian Act.
• The Commission produced 94
Calls to Action.
• Some aimed explicitly at local
governments
MM"
• On the path to Reconciliation, Truth will be more easily
achieved than Reconciliation.
• Both will take time and patience
- Opportunities for
miscommunication and
failed intentions
- Cultural preferences for
different approaches
- Urgency may hinder
progress
• Work of T&R requires a
measured and
appropriate pace that
f
ives equal weight to,
rst Truth and then
Reconciliation.
• Diligence, patience,
consultation, respect,
and care are at the
forefront of our
approach.
• Input from appropriate
Indigenous stakeholders
sought regularly and
consistently.
Consultation is most appropriate as
between elected officials and
Indigenous leaders
✓ More work required to ensure well -
established channels of communication
✓ Outreach will be made to:
Chief and Council of all First Nations
in New Brunswick; and
The New Brunswick Aboriginal
Peoples Council.
5 156CY
h,....N
A drawing near with
Indigenous people in our
community on the path to
both "Truth" and
"Reconciliation":
qn�•.
400M AN 4M. MW
.. "--k�'''
k
6 157 '`F
1. The United Nations Declaration on the Rights of Indigenous Peoples is the
framework for reconciliation at all levels and across all sectors of Canadian
society.
2. First Nations, Inuit, and Metis peoples, as the original peoples of this country
and as self -determining peoples, have Treaty, constitutional, and human rights
that must be recognized and respected.
3. Reconciliation is a process of healing relationships that requires public truth
sharing, apology, and commemoration that acknowledge and redress past
harms.
4. Reconciliation requires constructive action on addressing the ongoing legacies
of colonialism that have had destructive impacts on Aboriginal peoples'
education, cultures and languages, health, child welfare, administration of
justice, and economic opportunities and prosperity.
5. Reconciliation must create a more equitable and inclusive society by closing the
gaps in social, health, and economic outcomes that exist between Aboriginal
and non -Aboriginal Canadians.
iN1:3
6. All Canadians, as Treaty peoples, share responsibility for establishing and
maintaining mutually respectful relationships.
7. The perspectives and understandings of Aboriginal Elders and Traditional
Knowledge Keepers of the ethics, concepts, and practices of reconciliation are
vital to long-term reconciliation.
8. Supporting Aboriginal peoples' cultural revitalization and integrating
Indigenous knowledge systems, oral histories, laws, protocols, and connections
to the land into the reconciliation process are essential.
9. Reconciliation requires political will, joint leadership, trust building,
accountability, and transparency, as well as a substantial investment of
resources.
10. Reconciliation requires sustained public education and
youth engagement, about the history and legacy of
Treaties, and Aboriginal rights, as well as the historical
contributions of Aboriginal peoples to Canadian society.
iWI
dialogue, including
residential schools,
and contemporary
One must
pause at the stage of Truth
—to gain a
fuller understanding of
the truths
of Indigenous people living
in what is
now NB, and Canada.
Kent
Monkman, The
Scream (2017)
I
Truth is achieved ...
y13y listening and learning with an open heart and an open
0mind
�➢By challenging long -held
partially correct
beliefs that may be incorrect or
➢By taking time to hear the perspectives, stories and pain of
Indigenous people.
10
Many non -Indigenous Canadians have limited knowledge of
the realities of colonization — of assimilation and denial — and
its impact of Indigenous cultures.
Critical component of the Truth phase is to continue to learn.
In the City's approach to Truth, staff envisions 2 parts
to the learning:
1. One which focuses on providing learning to
Members of Council
2. One which focuses on providing learning for staff
162
For Members of Council:
• Blanket Exercise (includes
S LT)
• Presentation from and
discussion with Chief
Ginnish and Chief
Knockwood of the
Mi'gmawe'I Tplu'tagnn
Incorporated
• Presentation from and
discussion with Connecting
to the Land
iW
For Staff and Members of
Council:
• Daily Truth and
Reconciliation Moments
commencing September
21St leading to September
30tn
• GCO visit to Elsipogtog
Health to Wellness Court
• "The Path: Your Journey
Through
Canada."
Indigenous
RUNT fa-VR.v
• Sharing a playlist by composer and performer Jeremy Dutcher
of Tobique First Nation.
• Sharing facts most non -Indigenous Canadians would not know
about the Indian Act.
- Example: It forbade Indigenous People from forming political organizations
and declared certain cultural ceremonies of Indigenous communities illegal.
• Sharing a reading list by Indigenous Authors including books by
Phyllis Webstad, the founder of Orange Shirt Day (which occurs
on September 30t"and was the basis for selecting that date as
the National Day for Truth and Reconciliation).
MOM
"The truth is hard. Reconciliation is harder."
- TRC Commissioner Murray Sinclair
Reconciliation requires healing — and healing takes time.
Action is essential.
Reconciliation work must be slow, thoughtful and thought -
provoking.
14
4�
"'LINT R `H V
Staff propose to:
• Create a database, track, and report periodically on activities already
underway to support implementation of proposed Truth and
Reconciliation initiatives;
• Explore the creation of a Truth and Reconciliation page on the City's
website to promote the City's efforts, facilitate feedback, and enhance
the relationship between the local Indigenous and non -Indigenous
community members;
• Hold engagement sessions with each City department to canvass the
existing knowledge and educational needs of the City 's senior leadership
and staff;
• Following consultation with Indigenous communities, explore the City
hosting a series of engagement sessions for the public to provide
feedback on the process of Truth and Reconciliation in the City; and
1[1.1-11
Initiatives
outlined
in this report together
with staffs ongoing
work
on
the
Truth
and
Reconciliation
file
will
culminate
in a
recommendation to Council in the coming months for an
ongoing program on Truth and Reconciliation.
Renew the
nation -to -nation
relationship,
and recognize
indigenous
rights to lands
16
Have a critical
conversation
about Canada
CLOSME OAP
Improve the life
conditions of
Indigena4rs
peoples
RESTORATION
Improve the
relationship
between
Indigenous and
non -Indigenous
people
5a
yAINTR}HV
That Common Council endorse the
initiatives described in this report.
17
4�
FW-- tp
jw
Questions?
18 169
COMMON COUNCIL REPORT
M&C No.
2021-261
Report Date
September 16, 2021
Meeting Date
September 20, 2021
Service Area
Public Safety Services
Her Worship Mayor Donna Noade Reardon and Members of Common Council
SUBJECT. Municipal Emergency Response Plan - MERP
AUTHORIZATION
Primary Author
Commissioner/
City Manager
Chair of the Public
Dept Head
Safety Committee
Deputy Chief
Fire Chief
John Collin
Councillor David
Mike Carr
Kevin Clifford
Hickey
RECOMMENDATION
As recommended by the Public Safety Committee of Council at its meeting of
August 4t" be it resolved that Common Council adopt the Municipal Emergency
Response Plan (MERP) attached to this report and developed in accordance with
the provincial Emergency Measures Act, RSNB 2011, c. 147 and the Saint John
Emergency Measures By -Law, By-law Number EM-7.
EXECUTIVE SUMMARY
During the inaugural meeting of the Public Safety Committee, staff introduced a
new Municipal Emergency Response Plan (MERP). The new Municipal Emergency
Response Plan (MERP), which outlines the procedures to be followed by local
government to provide a prompt and coordinated response to an emergency, and
for all activities that support emergency planning, preparedness, response, and
recovery.
PREVIOUS RESOLUTION RELATED TO MUNICIPAL EMERGENCY RESPONSE PLAN
August 4t" 2021— Public Safety Committee passes resolution to recommend to
Common Council that Council adopt the new Municipal Response Plan
2019 Council Resolution for Development of Emergency Planning, Preparation,
Response and Testing Simulation Theatre
MAN
-2-
2015 Council Declaration of State of Local Emergency
1998 Interim Municipal Emergency Response Plan
REPORT
A Municipal Emergency Response Plan is any plan, program or procedure
prepared by a municipality that is intended to mitigate the effects of an
emergency or disaster and to provide for the safety, health or welfare of the civil
population and the protection of property and the environment in the event of
such occurrence.
The attached MERP outlines the procedures to be followed by the City to provide
a prompt and coordinated response to an emergency, and for all activities that
support emergency planning, preparedness, response, and recovery. The MERP
addresses incidents that cause or may cause damage of sufficient severity and
magnitude to warrant the coordinated collaboration of a team of stakeholder
responders and the activation of the City's EOC.
MERP Overview
The MERP is organized under three broad headings:
1) General Information
2) Hazard Identification and Risk Assessments with Response Actions
3) Roles and Responsibilities during Activation
The General Information Section provides background on authority, graduated
response, cooperating agencies, and planning and administration of SJEMO.
The Hazard Identification and Risk Assessment (HIRA) Section rates a list of 30
identified risks to the community based on likelihood, consequence, total risk
score, and risk category, as well as outlines the suggested actions for each threat.
The Roles and Responsibilities Section explains the activation levels and process,
and the roles and responsibilities of the municipality, SJEMO, EOC, Regional
Emergency Operations Centre ("REOC"), and other responding agencies.
The attached MERP will ensure that Saint John continues to plan, prepare,
respond, and recover in a manner that best meets the needs of the community
that SJEMO serves.
171
-3-
STRATEGIC ALIGNMENT
"Ensures that the delivery of efficient and effective public safety services
addresses the evolving needs of a growing community."
"Creating opportunities to generate alternative revenue sources through the
potential enhancements of the suite of programs offered through the Saint John
Fire Training Academy and Saint John EMO."
SERVICEAND FINANCIAL OUTCOMES
The Municipal Emergency Response Plan will ensure that a collaboration of all
municipal services ensures the most effective and efficient execution of the
Incident Action Plan in the best interest of the community.
INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS
Public Safety Committee recommendation to Common Council to adopt the
municipal emergency response plan.
ATTACHMENTS
Municipal Emergency Response Plan
SAINT JOIL
City of Saint John
Municipal Emergency Response Plan
Saint John Emergency Management Organization
City of Saint John P.O. Box 1971
Saint John, NB E2L 4L1
EMERGENCY MANAGEMENT ORGANIZATION
GESTION DES SERVICES WURGENCE
August 41" 2021
SAINT JOHN EMERGENCY RESPONSE PLAN
MUNICIPAL EMERGENCY RESPONSE PLAN
FORWARD
Saint John Common Council adopted The Cityof Saint John Municipal Emergency Response Plan (MERP)
in 1998. Updates in draft form have been used since that time, evolving because of several major events
that triggered Emergency Operations Centre activations between 1998 and 2021.
The Saint John Emergency Management Organization (SJEMO) in the winter of 2015, adopted the Incident
Command System (ICS) as the emergency management framework for managing large scale incidents.
The following Municipal Emergency Response Plan follows the nationally recognized Incident Command
System.
GUIDING PRINCIPLES
In Canada, municipalities are responsible for the first response to emergencies within their boundaries,
supported by the provincial government if the scale of the emergency exceeds municipal capabilities.
SJEMO has adopted the following guiding principles to ensure the highest standard of municipal response.
SJEMO activation — The Saint John Emergency Management Organization is mobilized when an
emerging incident is beyond the scope, capacity and capability of primary response agencies and
requires coordination of resources.
Partnerships — All members of the community have a role to play in emergency management.
Emergency preparedness starts at the level of the individual and households and includes private
sector businesses; industrial partners; volunteer and non -government organizations and academia.
Effective partnerships with the emergency management organization and first response agencies
must be based on effective collaboration, coordination, and communication.
Continuous Improvement — SJEMO aspires to be better today than it was yesterday and better
tomorrow than it is today. Through a vigorous and systematic after -action review process following
any incident, SJEMO aims to learn from any gaps and improve emergency preparedness,
emergency response and measurement of success.
During emergency mitigation SJEMO will follow ICS identifying Problems and Priorities; setting
objectives; establishing strategies and dispatching resources to carry out the necessary tasks with
a positive perspective. All ideas and viable solutions will be explored. (See PPOST)
COMPANION PLANS
Evacuation Plan
Pandemic Plan
Flood Mitigation Plan
Emergency Social Services Plan
Communication Plan — Including Crisis Communication Plan
AMENDMENTS TO MUNICIPAL EMERGENCY RESPONSE PLAN (Proprietary)
- All Hazards Municipal Response Actions including Site Specific Emergency Response Plans
AUTHORITY
This Plan is issued by Council, under the authority of the New Brunswick Emergency Measures Act, RSNB
2011, c.147 and The City of Saint John By -Law Number EM-7, A By -Law to Formulate Plans in the Event
of An Emergency, also known as the Saint John Emergency Measures By -Law, originally enacted by
Common Council on September 12, 2005 (See Appendix A and B).
Responsibility for the management of municipal emergency operations rests with the Mayor and Council.
Council is the ultimate authority for decision -making during an emergency while delegating operational
decisions to the Saint John Emergency Management Organization Director.
The EMO (Emergency Management Organization) Director is responsible for coordinating the efficient
emergency response operations in the community on behalf of the Mayor and Council. The Director may
activate the Emergency Operations Center partially or fully, depending on the magnitude of the emergency.
Page 2 of 72
SAINT JOHN EMERGENCY RESPONSE PLAN
TABLE OF CONTENTS „o w,-
Part 1 - General Information
1.1 Background
1.2 Areas of Influence and Interest
1.3 Phases of an Emergency Operation
1.4 Graduated Response
1.5 Levels of Responsibility
1.6 Levels of Response
1.7 Authority — Minister of Justice and Public Safety
1.8 States of Emergency / Link to Emergency Measures Act (electronic copy only)
1.9 Saint John Emergency Management Organization (SJEMO)
1.10 Emergency Operations Centre (EOC)
1.11 Activation Timeline
1.12 Local Service Districts
1.13 Emergency Communications
1.14 Non -Governmental Organizations (NGOs) and Volunteer Agencies
1.15 Mutual Aid and Request for Assistance (RFA)
1.16 Termination of Operations
1.17 Plan Audits
1.18 Training and Exercises
1.19 Budget
1.20 Definitions
Part 2 — Hazard Identification and Risk Assessment (HIRA)
2.1
Risk
2.2
Likelihood
2.3
Consequence Ratings
2.4
Consequence Categories
2.5
HIRA Total Risk Score Ranges
2.6
Hazard Summary with Applicable Action(s)
2.6.1
Avalanche/Landslide
2.6.2
Aviation Incident
2.6.3
Blizzard/Ice Storm
2.6.4
Biological Hazard / Pandemic
2.6.5
Bridge
2.6.6
Civil Disorder
2.6.7
Chemical, Biological, Radiological and Nuclear
2.6.8
Communication Failure / Cyber attack
2.6.9
Dam Breach
2.6.10
Earthquake
2.6.11
Electromagnetic Pulse
2.6.12
Engineering Failure
2.6.13
Erosion
2.6.14
Explosion
2.6.15
Flash Flood
2.6.16
Flood
2.6.17
Forest Fire
2.6.18
Fuel Shortage
2.6.19
Hazardous Materials
2.6.20
Heat Wave
2.6.21
Hurricane/Post-Tropical Storm/Tornado
2.6.22
Mass Gathering
2.6.23
Potable Water
2.6.24
Power Outage
2.6.25
Rail
Page 3 of 72
SAINT JOHN EMERGENCY RESPONSE PLAN
2.6.26
Thunderstorm
2.6.27
Tidal Surge
2.6.28
Transportation
2.6.29
Structure Fire
2.6.30
Waste Disposal
Part 3 - Activation Levels, Municipal and Regional Roles and Responsibilities
3.1 Activation Levels
3.1.1 Level 1 — Enhanced Monitoring
3.1.2 Level 2 — Partial Activation
3.1.3 Level 3 — Full Activation
3.2 Municipal Roles and Responsibilities
3.2.1
Emergency Management Council Committee
3.2.2
Site Incident Commander
3.2.3
Site Information Officer
3.2.4
Site Liaison Officer
3.2.5
Site Safety Officer
3.2.6
Site Operations Section
3.2.7
Site Planning Section
3.2.8
Site Logistics Section
3.2.9
Site Finance and Admin Section
3.3 Municipal
Emergency Operations Centre (EOC) Team Responsibilities
3.3.1
Director of EOC
3.3.2
Liaison Officer of EOC
3.3.3
Risk Management Officer of EOC
3.3.4
Information Officer of EOC
3.3.5
Operations Section Chief of EOC
3.3.6
Planning Section Chief of EOC
3.3.7
Duty Officer of EOC
3.3.8
Logistics Section Chief of EOC
3.3.9
Finance and Administration Section Chief of EOC
3.4 Regional REAC/REOC Roles and Responsibilities
3.4.1
Tasks Common to All
3.4.2
Department of Justice and Public Safety (JPS) — REMC
3.4.3
NB Emergency Public Information (PIO)
3.4.4
Emergency Management Communications Group (EMCG)
3.4.5
Fire Marshall Office (FMO)
3.4.6
Royal Canadian Mounted Police (RCMP)
3.4.7
Department of Transportation and Infrastructure (TES)
3.4.8
Department of Energy and Resource Development (DERD)
3.4.9
Ambulance New Brunswick (Amb NB)
3.4.10
Department of Health
3.4.11
Emergency Social Services (ESS)
3.4.12
Education
3.4.13
Red Cross
3.4.14
Department of Agriculture, Aquaculture and Fisheries (DAFF)
3.4.15
New Brunswick Power (Saint John Energy)
3.4.16
Department of Environment and Local Government (DELG)
Page 4 of 72
Part 4 - Appendices
4.1 Appendices
4.1.1
4.1.2
4.1.3
4.1.4
4.1.5
SAINT JOHN EMERGENCY RESPONSE PLAN
Appendix "A" — Emergency Measures Act
Appendix "B" — The Saint John Emergency Measures By -Law
Appendix "C" — State of Local Emergency Template
Appendix "D" — Activation Timeline
Appendix "E" — Planning "P"
Page 5 of 72
SAINT JOHN EMERGENCY RESPONSE PLAN
Introduction ,
Purpose
The purpose of this Municipal Emergency Response Plan (the MERP or Plan) is to outline
procedures to be followed by local government to provide a prompt and coordinated response to
an emergency, and activities that support emergency preparedness. The Plan addresses incidents
that may cause damage of a magnitude warranting activation of the Emergency Operations Centre
(EOC).
Scope
The scope of this Plan includes officials and staff of the municipality of Saint John and assisting
agencies within the boundaries of The City of Saint John. It also provides for support of neighbouring
jurisdictions under provincial or federal authority if called upon to do so. The Plan does not address
emergencies that are normally handled at the scene by the appropriate first responding agencies.
Vision
The vision of the Saint John Emergency Management Organization is for Saint John to be a disaster -
resilient and sustainable community in which private and corporate citizens collaborate with the
SJEMO to cultivate and sustain an effective community -based emergency preparedness culture.
Mission
The mission of the SJEMO is to develop, implement, and maintain a highly effective emergency
management program that takes an all -hazards, ICS-based approach to emergencies while promoting
continuous improvement through on -going education and review.
LIST OF AMENDMENTS:
AMENDMENT NO. DATE BY WHOM AMENDED DATE AMENDED
Copies of the complete Municipal Emergency Response Plan and any amendments to be provided
to the following Distribution List by title or equivalent:
Mayor and Council
Director of Human Resources
City Manager
Manager of Materials Management
General Counsel
Commissioner of Growth and Community Services
City Clerk
Commissioner of Public Works and Transportation
Fire Chief
Commissioner of Saint John Water
Police Chief
Commissioner of Finance
Director of EMO
Manager of Corporate Communications
Manager of EMO
Operations Manager, Stormwater Management
Other Stakeholder agencies
- Saint John Energy NBEMO
- Saint John Transit Horizon Health
- Red Cross Salvation Army
- Industrial Stakeholders
1. General Information
1.1 1 Background
Page 6 of 72
SAINT JOHN EMERGENCY RESPONSE PLAN
Emergency situations, at times, generate confusion with respect to roles, responsibilities, and
jurisdictions. By means of the following Municipal Emergency Response Plan, needless duplication of
effort or waste of resources will be reduced. The Plan was developed using the Incident Command
System and was refined with the CSA (Canadian Standards Association) Z1600-14 Emergency and
Continuity Management Program.
The Plan is divided into three colour -coded parts.
a. Part 1 (Green): General Information.
b. Part 2 ( ): Municipal Response/Actions; and
Part 3 (Red): Roles and Responsibilities during Activation.
In the event of an emergency, delineating areas of influence and interest is critical to managing and
coordinating, limiting disruption, and ensuring that only the resources required during the emergency are
used. As defined:
a. The Area of Influence is tied to jurisdictions and the requisite authorities to commit the
1.2.1 necessary resources to influence the outcome of an emergency.
The Area of Interest is defined by geography, connectivity, and time. The Area of Interest
is further defined by actual or potential events, normally situated outside the area of
influence, which may impact the region.
1.3 I Phases of an Emergency
An emergency will normally graduate through four distinct phases. They are:
The Warning Phase, which consists of actions taken to counter and curtail the effects of
the incident. These include alerting the public and Municipal authorities and preparing
resources.
1.3.1 1 b. The Impact Phase, which refers to the event itself.
C. The Response Phase, which may overlap the Impact Phase, covers the period during
which the emergency is brought under control.
The Recovery Phase, which is the clean-up period used to return the community to
normal.
1.4
A graduated response allows for the control and coordination of resources assigned to deal with an
emergency. It allows for the use of only those resources, human and material, necessary to meet the
1.4.1 requirements of that emergency and speaks to attempting to deal with an emergency at the lowest level
practicable. In keeping with this concept, the response at the municipal level will be tailored to meet the
circumstances of a given emergency.
1.5 I Levels of Responsibil
The municipal level of emergency management falls into a graduating system of increased responsibility,
1.5.1 areas of influence and interest that are based on the various levels of government authority in the
Province of New Brunswick as follows:
Page 7 of 72
SAINT JOHN EMERGENCY RESPONSE PLAN
Page 8 of 72
180
a. Individual —Individuals are responsible for themselves and their immediate family and
include household and neighbourhood preparations such as the 72 Hour Emergency
Preparedness Kit.
b. Municipal/Local Authority Response —Municipal level resources managed by local
Mayors and Councils, and Local EMO.
C. Regional —Regional level resources coordinated by the NB EMO Regional Emergency
Management Coordinators (REMC) and Regional Emergency Action Committees (REAC).
d. Provincial —Government of New Brunswick resources managed by the Department of
Justice and Public Safety (JPS) and NB EMO.
e. National —Government of Canada resources managed by Public Safety Canada.
1.6
Levels of Response
A graduated response will focus efforts to ensure the lives, welfare, and property of citizens and the
environment are at the forefront of response actions. As such, the following levels of response will be
used:
a. Individual Response —Assist municipal and local authorities in identifying the emergency.
b. Municipal or Local Authority Response —Municipal authorities are responsible for
dealing with the emergency.
1.6.1
C. Regional Response -When the capacity of the local authority is exceeded or is likely to be
exceeded, a regional response is activated through the REMC.
d. Provincial Response - When a regional response is insufficient, the REMC will request
assistance from the Provincial Emergency Action Committee (PEAC).
e. National Response - If additional response is required, federal support and assistance will
be arranged by the PEAC.
1.7
Authority — Minister of Justice and Public Safety
In accordance with the Emergency Measures Act, RSNB 2011, c.147, the Minister of Justice and Public
Safety is responsible for emergency declarations, executive coordination, and assigned executive
powers.
The Minister advises the Premier and Executive Council on emergency management and security
matters, and coordinates the assistance provided by:
a. Department of Justice and Public Safety, Deputy Minister.
b. Police, Fire and Emergency Services Division, Assistant Deputy Minister.
C. Executive Director Emergency Services.
d. Director Office of the Provincial Security Advisor; and
e. Director Emergency Measures Organization.
The Minister shall coordinate emergency measures plans within the province and may delegate powers
1.7.1
vested in him by or under the Emergency Measures Act. Subject to the approval of the Lieutenant -
Governor in Council, the Minister may:
a. Enter into agreements with the Government of Canada (GoC), the government of a
province or territory of Canada or the government of a state of the United States of
America, or an agent of any of them, with respect to emergency measures plans.
b. Enter into agreements with the GoC and the Workplace Health, Safety and Compensation
Commission for the administration and payment of compensation benefits to persons
engaged in training or carrying out duties related to a state of emergency or a state of local
emergency: and
C. Acquire by purchase or lease of real and private property for the purposes of administering
the NB EMO.
The Minister may:
SAINT JOHN EMERGENCY RESPONSE PLAN
a. Divide the Province into districts and sub -districts for the purposes of the Emergency
Measures Act.
b. After consultation with a municipality, designate the boundaries of the municipality to
include areas adjacent thereto.
C. Require municipalities to prepare emergency measures plans, including mutual assistance
programs, and to submit them to the Emergency Measures Organization for review for
adequacy and integration with the Municipal Emergency Response Plans.
d. Establish procedures for the prompt and efficient implementation of emergency measures
plans; and
e. Require any person to develop emergency measures plans in conjunction with the
Emergency Measures Organization or the municipalities to remedy or alleviate any hazard
to persons, property or the environment that is or that may be created:
1. By a condition that exists or may exist on that person's property.
2. By that person's use of property.
3. By an operation in which that person is or may be engaged; or
4. By a process that that person is or may be utilizing.
1.8 1 States pf Em, erpency 1: New Brunswick Emergency Measures Act
The Minister of Justice and Public Safety may at any time, when satisfied that an emergency exists or
may exist, declare a state of emergency in respect to all or any area of the province for a maximum of 14
days. The mayor of a municipality may, under similar circumstances, declare a State of Local
Emergency (SOLE) in respect of that municipality or part of that community for a maximum of 7 days.
When a state of emergency or a state of local emergency has been declared under this Act, the Minister
or the municipality shall immediately cause the details of the declaration to be communicated or
published by those means that the Minister or municipality considers the most likely to make the
contents of the declaration known to the civil population of the area affected.
On a state of emergency being declared in respect to the Province or an area of the Province, or on a
state of local emergency being declared in respect to a municipality or an area of a municipality, the
Minister may, during the state of emergency, in respect of the Province or an area of the Province, or the
municipality may, during the state of local emergency, in respect of the municipality or an area of the
municipality, as the case may be, do everything necessary for the protection of property, the
environment and the health or safety of persons therein, including:
1.8.1 a. To cause an emergency measures plan to be implemented.
b. To acquire or utilize or cause the acquisition or utilization of any private property by
confiscation or by any means considered necessary.
C. To authorize or require any person to render the aid that the person is competent to
provide.
d. To control or prohibit travel to or from any area or on any road, street, or highway.
e. To provide for the maintenance and restoration of essential facilities, the distribution of
essential supplies and the maintenance and coordination of emergency medical, social,
and other essential services.
f. To cause the evacuation of persons and the removal of livestock and movable property
threatened by a disaster or emergency, and plan for the adequate care and protection of
them.
g. To authorize any person properly identified as authorized by the Minister, by the
Emergency Measures Organization or by the municipal emergency measures organization
to enter any building or on any land without warrant.
h. To cause the demolition or removal of any building, structure, tree, or crop if the demolition
or removal is necessary or advisable for the purposes of reaching the scene of a disaster,
of attempting to forestall its occurrence or of combatting its progress.
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SAINT JOHN EMERGENCY RESPONSE PLAN
i. To procure or fix prices for food, clothing, fuel, equipment, medical or other essential
supplies and the use of property, services, resources, or equipment; and
j. To order the assistance, with or without remuneration, of persons needed to carry out the
provisions mentioned in this section.
And in addition, the Minister may authorize or require a municipality to cause an emergency measures
plan for the municipality, or any part of the municipality, to be implemented.
1.9
Saint John Emergency Management Organization (SJEMO
When a substantial municipal involvement is indicated or when there is a need to coordinate a municipal
response, SJEMO will be activated.
When credible information supports the need for a coordinated municipal response, SJEMO may be
assembled by the EOC coordinator or designate at any time before or during an emergency. The
SJEMO will use the following activation levels:
a. Level 1 (Green): Enhanced Monitoring: Continuous monitoring by all SJEMO members of
an emergency that may require immediate municipal response.
b. Level 2 ( ): Partial Activation: Once notified, selected SJEMO members may be
called in to assist in supporting ongoing efforts towards an emergency.
C. Level 3 (Red): Full activation: All SJEMO members are to report into the EOC as directed.
The EOC will be managed by the SJEMO Manager or his/her designate. The precise municipal
representation in the EOC will depend on the nature and scope of the emergency. It may also include
provincial, federal, or other agency representatives, as necessary.
SJEMO will:
1.9.1
a. Assess a potential emergency within three risk areas:
-natural hazards —the risks associated with natural (geological, meteorological, or
biological) hazards (e.g., earthquake, landslide, flood, drought, pandemic influenza, foot
and mouth disease, insect infestation).
-intentional human actions — the risks associated with chemical, nuclear, or other
hazards, resulting from deliberate actions (e.g., terrorism, sabotage); and
-unintentional human actions —the risks associated with chemical, nuclear, or other
hazards resulting from accidents (e.g., hazardous material spill or release, explosion/fire,
water control structure/dam/levee failure).
b. Prepare or review contingency plans and procedures.
C. Consider the deployment of resources and Incident Commanders to an emergency.
d. Monitor operations, provide direction to departments, regions, Incident Commanders.
e. Provide situation updates and making recommendations to the Director; and
f. If the emergency escalates to the point where further powers are required, the Municipal
EM Coordinator may recommend to Mayor and Council that a SOLE be declared in
accordance with the Emergency Measures Act and municipal by-law, as applicable.
1.10
When a substantial municipal response is required, SJEMO will be activated and report to the assigned
EOC. The EOC shall contain the necessary working accommodation and communications that enable
proper coordination. In addition to the EOC, departmental operation centres or other designated facilities
1.10.1
may be established to control and direct departmental operations.
When required, the following activation levels will be used to notify members of SJEMO. The alert will
come from the SJEMO Director or designated alternate. The levels are:
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182
SAINT JOHN EMERGENCY RESPONSE PLAN
a. Level 1 (Green): Enhanced Monitoring: Continuous monitoring by all SJEMO members of
an emergency that may require immediate municipal assistance.
b. Level 2 ( ): Partial Activation: Once notified, selected SJEMO members may be
called in to assist in supporting ongoing efforts towards an emergency.
C. Level 3 (Red): Full Activation: All SJEMO members are to report into the EOC.
Irrespective of the emergency, when activated, the EOC will use the attached timeline to ensure
interoperability within the municipality and with those attending in a mutual aid capacity.
1.11.1
In addition, NB EMO is available 24 hours a day, 365 days a year. As part of their normal duties, the NB
EMO staff will monitor events that may impact New Brunswick.
1.12.1
Local Service Districts (LSDs
The Department of Environment and Local Government (DELG) Local Service Managers (LSMs) are
members of the REAC. They will monitor, and if necessary, coordinate with the REMC for all emergency
planning and operations for LSDs.
On occasion, municipalities may be requested to support operations in neighbouring LSDs. As such, the
City of Saint John will be prepared to assist. Cost capture will be initiated upon receipt of any request.
1.13 1 Emergency Communications -/ C
The City of Saint John will use the following communications platform:
a. Operational Communications: Routine communications will use the most efficient means
available with due regard to maintaining records of decisions and actions taken. Depending on
the nature of the emergency or immediacy of the communication, other means may be required:
1. Trunked Mobile Radio (TMR) will allow all agencies to communicate verbally via a mutual
aid channel designated by Provincial Mobile Communications Center (PMCC). Such a
channel should be requested by the responding agency and maintained for the duration of
the event, with additional channels designated, as necessary. PMCC should record all
communication on this system.
2. Social media, the City's website, cloud -based platforms and other technology may be used
to connect the EOC to a REOC (Regional Emergency Operations Centre) to simultaneously
exchange information such as event logs, imagery, and detailed maps. When available,
1.13.1 these should be linked to ensure maximum awareness between various agencies
contributing to the response. Data must be captured and recorded at scheduled intervals
and during significant events.
3. Telephone: traditional land lines and cellular communications remain the most popular
method of rapidly connecting two individuals. When used for teleconferencing, large groups
can be briefed simultaneously. Vulnerabilities include downed lines or cell towers, loss of
voice quality, restriction of information sharing and poor record keeping.
b. Public Information: Communicating information to the public in a clear and timely manner is a
crucial element of managing an incident. Consideration should be given during the warning
phase, if possible. Informing the public of registration and warming centers, evacuation plans,
and recovery operations will assist in reducing anxiety. Many methods may be utilized.
1. ALERT READY is the national system used by a provincial authority in cases of serious
threat to life and safety. It employs interruptions to the public broadcasting systems on
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SAINT JOHN EMERGENCY RESPONSE PLAN
1.
radio and television. Eventually, it may also have the capability to target specific cell
towers for customized messaging. ALERT READY messaging is to be coordinated
through NBEMO.
2. Public messaging via social media is the most widespread and effective means of
distributing information as it increases coverage as recipients share with friends. Various
media such as e-mail, Twitter, Facebook, and others should be used. To achieve
maximum efficiency, a sole source of verified information should be utilized to avoid
conflicts. Frequent and timely updates must be maintained to prevent disinformation.
3. Media conferences by persons in authority. Care in avoiding impromptu statements, and
the selection of a known and credible person of authority in the community is
recommended.
4. Self -registry by citizens on municipal warning systems such as the City of Saint John
Emergency Alert system allows for targeted messages over a broad spectrum of events.
5. Posting written directives at warming shelters, municipal and public offices in addition to
pre -advising citizens of where and how to seek information during emergencies will be
implemented to ensure smooth communication during an incident.
An effective emergency response will depend to a large degree on the full use of all resources in the
community. The province and most municipalities have several social services agencies, clubs,
organizations, and other civic -minded groups who can provide a wide range of skills, people, and
equipment.
Many volunteer agencies are prepared to offer their services in an emergency. These volunteers should
be encouraged. Where appropriate, a memorandum of understanding or a letter of intent should be
prepared and signed by municipal authorities and the volunteer agency.
These memoranda or letters should specify the forms of assistance to be provided and the
arrangements, including financial, for its provision. These formal arrangements are useful to ensure the
coordination of volunteer activity. Procedures for obtaining and rendering assistance are to be set out in
the Plan. Volunteer agencies will, depending on their assigned task, be allotted to the appropriate
emergency response departments who will control and coordinate the volunteer agency response.
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SAINT JOHN EMERGENCY RESPONSE PLAN
1.14.1
The following is an example list of NGOs and assisting agencies:
AGENCY
FORMS OF ASSISTANCE
DEPARTMENT
Emergency Measures
Communications
NB EMO
Communication Group EMCG
Civil Air Search and Rescue
Air Searches & Air Support
DND and NB EMO
Association CASARA
NB Ground Search & Rescue
Ground Searches
RCMP & NB EMO
Canadian Red Cross
Welfare, Registration & Inquiry
Emergency Social
Services ESS
Salvation Army
Social Services & Food Services
Emergency Social
Services ESS
St. John Ambulance
Medical
Emergency Social
Services (ESS)
RCMP Auxiliary Police
Law & Order
RCMP & NB EMO
Point LePreau Wardens Service
Notification and Traffic Control
NB EMO
11 1.15 I Mutual Aid and Request for Assistance (RFA) 11
The municipality may become overwhelmed at any time during an emergency. Therefore, additional
resources from neighbouring jurisdictions may be required. Mutual Aid arrangements as well as
arrangements with local volunteer agencies may be utilized.
However, when it is anticipated that quick access to additional resources is required, then a Request
1.15.1 Force Assistance (RFA) will be submitted to the REMC. The RFA will come from an authorized
municipal/LSD representative.
Requests for assistance from other Government of Canada departments, such as the Canadian Armed
Forces (CAF), will be coordinated by NB EMO who will determine if the request is required.
11 1.16 I Termination of Operations / Recovery 11
1.16.1
The municipal emergency response will continue until municipal assistance, direction and coordination
are no longer required, and the operation is terminated. The gradual reduction of departmental staff and
the withdrawal of resources may begin before termination but must be done in a coordinated fashion.
If communities experienced significant impacts due to the emergency, there might be a need to support
and/or supplement personal, family, and community structures that may have been damaged or
disrupted.
The effects of an emergency depend directly on the type, severity, and duration of the event. Some
common effects of an emergency include:
a. Impact on Life / Social Effects:
(1) Loss of life.
1.16.2 (2) Injury to persons and animals
(3) Stress and psychological trauma.
(4) Focus on the short term, foregoing long-term goals and opportunities.
(5) Delay of programs that serve on long-standing social needs; and
(6) Gaps in community economic classes tend to widen
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SAINT JOHN EMERGENCY RESPONSE PLAN
1.16.3
b. Physical Effects:
(1) Damage to buildings, commercial structures, and community facilities.
(2) Alteration of the landscape, such as in landslide or major flood; and
(3) Environmental contamination by chemicals or pollutants.
c. Economic Effects:
(1) Loss of business.
(2) Loss of jobs; and
(3) Reduced cash flow within the community.
The following are possible participants during the recovery phase of an emergency:
Potential Participant
Services they may be able to provide:
Animal Care Groups
.
Provide advice on animal care and temporary shelter for animals
Banks and Credit Union
.
Provide financial support to residents and businesses.
NB Housing
.
Provide temporary shelter during reconstruction.
Canada Post
.
Temporary Mail delivery services
NB Social Services
•
Ongoing financial assistance for homeless in the long term
•
Additional assistance for persons already on assistance.
•
Provide advice on disease prevention during clean-up
NB Health Authorities
•
Provide advice on drinking water and septic system safety
•
Arrange for inspections
•
Provide advice on medical and mental health issues
Human Resources
Development Canada
•
Employment Insurance
Insurance Corporations
•
Vehicle and Property Damage Claims
•
Cash advance for people with damage to homes and vehicles.
•
Public Information
Local Government
.
Debris removal
•
Inspection Services and Building Permits
School Boards
.
Identifying needs to change school season or school location, etc.
•
Electrical power, gas, telephone, cable, and internet services
Utility Companies
.
Information for safe re-entry
•
Site inspection and reconnections
•
Distribution of support
Volunteer Services
•
Debris removal
Agencies
•
Clean-up
•
Temporary Shelter
•
Rent or Income financial assistance.
Fundy Solid Waste
.
Debris removal
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SAINT JOHN EMERGENCY RESPONSE PLAN
An After Action Review (AAR) to evaluate the effectiveness of the emergency response will be
conducted within 14 days of the termination of the operation. The proceedings will be chaired by the
Director of SJEMO or designate and attended by the emergency response personnel involved in the
emergency.
1.16.4 After Action Review: At the conclusion of an emergency, an After Action Review (AAR) will be completed
using the following example: (Example)
Sustain
Remarks
Points to improve
Remarks
Business cycles
were completed. I
This should continue for
further activations.
No phones during
the business cycle.
Remind everyone that phones
are to be turned off.
An annual review of the Plan will be conducted to ensure contact information remains valid within the
1.17.1 attached appendices. In addition, the Plan will undergo a rewrite if the standard operating procedures
are deemed to have significantly changed.
1.18 I Training and Exercises
Training: SJEMO will utilize methods such as tabletop exercises; simulations; seminars or full-scale
exercises internally and/or in conjunction with external agencies annually to ensure interoperability and
proficiency.
1.18.1 Recall Exercise: Using the SJEMO fan -out, SJEMO will initiate a recall twice a year to confirm that the
contact information for public contacts, emergency contacts, City departments and external agencies are
kept up to date.
1.19 Budget
The Saint John Emergency Management Organization budget is part of the City's annual budget and is
1.19.1 reviewed and approved by Council annually.
1.20
1.20.1 I Act (The Act) I Emergency Measures Act, R.S.N.B. 2011, c. 147.
All -Hazards An approach that recognizes that the actions required to mitigate the effects of
1.20.2 Emergency emergencies are the same, irrespective of the nature of the event, thereby permitting
Management optimization of scarce planning, response, and support resources. It employs generic
Planning methodologies, modified as necessary by circumstances.
11 1.20.3 I Assembly area I Designated area for evacuees to gather for processing and transport 11
Assets include but are not limited to information in all forms and media, networks,
1.20.4 Asset systems, materiel, real property, financial resources, employee trust, public
confidence, and international reputation.
1.20.5 Business I A plan to minimize potential losses and maintain viable recovery strategies for
Continuity Plan I services, operations, or government following a disruptive event. 11
1.20.6 I By -Law I Refers to the Saint John Emergency Measures By -Law
Canadian Transport Emergency Centre operated by the Transportation of Dangerous
1.20.7 CANUTEC Goods (TDG) Directorate of Transport Canada. The Directorate's overall mandate is
to promote public safety in the transportation of dangerous goods by all modes.
1.20.8 CASARA Canadian Air Search and Rescue Association.
1.20.9 CMRA Canadian Marine Rescue Auxiliary.
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SAINT JOHN EMERGENCY RESPONSE PLAN
A service which, if compromised, in terms of availability or integrity would result in a high
1.20.10
Critical Service
degree of injury to health, safety, security or economic well-being of the population or
effective functioning of Government and must be continuously delivered.
Concept of operations provides a framework to operationalize horizontal management
1.20.11
Concept of
and an effective governance structure and delineates clear roles and responsibilities
Operations
of the principal committees and individuals central to each phase of the incident
management process.
Critical infrastructure refers to processes, systems, facilities, technologies, networks,
assets, and services essential to the health, safety, security or economic well-being of
Critical
the population and the effective functioning of government. Critical infrastructure can
1.20.12
Infrastructure
be stand-alone or interconnected and interdependent within and across provinces,
territories, and national borders. Disruptions of critical infrastructure could result in
catastrophic loss of life, adverse economic effects, and significant harm to public
confidence.
1.20.13
Department
Department of the Government of New Brunswick and includes a crown agency,
corporation, board, or commission established by the Government of New Brunswick.
1.20.14
DAAF
Department of Agriculture, Aquaculture and Fisheries.
1.20.15
DH
Department of Health.
1.20.16
DHR
Department of Human Resources.
1.20.17
DTI
Department of Transportation and Infrastructure.
1.20.18
DEECD
Department of Education and Early Childhood Development.
1.20.19
DELG
Department of Environment and Local Government.
1.20.20
DERD
Department of Energy and Resource Development.
1.20.21
Designated
An individual to whom responsibility and authority for a particular function, normally
Alternate
performed by another individual, has been officially delegated.
1.20.22
Director
Director of New Brunswick Emergency Measures Organization.
1.20.23
Disaster
An emergency that overwhelms the community's normal resources and coping ability
and therefore requires extraordinary measures including outside help.
1.20.24
EMCG
Emergency Measures Communication Group.
A present or imminent event which requires prompt coordination of action or
1.20.25
Emergency
regulation of persons or property to protect life safety, property, the environment or
the health and welfare of the population.
Emergency
A territorial unit corresponding to part of the municipality identified for purposes of
1.20.26
Management
emergency and evacuation planning, and recognized for its demographic,
Unit (EMU)
environmental and logistical characteristics.
Emergency
An Emergency Operations Centre is a pre -designated facility staffed by an
1.20.27
Operations
established and recognized team of people who are responsible for providing
Center (EOC)
direction, coordination, communication, and support during emergency operations.
The EOC may be set up at any other suitable location.
A plan, program or procedure prepared by the province or a municipality that is
1.20.28
Emergency
intended to mitigate the effects of an emergency and protect life safety, property, the
Response Plan
environment or the health and welfare of the population in the event of such an
occurrence.
1.20.29
Emergency
Shelter
A publicly operated facility providing temporary or transitional accommodation.
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SAINT JOHN EMERGENCY RESPONSE PLAN
Emergency
Emergency Site Manager, a person designated to provide the required direction and
1.20.30
Site Manager
coordination of the on -site emergency response by participating agencies.
(ESM)
Emergency
Emergency shelter services provided in an emergency either by the Canadian Red
1.20.31
Social Services
Cross, Salvation Army or Department of Emergency Social Services (ESS): Services
(ESS)
include registration and inquiry, Lodging, feeding, clothing, and personal services.
Hazard
Identification
An assessment of the relative risk of occurrence and the potential impact on people
1.20.32
and Risk
and property of the emergencies or disasters that could affect all or part of the
Assessment
jurisdictional area for which the authority has responsibility.
(HIRA)
1.20.33
Incident
An incident is an abnormal situation that demands a response for which regular
municipal standard operating procedures and resources are sufficient.
A directive for managing each operational period during an emergency. It defines the
1.20.34
Incident Action
goals, objectives, resources, and direction for response during each operational
Plan (IAP)
period and serves as the accountability document for the emergency organization. It is
al so a tool for coordinating multi -agency response.
Incident
A standardized on -site management system designed to enable effective, efficient
1.20.35
Command
incident management by integrating a combination of facilities, equipment, personnel,
System (ICS)
procedures, and communications operating within a common organizational structure.
1.20.36
IRCS
Integrated Radio Communications System.
1.20.37
JPS
Department of Justice and Public Safety.
1.20.38
Liaison Officer
Representative from another agency who serves as a point of contact on -site.
1.20.39
Minister
Minister of Justice and Public Safety charged with the administration of the
Emergency Measure Act.
Municipal
1.20.40
Emergency
Management
Includes the members of Council appointed as per the Saint John Emergency
Council
Measures By -Law.
Committee
Mutual Aid /
1.20.41
Mutual
A pre -arranged agreement entered into by two or more entities whereby the parties to
Assistance
the agreement undertake to render assistance to one another.
Agreement
1.20.42
NB EMO
New Brunswick Emergency Measures Organization as established by the Emergency
Measures Act.
1.20.43
NB GSAR
New Brunswick Ground Search and Rescue.
1.20.45
NEA
National Emergency Agencies.
1.20.46
PEOC
Provincial Emergency Operations Centre (Fredericton).
1.20.47
PELT
Department of Post -Secondary Education, Training and Labour.
1.20.48
PIO
Public Information Officer, responsible for all official communication with the public
and the media on behalf of the City.
1.20.49
PLGS OEC
Point LePreau Generating Station Off -Site Emergency Centre.
1.20.50
PSEPC
Public Safety and Emergency Preparedness Canada.
1.20.51
Reception
A location where evacuees are received, documented, assessed for personal needs,
Center
and referred.
1.20.52
REOC
Regional Emergency Operation Centre.
Page 17 of 72
SAINT JOHN EMERGENCY RESPONSE PLAN
The combination of the likelihood and the consequence of a specified hazard being
1.20.53
Risk
realized; refers to the vulnerability, proximity, or exposure to hazards, which affects
the likelihood of adverse impact.
Risk
The concept of risk is defined as a product or process which collects information and
1.20.54
Assessment
assigns values to risks for the purpose of informing priorities, developing, or
comparing courses of action, and informing decision making.
1.20.55
Risk
The use of policies, practices, and resources to analyze, assess and control risks to
Management
health, safety, environment, and the economy.
1.20.56
Shelter -In-
Place
Staying put and taking shelter rather than evacuating.
1.20.57
Situational
Situational awareness is being aware of one's environment and circumstances to
Awareness
understand how events and actions will affect objectives.
1.20.58
SNB
Service New Brunswick.
1.20.59
State of
State of emergency declared by the Minister in accordance with the Emergency
Emergency
Measures Act.
State of Local
State of emergency declared by a municipality pursuant to subsection 11(2) of the
1.20.60
Emergency
New Brunswick Emergency Measures Act or renewed pursuant to Section 18(2) of the
Act.
Standard
Operating
Standard Operating Procedures (SOPs) are a set of instructions constituting a
1.20.61
Procedures
directive, covering those features of operations, which lend themselves to a definite,
(SOP)
step-by-step process of accomplishment.
Provincial Transportation and Infrastructure Department. Resource for infrastructure
failure including Cyber and structural.
1.20.62
TES
Former name of City of Saint John Public Works and Transportation Department
which deals with roadway maintenance, traffic management, storm water
management, solid waste collection, transit, parking, and parks and recreation.
1.20.63
Threat
The presence of a hazard and an exposure pathway; threats may be natural or
human -induced, either accidental or intentional.
Threat
The process of identifying or evaluating entities, actions, or occurrences, whether
1.20.64
Assessment
natural or human activity, which has or indicates the potential to harm life, information,
operations and/or property.
1.20.65
Trunked Mobile
A computer -controlled two-way radio system that allows sharing of few radio
Radio (TMR)
frequency channels among a large group of users.
Unified
An arrangement under ICS, which enables multiple agencies to respond jointly to an
1.20.66
Command
incident under a single common command structure, with each agency retaining
control of its own resources and command structure.
The conditions determined by physical, social, economic, and environmental factors
1.20.67
Vulnerability
or processes, which increase the susceptibility of an organization or community to the
impact of hazards.
1.20.68
Vulnerability
A process for identifying physical features or operational attributes that renders an
assessment
entity, asset, system, network, or geographic area susceptible or exposed to hazards.
1.20.69
Warning Order
An official communication warning the public of the possibility of an impending
evacuation; shelter in place order or other emergency order.
Page 18 of 72
SAINT JOHN EMERGENCY RESPONSE PLAN
L*-1.
2. Hazard Identification and Risk Assessment (HIRA)
2.1
Risk = Likelihood x Consequence
2.2
Likelihood / Frequency - L
Based on the number of occurrences within the City of Saint John:
1. Rare: Less than 1 % chance in any year; Occurs every 100 years or more
2. Very Unlikely: 1-2% chance in any year; Occurs every 50-99 years
2.2.1
3. Unlikely: 2-5% chance in any year; Occurs every 20-49 years
4. Probable: 5-20% chance in any year; Occurs every 5-19 years
5. Likely: Over 20% chance in any year; Occurs <_ 5 years
6. Certain: Almost 100% chance in any year; The hazard commonly occurs annually
2.3
Consequences Rating - C
Based on the severity of each consequence the impact was rated as follows:
1. None: Rated as Zero (0)
2.3.1
2. Low: Rated as One (1)
3. Medium: Rated as Two (2)
4. High: Rated as Three (3)
2.4
Consequence Categories
The following consequences were considered in the risk assessment of each potential Hazard:
1. Fatalities: Potential number killed because of the hazard.
2. Injuries / Illness: Potential number injured or ill because of the hazard.
3. Psychosocial: Potential number of people traumatized.
4. Social Connections: Potential impact on formal or informal networks of support
including family and community support.
5. Evacuation or Shelter -In -Place: Potential for formal evacuation, shelter -in -place
orders, or people stranded.
6. Property Damage: Potential for direct negative consequences of a hazard on buildings,
2.4.1
structures and other forms of property including crops.
7. Critical Infrastructure Service: Potential for negative impact of a hazard on processes,
systems, facilities, technologies, networks, assets, and services essential to the health,
safety, security, or economic well-being of Canadians and functioning of government.
8. Environmental Damage: Potential negative consequences of a hazard on the
environment, including soil, water, air, plants, and animals.
9. Economic: Potential negative consequences of a hazard on commercial, industrial, or
regional economies.
10. Reputational: The perception of one or more organizations or jurisdictions, in the minds
of its stakeholders, the public and others who are vital to its success.
2.5
HIRA Total Risk Score Ranges — Likelihood x Consequence
Total Risk Score
Category
0 — 30
Very low
31 — 60
Low
61 — 90
Moderate
91 — 120
High
121 — 150
Very high
151 - 180
Extreme
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SAINT JOHN EMERGENCY RESPONSE PLAN
2.6
Hazard Summary with Applicable Action(s)
Total
Hazards
Brief Description
Likelihood
Consequence
Risk
RISK Category
Score
2.6.1
Avalanche/
When large snow/mud mass
3
13
39
LOW
Landslide
slides down a mountain/hillside.
2 6 2
Aviation
An accident associated with the
3
16
48
LOW
Incident
operation of an aircraft.
Blizzard/
Severe winter storm with low
2.6.3
Ice Storm
temperatures, high winds, and
6
17
102
HIGH
heavy snow.
2.6.4
Biological
Diseases that impact humans or
4
23
92
HIGH
animals.
Structural or safety related
2.6.5
Bridge
issues that could force a bridge
3
13
39
LOW
to be temporarily closed.
When many people are involved
2.6.6
Civil Disorder
and are set upon a common
4
16
64
MODERATE
aim.
When chemical, biological,
2.6.7
CBRNE
radiological, nuclear, or
3
22
66
MODERATE
explosive hazards may be
present.
Communication
Widespread breakdown of
2.6.8
Failure
normal communication
5
14
70
IAODERATF
capabilities.
Spontaneous release of water
2.6.9
Dam Breach
from a barrier built to hold back
1
29
29
VERY LOW
the flow of water.
Sudden release of stored
2.6.10
Earthquake
energy that radiates seismic
1
30
30
VERY LOW
waves.
2.6.11
Electromagnetic
An intense burst of
1
13
13
VERY LOW
Pulse
electromagnetic (EM) energy.
2.6.12
Engineering
When structures fail.
4
16
64
Physical process by which
2.6.13
Erosion
shorelines and/or roads are
4
11
44
LOW
altered.
A violent and destructive
2.6.14
Explosion
shattering or blowing a part of
5
21
105
HIGH
something, as is caused by a
bomb.
A sudden and destructive rush
2.6.15
Flash Flood
of water caused by heavy
6
12
72
MODERATE
rainfall.
Accumulation of water beyond
2.6.16
Flood
its normal confines such as a
4
16
64
MODERATE
lake, or over land areas.
Page 20 of 72
SAINT JOHN EMERGENCY RESPONSE PLAN
2.6.17
Forest Fire
Uncontrolled fire occurring in
4
13
52
LOW
nature.
A lack of combustible materials
2.6.18
Fuel Shortage
such as wood, coal, gas, oil,
2
12
24
VERY LOW
and propane.
Any substance or material that
2.6.19
Hazardous
could adversely affect the safety
6
17
102
HIGH
Materials
of the public, handlers, or
carriers.
Heat which is considered
2.6.20
Heat Wave
extreme and unusual in the
3
14
42
LOW
area in which it occurs.
Hurricane/Post-
Cyclonic/Extreme high
2.6.21
Tropical Storm /
windstorms systems with
5
13
65
MODERA .
Tornado
speeds between 80 km/h and
480 km/h or higher.
A public event which gathers
2.6.22
Mass Gathering
more than 500 persons indoors
6
7
42
LOW
or outdoors.
Water system that serves a
2.6.23
Potable Water
major residential development
5
12
60
LOW
becomes compromised.
2.6.24
Power Outage
An interruption of normal
4
16
64
MODERATE
sources of electrical power.
A derailment that that can result
2.6.25
Rail
in substantial loss of life or pose
4
16
64
MODERATE
a risk to the environment.
A system which produces
2.6.26
Thunderstorm
violent hail, lightning, high
6
11
66
MODERATE
winds, flash floods and floods.
An abnormal rise of water
2.6.27
Tidal Surge
generated by a storm, over and
5
14
70
MODERATE
above the predicted
astronomical tides.
Anything which prevents
2.6.28
Transportation
materials and users from
5
13
65
MODERATE
reaching their intended
destination.
2.6.29
Structure Fire
A fire involving buildings or
6
17
102
HIGH
structures within a municipality.
Removing and destroying or
2.6.30
Waste Disposal
storing damaged, unwanted
1
8
8
VERY LOW
domestic, agricultural /industrial
products and substances.
Reference: NB EMO National Disaster Data Bank
Page 21 of 72
SAINT JOHN EMERGENCY RESPONSE PLAN
Page 22 of 72
194
2.6.1 AVALANCHE /LANDSLIDE
Hazard Description
An avalanche/landslide occurs when a large snow /mud /rock mass slides
down a mountain or hillside.
Possible Effects
Casualties / Danger to public health /Deaths /Evacuation
HIRA Total Risk Score
33 -LOW
Immediate Actions (IA)
Municipal Actions
Municipal first responders report on CI impacts. Municipality may consider
EOC activation. Info REMC.
REMC Actions
Monitoring
The following actions may/may not occur; lead agency's procedures take precedence.
Incident Command Structure
Suggested
possible Actions
Remarks
Agencies
Command: Incident Commander
SJ Fire Dept.
Depends on severity
Identify resources
is responsible for all incidents or
SJ Police Force
however consider
required
event activities and provides the
Ambulance NB
the following:
Identify resources at
Incident Action Plan. The IC is
Emergency
Possible evacuation
hand
also responsible for Safety,
Social Services
Road closures
Identify resources
Communications and Liaison
(ESS)
Structure stability
lacking
activities and may delegate these
Red Cross
Engineering advice
Mutual Aid request
roles as the IC see fit.
• City Public
Works and
will likely be required
Long term
Assess Regional
Assistance
Operations: Responsible for
directing the tactical actions to
meet incident objectives.
Transportation
Transportation
stabilization
Emergency
Assess Provincial
Assistance
Planning: Responsible for the
collection, evaluation, and display
and Environment
notification
Assess National
of incident information,
Services (TES)
Assistance
maintaining status of resources,
SJ Water
and preparing the Incident Action
• Technical
Plan and incident -related
documentation.
Inspections
Services
Logistics: Responsible for
providing adequate services and
SJ Energy
support to meet all incident or
Enbridge Gas
event needs.
Finance/Admin: Responsible for
keeping track of incident -related
costs, personnel, and equipment
records, and administering
procurement contracts associated
with the incident or event.
SAINT JOHN EMERGENCY RESPONSE PLAN
Page 23 of 72
195
2.6.2 AVIATION INCIDENT
Hazard Description
An incident or accident associated with the operation of an aircraft.
Possible Effects
Casualties / Danger to public health /Deaths /Evacuation
HIRA Total Risk Score
48 -LOW
Immediate Actions (IA)
Municipal Actions
Municipal first responders report on Cl impacts. Municipality may
consider EOC activation. Info REMC.
REMC Actions
Monitoring
The following actions may/may not occur; lead agency's procedures take precedence.
Incident Command Structure
Suggested
possible Actions
Remarks
Agencies
Command: Incident Commander is
SJ Fire Dept.
Assist with
Identify resources
responsible for all incidents or event
SJ Police Force
casualties
required
activities and provides the authority for
Ambulance NB
Possible evacuation
• Identify resources
the execution of the Incident Action
Plan. The IC is also responsible for
NB Dept. of
Road closures
at hand
Safety, Communications and Liaison
Environment
Structure stability
Identify resources
activities and may delegate these roles
Transport
Establish temporary
lacking
as the IC see fit.
Canada
Coroner
shelters
Joint Rescue
Mutual Aid
request
Operations: Responsible for directing
the tactical actions to meet incident
Fire Marshall
Coordination Centre
Assess Regional
objectives.
• Health
Sequestering of
Assistance
Planning: Responsible for the
Red Cross
international
Assess Provincial
collection, evaluation, and display of
Marine (Port
passengers
Assistance
incident information, maintaining status
Authority and
Assess National
of resources, and preparing the Incident
Canadian Coast
Assistance
Action Plan and incident -related
documentation.
Guard)
• Airline Carrier
Logistics: Responsible for providing
Airport Authority
adequate services and support to meet
Canadian Border
all incident or event needs.
Security Agency
Finance/Admin: Responsible for
keeping track of incident -related costs,
personnel, and equipment records, and
administering procurement contracts
associated with the incident or event.
Additional Instructions: All ICS Forms
SAINT JOHN EMERGENCY RESPONSE PLAN
Page 24 of 72
196
2.6.3 BLIZZARD /ICE STORM
Hazard Description
Severe winter storm with low temperatures, high winds, and heavy
Possible Effects
Casualties / Danger to public health /Deaths /Evacuation
HIRA Total Risk Score
102 -HIGH
Immediate Actions (IA)
Municipal Actions
Municipal first responders report on Cl impacts. Municipality may
consider EOC activation. Info REMC.
REM Actions
Monitoring
The following actions may/may not occur; lead agency's procedures take precedence.
Incident Command Structure
Suggested Agencies
Possible
Remarks
Actions
Command: Incident Commander is
SJ Fire Dept.
Issue weather
Locate fuel
responsible for all incidents or event activities
SJ Police Force
warnings
supplies i.e.,
and provides the authority for the execution
Ambulance NB
Use of
wood,
of the Incident Action Plan. The IC is also
City Public Works
emergency
kerosene, etc.
responsible for Safety, Communications and
and Transportation
alerting
Identify
Liaison activities and may delegate these
Education
system (if
resources
roles as the IC see fit.
Horizon Health
applicable)
required
• Red Cross
Saint John Energy
Rescue
stranded
Identify
resources at
Operations: Responsible for directing the
tactical actions to meet incident objectives.
Enbridge Gas
motorist
hand
• Monitor
power
Identify
resources
Planning: Responsible for the collection,
outages
lacking
evaluation, and display of incident
• Be prepared
Mutual Aid
information, maintaining status of resources,
to open
request
and preparing the Incident Action Plan and
warming or
Assess
incident -related documentation.
reception
Regional
centres
Assistance
Logistics: Responsible for providing
Assist Public
Assess
adequate services and support to meet all
Works
Provincial
incident or event needs.
Department
Assistance
for prioritizing
route clearing
Assess
National
Finance/Admin: Responsible for keeping
track of incident -related costs, personnel,
or closures
Assistance
and equipment records, and administering
procurement contracts associated with the
incident or event.
Additional Instructions: All ICS Forms - http://www.icscanada.ca/en/Forms.html
SAINT JOHN EMERGENCY RESPONSE PLAN
Page 25 of 72
197
2.6.4 BIOLOGICAL HAZARD
Hazard Description
Diseases that impact humans and animals.
Possible Effects
Casualties / Danger to public health /Deaths /Evacuation
HIRA Total Risk Score
92 -HIGH
Immediate Actions (IA)
Municipal Actions
Municipal first responders report on CI impacts. Municipality may
consider EOC activation. Info REMC.
REMC Actions
Monitoring
The following actions may/may not occur; lead agency's procedures take precedence.
Incident Command Structure
Suggested
Possible Actions
Remarks
Command: Incident Commander is
SJ Fire Dept.
Issue public
Identify resources
responsible for all incidents or event
SJ Police
warnings
required
activities and provides the authority for
Force
Use of
Identify resources
the execution of the Incident Action
Ambulance
emergency
at hand
Plan. The IC is also responsible for
Ng
notification
Identify resources
Safety, Communications and Liaison
Public Health
system or on-line
lacking
activities and may delegate these roles
Emergency
apps (if
Mutual Aid
as the IC sees fit.
Social
applicable)
request
Services
Monitor
Assess Regional
Operations: Responsible for directing
(ESS)
Assistance
the tactical actions to meet incident
objectives.
Red Cross
Assess Provincial
• Horizon Health
Assistance
Assess National
Planning: Responsible for the
collection, evaluation, and display of
Assistance
incident information, maintaining status
of resources, and preparing the Incident
Action Plan and incident -related
documentation.
Logistics: Responsible for providing
adequate services and support to meet
all incident or event needs.
Finance/Admin: Responsible for
keeping track of incident -related costs,
personnel, and equipment records, and
administering procurement contracts
associated with the incident or event.
SAINT JOHN EMERGENCY RESPONSE PLAN
Page 26 of 72
198
2.6.5 BRIDGE
Hazard Description
Structural or safety related issues that could force a bridge to be temporarily
Possible Effects
Casualties / Danger to public health /Deaths /Evacuation
HIRA Total Risk Score
39 -LOW
Immediate Actions (IA)
Municipal Actions
Municipal first responders report on Cl impacts. Municipality may consider
EOC activation. Info REMC.
REM Actions
Monitoring
The following actions may/may not occur; lead agency's procedures take precedence.
Incident Command Structure
Suggested
Possible Actions
Remarks
Agencies
Command: Incident Commander is
SJ Fire Dept.
Issue public
Identify
responsible for all incidents or event
SJ Police Force
warnings
resources
activities and provides the authority for
Ambulance NB
Use of emergency
required
the execution of the Incident Action
City Public
notification system
Identify
Plan. The IC is also responsible for
Works and
(if applicable)
resources at
Safety, Communications and Liaison
Transportation
Be prepared to
hand
activities and may delegate these roles
Emergency
assist isolated
Identify
as the IC see fit.
Social Services
communities
resources
(ESS)
lacking
Operations: Responsible for directing
Red Cross
Mutual Aid
the tactical actions to meet incident
DTI
request
objectives.
• Assess Regional
Assistance
Planning: Responsible for the
collection, evaluation, and display of
Assess
incident information, maintaining status
Provincial
of resources, and preparing the Incident
Assistance
Action Plan and incident -related
Assess National
documentation.
Assistance
Logistics: Responsible for providing
adequate services and support to meet
all incident or event needs.
Finance/Admin: Responsible for
keeping track of incident -related costs,
personnel, and equipment records, and
administering procurement contracts
associated with the incident or event.
Additional Instructions: All ICS Forms: http://www.icscanada.ca/en/Forms.html
SAINT JOHN EMERGENCY RESPONSE PLAN
2.6.6 CIVIL DISORDER
Hazard Description Civil disorder is when many people are involved and are set upon a
common aim.
Possible Effects Casualties / Danger to public health / Deaths / Evacuation
HIRA Total Risk Score 64 - MEDIUM
Immediate Actions (IA)
Municipal Actions Municipal first responders report on Cl impacts. Municipality may
consider EOC activation. Info REMC.
REMC Actions Monitoring
The following actions may/may not occur; lead agency's procedures take precedence.
Incident Command Structure
Suggested
Possible Actions
Remarks
Agencies
Command: Incident Commander is
0 SJ Fire Dept.
0 Issue public
0 Identify
responsible for all incidents or event
0 SJ Police Force
warnings
resources
activities and provides the authority for
• Ambulance NB
0 Use of emergency
required
the execution of the Incident Action
Plan. The IC is also responsible for
0City Public Works
notification system
0 Identify
Safety, Communications and Liaison
and
(if applicable)
resources at
activities and may delegate these roles
Transportation
0 Be prepared to
hand
as the IC see fit.
0 Public Health
assist isolated
0 Identify
communities that
are denied
resources
lacking
Operations: Responsible for directing
the tactical actions to meet incident
objectives.
emergency services
e Mutual Aid
request
. Assess Regional
Planning: Responsible for the
collection, evaluation, and display of
Assistance
incident information, maintaining status
• Assess
of resources, and preparing the Incident
Action Plan and incident -related
Provincial
documentation.
Assistance
• Assess National
Assistance
Logistics: Responsible for providing
adequate services and support to meet
all incident or event needs.
Finance/Admin: Responsible for
keeping track of incident -related costs,
personnel, and equipment records, and
administering procurement contracts
associated with the incident or event.
Additional Instructions:
All ICS Forms
Page 27 of 72
SAINT JOHN EMERGENCY RESPONSE PLAN
2.6.7 CHEMICAL, BIOLOGICAL, RADIOLOGICAL, NUCLEAR, EXPLOSIVE (CBRNE)
Hazard Description
Protective measures taken in situations in which chemical, biological,
radiological, nuclear, or explosive hazards may be present.
Possible Effects
Casualties / Danger to public health / Deaths / Evacuation
HIRA Total Risk Score
66 - MEDIUM
Immediate Actions (IA)
Municipal Actions
Municipal first responders report on Cl impacts. Municipality may
consider EOC activation. Info REMC.
REMC Actions
Monitoring
The following actions may/may not occur; lead agency's procedures take precedence.
Incident Command Structure
Suggested
Possible Actions
Remarks
Agencies
Command: Incident Commander is
0 SJ Fire Dept.
0 Issue public warnings
0 Identify
responsible for all incidents or event
0 SJ Police Force
• Use of Emergency
resources
activities and provides the authority for
• Ambulance NB
Alert (if applicable)
required
the execution of the Incident Action
Plan. The IC is also responsible for
Public Health
Heavy HAZMAT
Identify
Safety, Communications and Liaison
0 Horizon Health
deployment
resources at
activities and may delegate these roles
0 Saint John
0 Containment
hand
as the IC see fit.
Energy
0 Evacuation or
0 Identify
City Public
sheltering in place
resources
Operations: Responsible for directing
the tactical actions to meet incident
Works and
lacking
objectives.
Transportation
0 Mutual Aid
• DELG
0 Fire Marshall
request
• Assess
Planning: Responsible for the
collection, evaluation, and display of
CANUTEC
Regional
incident information, maintaining status
Assistance
of resources, and preparing the Incident
e Carrier / ERAC
Action Plan and incident -related
RCMP CBRNE
Assess
documentation.
Team
Provincial
• PLGS
Assistance
. Assess National
Logistics: Responsible for providing
adequate services and support to meet
Assistance
all incident or event needs.
Finance/Admin: Responsible for
keeping track of incident -related costs,
personnel, and equipment records, and
administering procurement contracts
associated with the incident or event.
Additional Instructions: All ICS Forms - http://www.icscanada.ca/en/Forms.htmi
Page 28 of 72
SAINT JOHN EMERGENCY RESPONSE PLAN
2.6.8 COMMUNICATION FAILURE
Hazard Description Widespread breakdown of normal communication
Possible Effects Casualties / Danger to public health / Deaths / Evacuation
HIRA Total Risk Score
Immediate Actions (IA)
70 - MEDIUM
Municipal Actions Municipal first responders report on CI impacts. Municipality may
consider EOC activation. Info REMC.
REMC Actions Monitoring
The following actions may/may not occur; lead agency's procedures take precedence.
Incident Command Structure
Command: Incident Commander is
responsible for all incidents or event
activities and provides the authority for
the execution of the Incident Action
Plan. The IC is also responsible for
Safety, Communications and Liaison
activities and may delegate these roles
as the IC see fit.
Operations: Responsible for directing
the tactical actions to meet incident
objectives.
Planning: Responsible for the
collection, evaluation, and display of
incident information, maintaining status
of resources, and preparing the Incident
Action Plan and incident -related
documentation.
Logistics: Responsible for providing
adequate services and support to meet
all incident or event needs.
Finance/Admin: Responsible for
keeping track of incident -related costs,
personnel, and equipment records, and
administering procurement contracts
associated with the incident or event.
Suggested Agencies
Additional Instructions: All ICS Forms
SJ Fire Dept.
SJ Police Force
Ambulance NB
Saint John Energy
I nformation
Technology Dept.
Public Safety and
Communication
Center (PSCC)
City Public Works
and Transportation
Fire Marshall
Communications
stakeholders (Bell,
Aliant, Rogers)
Possible Actions
• Issue public
warnings with pre-
determined
messages
• Use of emergency
notification system
using any available
communication
methods including
HAM Radio; door-
to-door or flyers (if
applicable)
• Activate EMCG
messaging
• Dispatch liaison
representatives to
municipal EOCs
• Use of SIMPLEX
radio
Remarks
• Identify
resources
required
• Identify
resources at
hand
• Identify
resources
lacking
• Mutual Aid
request
• Assess
Regional
Assistance
• Assess
Provincial
Assistance
• Assess National
Assistance
Page 29 of 72
SAINT JOHN EMERGENCY RESPONSE PLAN
2.6.9 DAM BREACH
Hazard Description
The spontaneous release of water from a barrier built to hold back the
flow of water.
Possible Effects
Casualties / Danger to public health / Deaths / Evacuation
HIRA Total Risk Score
29 - VERY LOW
Immediate Actions (IA)
Municipal Actions Municipal first responders report on Cl impacts. Municipality may
consider EOC activation. Info REMC.
REMC Actions Monitoring
The following actions may/may not occur; lead agency's procedures take precedence.
Incident Command Structure Suggested Agencies I Possible Actions Remarks
Command: Incident Commander is
0 SJ Fire Dept.
Issue public
0 Identify
responsible for all incidents or event
0 SJ Police Force
warnings with
resources
activities and provides the authority for
0 Ambulance NB
pre -determined
required
the execution of the Incident Action
Plan. The IC is also responsible for
Saint John Energy
messages
Identify
Safety, Communications and Liaison
0 City Public Works
Use of
resources at
activities and may delegate these roles
and Transportation
emergency
hand
as the IC see fit.
0 Emergency Social
notification (if
0 Identify
Services (ESS)
applicable)
resources lacking
Operations: Responsible for directing
0Red Cross
0 Consider
0 Mutual Aid
the tactical actions to meet incident
objectives.
evacuations
request
• Close roads or
reroute
• Assess Regional
Assistance
Planning: Responsible for the
collection, evaluation, and display of
0 Coordinate with
• Assess Provincial
incident information, maintaining status
neighbouring
Assistance
of resources, and preparing the Incident
jurisdictions
J
Assess National
Action Plan and incident -related
documentation.
0 Shut down
Assistance
vulnerable power
grid
Logistics: Responsible for providing
adequate services and support to meet
0 Relocate
all incident or event needs.
hazardous
materials
Finance/Admin: Responsible for
keeping track of incident -related costs,
personnel, and equipment records, and
administering procurement contracts
associated with the incident or event.
• Additional Instructions: http://www.cocorahs.org/Canada.aspx
• Check cumulative precipitation using surface observation networks including Coco Rahs.
• Check model predictions for precipitation accumulation and intensity over the next 72 hours
Page 30 of 72
SAINT JOHN EMERGENCY RESPONSE PLAN
2.6.10 EARTHQUAKE
Hazard Description
An earthquake results from a sudden release of stored energy that
radiates seismic waves.
Possible Effects
Casualties / Danger to public health / Deaths / Evacuation / Water / Civil
Disorder
HIRA Total Risk Score
30 - VERY LOW
Immediate Actions (IA)
Municipal Actions
Municipal first responders report on Cl impacts. Municipality may
consider EOC activation. Info REMC.
REMC Actions
Monitoring
The following actions may/may not occur; lead agency's procedures take precedence.
Incident Command Structure
Suggested
Agencies
Possible Actions
Remarks
Command: Incident Commander is
0 SJ Fire Dept.
Issue public
0 Identify
responsible for all incidents or event
0 SJ Police Force
warnings with pre-
resources
activities and provides the authority for
Ambulance NB
determined
required
the execution of the Incident Action
Saint John
messages
Identify
Plan. The IC is also responsible for
Safety, Communications and Liaison
Energy
Use of emergency
resources at
activities and may delegate these roles
0 Enbridge Gas
notification system
hand
as the IC see fit.
0 SJ Water
(if applicable)
0 Identify
• City Public
Consider
resources lacking
Operations: Responsible for directing
Works and
evacuations
0 Mutual Aid
the tactical actions to meet incident
objectives.
Transportation
Close roads or
request
• Fire Marshall
0 Technical
reroute
Coordinate with
• Assess Regional
Assistance
Planning: Responsible for the
collection, evaluation, and display of
Inspection
neighbouring
g g
Assess Provincial
incident information, maintaining status
Services
jurisdictions
Assistance
of resources, and preparing the Incident
Action Plan and incident -related
0 Emergency
Shut down
• Assess National
documentation.
Social Services
vulnerable power
Assistance
(ESS)
Red Cross
grid
Relocate hazardous
•
Logistics: Responsible for providing
adequate services and support to meet
Emera Pipeline
materials
all incident or event needs.
• USAR
Finance/Admin: Responsible for
keeping track of incident -related costs,
personnel, and equipment records, and
administering procurement contracts
associated with the incident or event.
Additional Instructions:
http://www.icscanada.ca/en/Forms.htmI
Page 31 of 72
SAINT JOHN EMERGENCY RESPONSE PLAN
2.6.11 ELECTROMAGNETIC PULSE
Hazard Description An electromagnetic pulse (EMP) is an intense burst of electromagnetic
energy that affects communications.
Possible Effects Limited access by first responders / Danger to Public Safety / Public
Messaging
11 HIRA Total Risk Score 1 13 - VERY LOW
Immediate Actions (IA)
Municipal Actions Municipal first responders report on Cl impacts. Municipality may
consider EOC activation. Info REMC.
REMC Actions Monitoring
The following actions may/may not occur; lead agency's procedures take precedence.
11 Incident Command Structure I Suggested Agencies I Possible Actions I Remarks
Command: Incident Commander is
responsible for all incidents or event
activities and provides the authority for
the execution of the Incident Action
Plan. The IC is also responsible for
Safety, Communications and Liaison
activities and may delegate these roles
as the IC see fit.
Operations: Responsible for directing
the tactical actions to meet incident
objectives.
Planning: Responsible for the
collection, evaluation, and display of
incident information, maintaining status
of resources, and preparing the Incident
Action Plan and incident -related
documentation.
Logistics: Responsible for providing
adequate services and support to meet
all incident or event needs.
Finance/Admin: Responsible for
keeping track of incident -related costs,
personnel, and equipment records, and
administering procurement contracts
associated with the incident or event.
• SJ Fire Dept.
0 Issue public
0 Identify
• SJ Police Force
warnings with pre-
resources
• Ambulance NB
determined
required
• Saint John
messages
0 Identify
Energy
0 Use of emergency
resources at
• City Public Works
notification system
hand
and
or other
0 Identify
Transportation
communication
resources
• Information
methods (if
lacking
Technology Dept.
applicable)
0 Mutual Aid
• Liaison
request
• Shut down electrical
• Assess Regional
equipment
Assistance
• Assess
Provincial
Assistance
• Assess National
Assistance
Additional Instructions: All ICS Forms
Page 32 of 72
SAINT JOHN EMERGENCY RESPONSE PLAN
Page 33 of 72
205
2.6.12 ENGINEERING FAILURE
Hazard Description
Engineering hazards occur when structures used by people fail.
Possible Effects
Limited access by first responders / Danger to Public Safety /Public
Messaging
HIRA Total Risk Score
64 -MEDIUM
Immediate Actions (IA)
Municipal Actions
Municipal first responders report on Cl impacts. Municipality may
consider EOC activation. Info REMC.
REMC Actions
Monitoring
The following actions may/may not occur; lead agency's procedures take precedence.
Incident Command Structure
Suggested Agencies
Possible Actions
Remarks
Command: Incident Commander is
SJ Fire Dept.
Issue public
Identify
responsible for all incidents or event
SJ Police Force
warnings with pre-
resources
activities and provides the authority for
• Ambulance NB
determined
required
the execution of the Incident Action
Saint John
messages
Identify
Plan. The IC is also responsible for
Safety, Communications and Liaison
Energy
Use of emergency
resources at
activities and may delegate these roles
TES
notification system
hand
as the IC see fit.
Technical
(if applicable)
Identify
Inspection
Liaison
resources
Operations: Responsible for directing
SAINT JOHN EMERGENCY RESPONSE PLAN
Page 34 of 72
206
2.6.13 EROSION
Hazard Description
Erosion is the physical process by which shorelines and/or roads are altered.
Possible Effects
Evacuations /Jurisdictional Issues /losses to local economy /Limited access
by First Responders
HIRA Total Risk Score
44 -LOW
Immediate Actions (IA)
Municipal Actions
Municipal first responders report on Cl impacts. Municipality may consider
EOC activation. Info REMC.
REMC Actions
Monitoring
The following actions may/may not occur; lead agency's procedures take precedence.
Incident Command Structure
Suggested Agencies
Possible Actions
Remarks
Command: Incident Commander is
SJ Fire Dept.
Issue public
Identify
responsible for all incidents or event
SJ Police Force
warnings with pre-
resources
activities and provides the authority
• Ambulance NB
determined
required
for the execution of the Incident
Action Plan. The IC is also
Saint John Energy
messages
Identify
responsible for Safety,
Enbridge Gas
Use of emergency
resources at
Communications and Liaison
TES
notification system
hand
activities and may delegate these
Environment
(if applicable)
Identify
roles as the IC see fit.
Emergency Social
Services (ESS)
Possible
Evacuations
resources
lacking
Operations: Responsible for
directing the tactical actions to meet
Red Cross
Be prepared to open
Mutual Aid
incident objectives.
warming centres or
request
reception centres
Assess Regional
Assistance
Planning: Responsible for the
collection, evaluation, and display of
• Assess
incident information, maintaining
status of resources, and preparing
Provincial
the Incident Action Plan and
Assistance
incident -related documentation.
Assess National
Assistance
Logistics: Responsible for
providing adequate services and
support to meet all incident or event
needs.
Finance/Admin: Responsible for
keeping track of incident -related
costs, personnel, and equipment
records, and administering
procurement contracts associated
with the incident or event.
Additional Instructions:
http://www.icscanada.ca/en/Forms.html
SAINT JOHN EMERGENCY RESPONSE PLAN
Page 35 of 72
207
2.6.14 EXPLOSION
Hazard Description
A violent and destructive shattering or blowing apart of something as is
caused by a bomb detonation, gas explosion or industrial accident.
Possible Effects
Danger to Public Safety
HIRA Total Risk Score
105 -
Immediate Actions (IA)
Municipal Actions
Municipal first responders report on Cl impacts. Municipality may
consider EOC activation. Info REMC.
REMC Actions
Monitoring
The following actions may/may not occur; lead agency's procedures take precedence.
Incident Command Structure
Suggested
Agencies
possible Actions
Remarks
Command: Incident Commander is
SJ Fire Dept.
Issue public
Identify
responsible for all incidents or event
SJ Police Force
warnings with pre-
resources
activities and provides the authority for
• Ambulance NB
determined
required
the execution of the Incident Action
CANUTEC
messages (if
Identify
Plan. The IC is also responsible for
Safety, Communications and Liaison
Emergency
applicable)
resources at
activities and may delegate these roles
Social Services
Use of Emergency
hand
as the IC see fit.
(ESS)
Alert (if applicable)
Identify
• Red Cross
Possible
resources
Operations: Responsible for directing
Evacuations
SAINT JOHN EMERGENCY RESPONSE PLAN
Page 36 of 72
208
2.6.15 FLASH FLOOD
Hazard Description
A sudden and destructive rush of water caused by heavy rainfall.
Losses to local economy /Limited access by First Responders /
Possible Effects
Jurisdictional Issues /International Implications / Danger to Public Safety /
Casualties
HIRA Total Risk Score
72 -MODERATE
Immediate Actions (IA)
Municipal Actions
Municipal first responders report on Cl impacts. Municipality may consider
EOC activation. Info REMC.
REMC Actions
Monitoring
The following actions may/may not occur; lead agency's procedures take precedence.
Incident Command Structure
Suggested Agencies
Possible Actions
Remarks
Command: Incident Commander is
SJ Fire Dept.
Issue public
Identify
responsible for all incidents or event
SJ Police Force
warnings with pre-
resources
activities and provides the authority
• Ambulance NB
determined
required
for the execution of the Incident
Action Plan. The IC is also
Saint John Energy
messages (if
Identify
responsible for Safety,
TES
applicable)
resources at
Communications and Liaison
Education
Use of Emergency
hand
activities and may delegate these
Horizon Health
Alert (if applicable)
Identify
roles as the IC see fit.
Emergency Social
Services (ESS)
Possible
Evacuations
resources
lacking
Operations: Responsible for
directing the tactical actions to meet
Red Cross
Be prepared to open
Mutual Aid
incident objectives.
warming centres or
request
reception centres
Assess Regional
Assistance
Planning: Responsible for the
collection, evaluation, and display of
• Assess
incident information, maintaining
status of resources, and preparing
Provincial
the Incident Action Plan and
Assistance
incident -related documentation.
Assess National
Assistance
Logistics: Responsible for
providing adequate services and
support to meet all incident or event
needs.
Finance/Admin: Responsible for
keeping track of incident -related
costs, personnel, and equipment
records, and administering
procurement contracts associated
with the incident or event.
SAINT JOHN EMERGENCY RESPONSE PLAN
Page 37 of 72
209
2.6.16 FLOOD
Hazard Description
The accumulation of water beyond its normal confines such as a lake, or over land.
Possible Effects
Losses to local economy /Limited access by First Responders /Jurisdictional Issues
/International Implications / Danger to Public Safety /Casualties
HIRA Total Risk Score
64 -MODERATE
Immediate Actions (IA)
Municipal Actions
Municipal first responders report on Cl impacts. Municipality may consider EOC
activation. Info REMC.
REMC Actions
Monitoring
The following actions may/may not occur; lead agency's procedures take precedence.
Incident Command Structure
Suggested
Possible Actions
Remarks
Agencies
Command: Incident Commander is
SJ Fire Dept.
Issue public warnings
Identify
responsible for all incidents or event
SJ Police Force
with pre -determined
resources
activities and provides the authority for
Ambulance NB
messages (if
required
the execution of the Incident Action
Saint John
applicable)
Identify
Plan. The IC is also responsible for
Safety, Communications and Liaison
Energy
Use of emergency
resources at
activities and may delegate these roles
TES
notification (if
hand
as the IC see fit.
Education
applicable)
Identify
• Horizon Health
Possible evacuations
resources
Operations: Responsible for directing
the tactical actions to meet incident
Emergency
Be prepared to open
lacking
objectives.
Social Services
warming centres or
Mutual Aid
(ESS)
Red Cross
reception centres
request
Assess
Planning: Responsible for the
collection, evaluation, and display of
Regional
incident information, maintaining status
Assistance
of resources, and preparing the Incident
Action Plan and incident -related
Assess
documentation.
Provincial
Assistance
Assess
Logistics: Responsible for providing
adequate services and support to meet
National
all incident or event needs.
Assistance
Finance/Admin: Responsible for
keeping track of incident -related costs,
personnel, and equipment records, and
administering procurement contracts
associated with the incident or event.
Additional Instructions: Precipitation over the next 72 hours. http://www.cocorahs.org/Canada.aspx
Real-time water levels from hydrometric water stations.
http://wateroffice.ec.gc.ca/gooqle map/gooqle map e.html?searchBy=p&province=NB&doSearch=Go
SAINT JOHN EMERGENCY RESPONSE PLAN
Page 38 of 72
210
2.6.17 FOREST FIRE
Hazard Description
An uncontrolled fire occurring in nature.
Possible Effects
Losses to local economy /Limited access by First Responders /Jurisdictional Issues
/International Implications / Danger to Public Safety /Casualties
HIRA Total Risk Score
52 -LOW
Immediate Actions (IA)
Municipal Actions
Municipal first responders report on Cl impacts. Municipality may consider EOC
activation. Info REMC.
REMC Actions
Monitoring
The following actions may/may not occur; lead agency's procedures take precedence.
Incident Command
Suggested Agencies
Possible Actions
Remarks
Structure
Command: Incident
SJ Fire Dept.
Issue public
Identify resources
Commander is responsible for
SJ Police Force
warnings with pre-
required
all incidents or event activities
* Ambulance NB
determined
Identify resources at
and provides the authority for
the execution of the Incident
Saint John Energy
messages (if
hand
Action Plan. The IC is also
TES
applicable)
Identify resources
responsible for Safety,
Education
Use of emergency
lacking
Communications and Liaison
Horizon Health
notification (if
Mutual Aid request
activities and may delegate
Emera Pipeline
applicable)
Assess Regional
these roles as the IC see fit.
• Irving Oil
Possible evacuations
Assistance
DERD
Be prepared to open
Assess Provincial
Operations: Responsible for
directing the tactical actions to
DELG
warming centres or
Assistance
meet incident objectives.
reception centres
Assess National
Assistance
Planning: Responsible for the
collection, evaluation, and
display of incident information,
maintaining status of
resources, and preparing the
Incident Action Plan and
incident -related
documentation.
Logistics: Responsible for
providing adequate services
and support to meet all
incident or event needs.
Finance/Admin: Responsible
for keeping track of incident -
related costs, personnel, and
equipment records, and
administering procurement
contracts associated with the
incident or event.
SAINT JOHN EMERGENCY RESPONSE PLAN
Additional Instructions:
All ICS Forms: http://www.icscanada.ca/en/Forms.htmi
Forest Fire
• http://weather.gc.ca/ensemble/naefs/produits e.html
• If an actual fire has broken out, is short-term forecasting tools like www.spotwx.com to get a
detailed view of various weather parameters over time
• If dealing with smoke from a nearby fire, the HYSPLT model can be used to give a first guess of
where the smoke will go
• http://ready.arl.noaa.gov/hypub-bin/traitype.pl
1) Select one starting location
2) Select Ensemble for type of trajectory
3) For meteorology select NAM CONUS
4) Enter coordinates of the fire
5) Select the latest model run
6) Under display option select Google Earth
7) Click Request Trajectory
• Public Site: http://weather.gc.ca/firework/index_e.htmI
• For a more complete set of products: http://collaboration.cmc.ec.gc.ca/cmc/air/firework/
1) username = ****** password = *******
2) Smoke may also be confirmed using visible satellite imagery
Page 39 of 72
SAINT JOHN EMERGENCY RESPONSE PLAN
Page 40 of 72
212
2.6.18 FUEL SHORTAGE
Hazard Description
A lack of combustible materials such as wood, coal, gas, oil, and
Losses to local economy /Limited access by First Responders /
Possible Effects
Jurisdictional Issues /International Implications / Danger to Public Safety
/ Casualties
HIRA Total Risk Score
24 -VERY LOW
Immediate Actions (IA)
Municipal Actions
Municipal first responders report on Cl impacts. Municipality may
consider EOC activation. Info REMC.
REMC Actions
Monitoring
The following actions may/may not occur; lead agency's procedures take precedence.
Incident Command Structure
Suggested
possible Actions
Remarks
Agencies
Command: Incident Commander is
TES
Issue public
Identify resources
responsible for all incidents or event
Carrier
warnings with pre-
required
activities and provides the authority for
Emerg-
determined
Identify resources at
the execution of the Incident Action
ency
messages (if
hand
Plan. The IC is also responsible for
Safety, Communications and Liaison
Social
applicable)
Identify resources
activities and may delegate these roles
Services
Use of emergency
lacking
as the IC see fit.
(ESS)
notification (if
Mutual Aid request
• Red Cross
applicable)
Assess Regional
Operations: Responsible for directing
Possible
Assistance
the tactical actions to meet incident
objectives.
evacuations
Assess Provincial
• Be prepared to open
warming centres or
Assistance
Assess National
Planning: Responsible for the
collection, evaluation, and display of
reception centres
Assistance
incident information, maintaining status
of resources, and preparing the Incident
Action Plan and incident -related
documentation.
Logistics: Responsible for providing
adequate services and support to meet
all incident or event needs.
Finance/Admin: Responsible for
keeping track of incident -related costs,
personnel, and equipment records, and
administering procurement contracts
associated with the incident or event.
Additional Instructions: All ICS Forms
SAINT JOHN EMERGENCY RESPONSE PLAN
2.6.19 HAZARDOUS MATERIALS
Hazard Description
Any substance or material that could adversely
affect the safety of the
public, handlers, or carriers.
Losses to local economy / Limited access by First Responders /
Possible Effects
Jurisdictional Issues / International Implications
/ Danger to Public Safety
/ Casualties
HIRA Total Risk Score
102 - HIGH
Immediate Actions (IA)
Municipal Actions
Municipal first responders report on Cl impacts.
Municipality may
consider EOC activation. Info REMC.
REMC Actions
Monitoring
The following actions may/may not occur; lead agency's procedures take precedence.
Incident Command Structure
Suggested
Agencies
Possible Actions
Remarks
Command: Incident Commander is
0 SJ Fire Dept.
Issue public
0
Identify resources
responsible for all incidents or event
SJ Police
warnings with
required
activities and provides the authority for
•
Identify resources at
the execution of the Incident Action
Force
pre -determined
hand
Plan. The IC is also responsible for
Safety, Communications and Liaison
0Ambulance
messages (if
0
Identify resources
activities and may delegate these roles
NB
applicable)
lacking
as the IC see fit.
TES
Use of
Mutual Aid request
0 Carrier
emergency
•
Assess Regional
Operations: Responsible for directing
the tactical actions to meet incident
Assistance
objectives.
0 CANUTEC
notification (if
0 DELG
applicable)
•
Assess Provincial
Planning: Responsible for the
Assistance
collection, evaluation, and display of
0 Fire Marshal
Possible
incident information, maintaining status
evacuations
•
Assess National
of resources, and preparing the Incident
Assistance
Action Plan and incident -related
Be prepared to
documentation.
open warming
centres or
Logistics: Responsible for providing
adequate services and support to meet
reception centres
all incident or event needs.
• Liaison with
Finance/Admin: Responsible for
keeping track of incident -related costs,
carrier
personnel, and equipment records, and
administering procurement contracts
associated with the incident or event.
Additional Instructions
All ICS Forms
Page 41 of 72
SAINT JOHN EMERGENCY RESPONSE PLAN
Chemical spill (water or land)
Check radar for precipitation
Check current temperature
• Check current short-term predictions for sudden changes in temperature or wind
www.Spotwx.com
Hazardous Material Release (airborne)
Check radar for precipitation
Check current temperature
Check current short-term predictions for sudden changes in temperature or wind www.Spotwx.com
The HYSPLT model can be used to give a first guess of where the material will go
http://ready.arl.noaa..qov/hypub-bin/traitype.pl
1) Select one starting location
2) Select Ensemble for type of trajectory
3) For meteorology select NAM CONUS
4) Enter coordinates of the release
5) Select the latest model run
6) Under display option select Google Earth
7) Click Request Trajectory
Page 42 of 72
SAINT JOHN EMERGENCY RESPONSE PLAN
Page 43 of 72
215
2.6.20 HEAT WAVE
Hazard Description
Heat which is considered extreme and unusual in the area of which it occurs.
Possible Effects
Losses to local economy /Limited access by First Responders /Jurisdictional
Issues /International Implications / Danger to Public Safety /Casualties
HIRA Total Risk Score
42 -LOW
Immediate Actions (IA)
Municipal Actions
Municipal first responders report on CI impacts. Municipality may consider EOC
activation. Info REMC.
REMC Actions
Monitoring
The following actions may/may not occur; lead agency's procedures take precedence.
Suggested
Possible Actions
Remarks
Incident Command Structure
Agencies
Command: Incident Commander is
SJ Fire Dept.
Issue public
Identify resources
responsible for all incidents or event
SJ Police Force
warnings with
required
activities and provides the authority for
TES
pre -determined
Identify resources at
the execution of the Incident Action
Ambulance NB
messages (if
hand
Plan. The IC is also responsible for
Safety, Communications and Liaison
TES
applicable)
Identify resources
activities and may delegate these roles
Horizon Health
Use of
lacking
as the IC see fit.
Emergency
emergency
Mutual Aid request
Social Services
notification if
Assess Regional
Operations: Responsible for directing
the tactical actions to meet incident
(ESS)
applicable)
Assistance
objectives.
Red Cross
Possible
Assess Provincial
• SJ Energy
evacuations
Be prepared to
Assistance
Assess National
Planning: Responsible for the
collection, evaluation, and display of
open warming
Assistance
incident information, maintaining status
centres or
of resources, and preparing the Incident
reception
Action Plan and incident -related
documentation.
centres
Logistics: Responsible for providing
adequate services and support to meet
all incident or event needs.
Finance/Admin: Responsible for
keeping track of incident -related costs,
personnel, and equipment records, and
administering procurement contracts
associated with the incident or event.
Additional Instructions:
All ICS Forms
SAINT JOHN EMERGENCY RESPONSE PLAN
Page 44 of 72
216
2.6.21 HURRICANE / POST -TROPICAL STORM /TORNADO
Hazard Description
Extreme high windstorm systems with speeds between 80 km/h and 480
km/h.
Losses to local economy /Limited access by First Responders /
Possible Effects
Jurisdictional Issues /International Implications / Danger to Public Safety /
Casualties
HIRA Total Risk Score
65 -MODERATE
Immediate Actions (IA)
Municipal Actions
Municipal first responders report on CI impacts. Municipality may consider
EOC activation. Info REMC.
REMC Actions
Monitoring
The following actions may/may not occur; lead agency's procedures take precedence.
Incident Command Structure
Suggested
possible Actions
Remarks
Agencies
Command: Incident Commander is
SJ Fire Dept.
Issue public
Identify resources
responsible for all incidents or event
SJ Police Force
warnings with
required
activities and provides the authority for
• Identify resources at
the execution of the Incident Action
Public Works and
pre -determined
hand
Plan. The IC is also responsible for
Safety, Communications and Liaison
Transportation
messages (if
Identify resources
activities and may delegate these roles
Saint John
applicable)
lacking
as the IC see fit.
Energy
Ambulance NB
• Use of
emergency
Mutual Aid request
Assess Local
Operations: Responsible for directing
the tactical actions to meet incident
Assistance
objectives.
Horizon Health
notification (if
Emergency
applicable)
Assess Regional
Planning: Responsible for the
Assistance
collection, evaluation, and display of
Social Services
• Possible
incident information, maintaining
(ESS)
evacuations
Assess Provincial
status of resources, and preparing the
Assistance
Incident Action Plan and incident-
Red Cross
Be prepared to
related documentation.
Assess National
open warming
centres or
Assistance
Logistics: Responsible for providing
adequate services and support to
reception
meet all incident or event needs.
centres
Finance/Admin: Responsible for
keeping track of incident -related costs,
Coordinate
personnel, and equipment records,
power
and administering procurement
contracts associated with the incident
restoration
or event.
Additional Instructions
SAINT JOHN EMERGENCY RESPONSE PLAN
All ICS Forms
• The Canadian Hurricane Center (CHC) will provide the best information on how an approaching
tropical cyclone may affect Canada www.hurricanes.ca
• Latest hurricane bulletins if CHC website has not been updated
http://kamala.cod.edu/offs/CWHX/wocn31.chunk.htmI
• The National Hurricane Center in Miami also has lots if information on tropical cyclones including
forecasts, probability maps and reference information. http://www.nhc.noaa.clov/
• Sea Surface Temperature (SST) anomaly map shows difference in water temperature compared
to average in the Atlantic http://www.nhc.noaa.gov/tafb/atl anom.gif
• Website showing the range of storm tracks http://derecho.math.uwm.edu/models/
Page 45 of 72
SAINT JOHN EMERGENCY RESPONSE PLAN
Page 46 of 72
218
2.6.22 MASS GATHERING
Hazard Description
A public event which gathers more than 500 persons indoors or outdoors.
Losses to local economy /Limited access by First Responders /
Possible Effects
Jurisdictional Issues /International Implications / Danger to Public Safety /
Casualties
HIRA Total Risk Score
42 -LOW
Immediate Actions (IA)
Municipal Actions
Municipal first responders report on Cl impacts. Municipality may consider
EOC activation. Info REMC.
REMC Actions
Monitoring
The following actions may/may not occur; lead agency's procedures take precedence.
Incident Command Structure
Suggested Agencies
Possible Actions
Remarks
Command: Incident Commander is
SJ Police Force
Issue public
Identify resources
responsible for all incidents or event
public Works and
warnings with
required
activities and provides the authority for
Transportation
pre -determined
Identify resources at
the execution of the Incident Action
Ambulance NB
messages (if
hand
Plan. The IC is also responsible for
Safety, Communications and Liaison
SJ Fire Dept
applicable)
Identify resources
activities and may delegate these roles
Red Cross
Use of
lacking
as the IC see fit.
Horizon Health
emergency
Mutual Aid request
notification (if
applicable)
Assess Local
Assistance
Operations: Responsible for directing
the tactical actions to meet incident
objectives.
Possible
Assess Regional
evacuations
Be prepared to
Assistance
Assess Provincial
Planning: Responsible for the
collection, evaluation, and display of
open warming
Assistance
incident information, maintaining status
centres or
• Assess National
of resources, and preparing the
reception
Assistance
Incident Action Plan and incident -
related documentation.
centres
• Be prepared for
on -site mass
Logistics: Responsible for providing
adequate services and support to meet
decontami-
all incident or event needs.
nation
Be prepared for
Finance/Admin: Responsible for
keeping track of incident -related costs,
mass casualties
personnel, and equipment records,
and administering procurement
contracts associated with the incident
or event.
SAINT JOHN EMERGENCY RESPONSE PLAN
Page 47 of 72
219
2.6.23 POTABLE WATER
Hazard Description
Water system that serves a major residential development becomes
compromised.
Possible Effects
Limited access by First Responders / Danger to Public Safety /Casualties
HIRA Total Risk Score
60 -LOW
Immediate Actions (IA)
Municipal Actions
Municipal first responders report on Cl impacts. Municipality may consider
EOC activation. Info REMC.
REMC Actions
Monitoring
The following actions may/may not occur; lead agency's procedures take precedence.
Incident Command Structure
Suggested Agencies
Possible Actions
Remarks
Command: Incident Commander is
SJ Water
Issue public
Identify resources
responsible for all incidents or event
Horizon Health
warnings with
required
activities and provides the authority for
SJ Fire Dept.
pre -determined
Identify resources at
the execution of the Incident Action
SJ Police Force
messages (if
hand
Plan. The IC is also responsible for
Safety, Communications and Liaison
Ambulance NB
applicable)
Identify resources
activities and may delegate these roles
Red Cross
Use of
lacking
as the IC see fit.
Emergency Social
emergency
Mutual Aid request
Services (ESS)
notification if
Assess Local
Operations: Responsible for directing
the tactical actions to meet incident
Public Works and
applicable)
Assistance
objectives.
Transportation
Possible
Assess Regional
evacuations
Be prepared to
Assistance
Assess Provincial
Planning: Responsible for the
collection, evaluation, and display of
secure,
Assistance
incident information, maintaining
organize, and
Assess National
status of resources, and preparing the
deliver large
Assistance.
Incident Action Plan and incident -
related documentation.
quantities of
potable water.
Logistics: Responsible for providing
adequate services and support to
meet all incident or event needs.
Finance: Responsible for keeping
track of incident -related costs,
personnel, and equipment records,
and administering procurement
contracts associated with the incident
or event.
SAINT JOHN EMERGENCY RESPONSE PLAN
2.6.24 POWER OUTAGE
Hazard Description
An interruption of normal sources of electrical power.
Possible Effects
Losses to local economy / Danger to Public Safety / Casualties/ Civil
disorder/ Public safety messaging
HIRA Total Risk Score
64 - MODERATE
Immediate Actions (IA)
Municipal Actions
Municipal first responders report on Cl impacts. Municipality may
consider EOC activation. Info REMC.
REMC Actions
Monitoring
The following actions may/may not occur; lead agency's procedures take precedence.
Incident Command Structure
Suggested
Agencies
Possible Actions
Remarks
Command: Incident Commander is
0 SJ Energy
Issue public
0 Identify
responsible for all incidents or event
0 Public Works
warnings with pre-
resources
activities and provides the authority for
and
determined
required
the execution of the Incident Action Plan.
Transportation
messages (if
Identify
The IC is also responsible for Safety,
Communications and Liaison activities
0 SJ Fire Dept
applicable)
resources at
and may delegate these roles as the IC
0 SJ Police Force
0 Use of emergency
hand
see fit.
• Ambulance NB
notification system
0 Identify
' Horizon Health
(if applicable)
resources
Operations: Responsible for directing the
tactical actions to meet incident
Emergency
0Possible
lacking
objectives.
Social Services
evacuations
0 Mutual Aid
(ESS)
0 Red Cross
0 Be prepared to
open warming
request
• Assess Local
Planning: Responsible for the collection,
evaluation, and display of incident
centres or reception
Assistance
information, maintaining status of
centres
• Assess
resources, and preparing the Incident
Coordinate power
Regional
Action Plan and incident -related
documentation.
restoration
Assistance
• Assess
Provincial
Logistics: Responsible for providing
adequate services and support to meet all
Assistance
incident or event needs.
• Assess National
Assistance
Finance/Admin: Responsible for keeping
track of incident -related costs, personnel,
and equipment records, and
administering procurement contracts
associated with the incident or event.
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SAINT JOHN EMERGENCY RESPONSE PLAN
Page 49 of 72
221
2.6.25 RAIL
Hazard Description
A derailment that can result in substantial loss of life or risk to the
environment.
Possible Effects
Danger to Public Health /Casualties /Deaths /Evacuation /Limited
access by First Responders
/Jurisdictional issues
HIRA Total Risk Score
64 -MODERATE
Immediate Actions (IA)
Municipal Actions
Municipal first responders report on CI impacts. Municipality may
consider EOC activation.
Info REMC.
REMC Actions
Monitoring
The following actions may/may not occur; lead agency's procedures take precedence.
Incident Command Structure
Suggested
Agencies
possible Actions
Remarks
Command: Incident Commander is
SJ Fire Dept.
Issue public
Identify
responsible for all incidents or event
SJ Police
warnings with pre-
resources
activities and provides the authority for the
Force
determined
required
execution of the Incident Action Plan. The
Ambulance NB
messages (if
Identify
IC is also responsible for Safety,
Communications and Liaison activities and
Horizon Health
applicable)
resources at
may delegate these roles as the IC see fit.
Emergency
Use of emergency
hand
Social
Services (ESS)
notification system
(if applicable)
Identify
resources
Operations: Responsible for directing the
tactical actions to meet incident objectives.
Red Cross
Possible
lacking
Public Works
evacuations
Mutual Aid
Planning: Responsible for the collection,
evaluation, and display of incident
and
Be prepared to open
request
information, maintaining status of
Transportation
warming centres or
Assess Local
resources, and preparing the Incident
NB Southern
reception centres
Assistance
Action Plan and incident -related
Railway
prepared
Be for
Assess Regional
documentation.
• RST
mass containment
Assistance
Assess
Logistics: Responsible for providing
adequate services and support to meet all
Provincial
incident or event needs.
Assistance
Assess National
Finance/Admin: Responsible for keeping
track of incident -related costs, personnel,
Assistance
and equipment records, and administering
procurement contracts associated with the
incident or event.
Additional Instructions
Emergency Response Guide through Transport Canada: tc.canada.ca
Canutec online contact information: 1-888-CANUTEC (226-8832)
SAINT JOHN EMERGENCY RESPONSE PLAN
2.6.26 THUNDERSTORM
Hazard Description
A system which produces violent hail, lighting, high winds, flash
floods and/or floods.
Possible Effects
Losses to local economy / limited access by First Responders /
Jurisdictional Issues / Danger to Public Safety / Casualties
HIRA Total Risk Score
66 - MODERATE
Immediate Actions (IA)
Municipal Actions
Municipal first responders report on Cl impacts. Municipality may
consider EOC activation. Info REMC.
REMC Actions
Monitoring
The following actions may/may not occur; lead agency's procedures take precedence.
Incident Command Structure
Suggested
Agencies
possible Actions
Remarks
Command: Incident Commander is
0 SJ Fire Dept.
Issue public
0 Identify
responsible for all incidents or event
0 SJ Police
warnings with pre-
resources
activities and provides the authority for the
Force
determined
required
execution of the Incident Action Plan. The IC
• Ambulance
messages (if
0 Identify
is also responsible for Safety,
Communications and Liaison activities and
NB
applicable)
resources at
may delegate these roles as the IC see fit.
0 Saint John
Use of emergency
hand
Energy
. TES
notification (if
applicable)
0 Identify
resources
Operations: Responsible for directing the
tactical actions to meet incident objectives.
Emergency
g y
• Possible
lacking
Social
evacuations
0 Mutual Aid
Planning: Responsible for the collection,
evaluation, and display of incident
Services
Be prepared to open
request
information, maintaining status of resources,
(ESS)
warming centres or
• Assess Local
and preparing the Incident Action Plan and
. Red Cross
reception centres
Assistance
incident -related documentation.
• Horizon
0 Assess Regional
Health
Assistance
Logistics: Responsible for providing
adequate services and support to meet all
0 SJ Water
• Assess
incident or event needs.
Provincial
Assistance
Assess National
Finance/Admin: Responsible for keeping
track of incident -related costs, personnel,
and equipment records, and administering
Assistance
procurement contracts associated with the
incident or event.
Additional Instructions:
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SAINT JOHN EMERGENCY RESPONSE PLAN
2.6.27 TIDAL SURGE
Hazard Description An abnormal rise of water generated by a storm, over and above
the predicted astronomical tides
Losses to local economy / limited access by First Responders /
Possible Effects Jurisdictional Issues / International Implications / Danger to Public
Safety / Casualties
HI RA Total Risk Score 70 - MODERATE
Immediate Actions (IA)
Municipal Actions Municipal first responders report on CI impacts. Municipality may
consider EOC activation. Info REMC.
REM Actions Monitoring
The following actions may/may not occur; lead agency's procedures take precedence.
Incident Command Structure
Command: Incident Commander is
responsible for all incidents or event activities
and provides the authority for the execution
of the Incident Action Plan. The IC is also
responsible for Safety, Communications and
Liaison activities and may delegate these
roles as the IC see fit.
Operations: Responsible for directing the •
tactical actions to meet incident objectives.
Planning: Responsible for the collection, •
evaluation, and display of incident
information, maintaining status of resources,
and preparing the Incident Action Plan and
incident -related documentation.
Logistics: Responsible for providing
adequate services and support to meet all
incident or event needs.
Finance/Admin: Responsible for keeping •
track of incident -related costs, personnel,
and equipment records, and administering
procurement contracts associated with the •
incident or event.
11 Additional Instructions:
Suggested
Agencies
SJ Fire Dept
SJ Police
Force
Ambulance
NB
Saint John
Energy
Public Works
and
Transportation
Emergency
Social
Services
(ESS)
Red Cross
Horizon
Health
DELG
Canadian
Coast Guard
•
•
Possible Actions
Issue public
warnings with pre-
determined
messages (if
applicable)
Use of emergency
notification (if
applicable)
Possible
evacuations
Be prepared to
open warming
centres or
reception centres
Remarks
• Identify
resources
required
• Identify
resources at
hand
• Identify
resources
lacking
• Mutual Aid
request
• Assess Regional
Assistance
• Assess
Provincial
Assistance
• Assess National
Assistance
Page 51 of 72
SAINT JOHN EMERGENCY RESPONSE PLAN
Storm Surge
o To assess the risk of storm surge you will need tide information (times and magnitudes), storm
surge modeling and wave modeling
o Tides can be obtained at the Canadian Hydrographic Services Website
o Storm surge estimate will be obtained through Environment Canada warnings or more
detailed modelling provided is special briefing packages
o Check the Environment Canada Wave Model to see if there are any large waves approaching
the time of peak water level
o Use the tide times and the storm surge model to find the predicted peak water level (consider
wave setup) — this will be the water level from chart datum
Total Water Level (CD) = (Tide) + (Predicted Storm Surge) + (Wave Setup)
o Optional: In some cases, you may want to convert the predicted water level relative to chart
datum to the water level relative to CGVD28 which is the reference level for heights in
Canada.
Page 52 of 72
SAINT JOHN EMERGENCY RESPONSE PLAN
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225
2.6.28 TRANSPORTATION
Hazard Description
Anything which prevents materials and users from reaching their
intended destination.
Losses to local economy /limited access by First Responders /
Possible Effects
Jurisdictional Issues /International Implications / Danger to Public Safety
/ Casualties
HIRA Total Risk Score
65 -MODERATE
Immediate Actions (IA)
Municipal Actions
Municipal first responders report on Cl impacts. Municipality may
consider EOC activation. Info REMC.
REM Actions
Monitoring
The following actions may/may not occur; lead agency's procedures take precedence.
Incident Command Structure
Suggested
Agencies
possible Actions
Remarks
Command: Incident Commander is
SJ Fire Dept.
Issue public
Identify resources
responsible for all incidents or event
SJ Police Force
warnings with pre-
required
activities and provides the authority for
Ambulance NB
determined
Identify resources
the execution of the Incident Action
Saint John
messages (if
at hand
Plan. The IC is also responsible for
Safety, Communications and Liaison
Energy
applicable)
Identify resources
activities and may delegate these roles
Public Works
Use of emergency
lacking
as the IC see fit.
and
notification system
Mutual Aid
Transportation
(if applicable)
request
Operations: Responsible for directing
Gateway
Possible
Assess Regional
the tactical actions to meet incident
objectives.
(Highway hwaY
evacuations
Assistance
maintenance)
DTI
Be prepared to open
warming centres or
Assess Provincial
Assistance
Planning: Responsible for the
collection, evaluation, and display of
reception centres
Assess National
incident information, maintaining status
Liaison with carrier
Assistance
of resources, and preparing the Incident
Action Plan and incident -related
documentation.
Logistics: Responsible for providing
adequate services and support to meet
all incident or event needs.
Finance/Admin: Responsible for
keeping track of incident -related costs,
personnel, and equipment records, and
administering procurement contracts
associated with the incident or event.
Additional Instructions: All ICS Forms
SAINT JOHN EMERGENCY RESPONSE PLAN
2.6.29 STRUCTURE FIRE
Hazard Description A fire involving buildings or structures within a municipality.
Losses to local economy / limited access by First Responders /
Possible Effects Jurisdictional Issues / International Implications / Danger to Public Safety11 /
Casualties
HIRA Total Risk Score 102 -HIGH
Immediate Actions (IA)
Municipal Actions Municipal first responders report on CI impacts. Municipality may consider
EOC activation. Info REMC.
REM Actions Monitoring
The following actions may/may not occur; lead agency's procedures take precedence.
Incident Command Structure Suggested Possible Actions Remarks
Agencies
Command: Incident Commander is
0 SJ Fire Dept.
Issue public
0 Identify resources
responsible for all incidents or event
SJ Police
warnings with pre-
required
required
activities and provides the authority
Identify resources at
for the execution of the Incident
Force
determined
hand
Action Plan. The IC is also
responsible for Safety,
• Ambulance
messages (if
0 Identify resources
Communications and Liaison activities
NB
applicable)
lacking
and may delegate these roles as the
Saint John
Use of emergency
Mutual Aid request
IC see fit.
Energy
notification system
• Assess Regional
Assistance
Operations: Responsible for directing
the tactical actions to meet incident
0 Enbridge Gas
(if applicable)
objectives.
Public Works
0 Possible
• Assess Provincial
and Transpor-
Evacuations
Assistance
Planning: Responsible for the
collection, evaluation, and display of
tation
Be prepared to open
• Assess National
incident information, maintaining
Assistance
status of resources, and preparing the
p p g
Horizon
warming centres or
g
Incident Action Plan and incident-
Health
reception centres
related documentation.
• Emergency
Logistics: Responsible for providing
adequate services and support to
Social
meet all incident or event needs.
Services
(ESS)
Finance/Admin: Responsible for
keeping track of incident -related
• Red Cross
costs, personnel, and equipment
records, and administering
0 Fire Marshal
procurement contracts associated
with the incident or event.
Additional Instructions: All ICS Forms
Page 54 of 72
SAINT JOHN EMERGENCY RESPONSE PLAN
2.6.30 WASTE DISPOSAL
Hazard Description
Removing and destroying or storing damaged, unwanted domestic,
agricultural/industrial products and substances.
Losses to local economy / limited access by First Responders /
Possible Effects
Jurisdictional Issues / International Implications / Danger to Public Safety /
Casualties
HIRA Total Risk Score
8 — VERY LOW
Immediate Actions (IA)
Municipal Actions
Municipal first responders report on Cl impacts. Municipality may consider
EOC activation. Info REMC.
REMC Actions
Monitoring
The following actions may/may not occur; lead agency's procedures take precedence.
Incident Command Structure
Suggested Agencies
Possible Actions
Remarks
Command: Incident Commander is
0 SJ Fire Dept.
Issue public
0 Identify resources
responsible for all incidents or event
0 SJ Police Force
warnings with pre-
required
activities and provides the authority for
Ambulance NB
determined
Identify resources
the execution of the Incident Action
0Public Works and
messages (if
at hand
Plan. The IC is also responsible for
Safety, Communications and Liaison
Transportation
applicable)
0 Identify resources
activities and may delegate these roles
• Health
Use of emergency
lacking
as the IC see fit.
0 Department of
notification system
0 Mutual Aid
Environment
(if applicable)
request
Operations: Responsible for directing
Coordinate with
Assess Regional
the tactical actions to meet incident
objectives.
local disposal
Assistance
businesses
• Assess Provincial
Assistance
Planning: Responsible for the
collection, evaluation, and display of
0 Assess National
incident information, maintaining status
Assistance
of resources, and preparing the
Incident Action Plan and incident -
related documentation.
Logistics: Responsible for providing
adequate services and support to meet
all incident or event needs.
Finance/Admin: Responsible for
keeping track of incident -related costs,
personnel, and equipment records,
and administering procurement
contracts associated with the incident
or event.
L_
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SAINT JOHN EMERGENCY RESPONSE PLAN
3. Activation Levels
3.1
Activation - Nominal Role / Fan Out Attached as Annex A to Part 1.
Level 1 — Enhanced Monitoring: Continuous monitoring by all SJEMO members of an emergency that
3.1.1
may require immediate regional assistance.
Level 2 — Partial Activation: Once notified, selected members of SJEMO may be called in to assist with
3.1.2
supporting ongoing efforts towards an emergency. Depending on the location of the emergency, the use of
a virtual EOC may be a viable option.
Once notified, all SJEMO members will report to the EOC. This will depend on
3.1.3
the location of SJEMO members at the time of notification.
Emergency Management Council Committee
a. Provides overall emergency policy and direction to the EOC Director.
b. Sets expenditure limits.
C. Formally requests outside support/resources (e.g., provincial and federal support).
3.2.1
d. Authorizes declaration and termination of "State of Local Emergency."
e. Provides direction for emergency public information activities; and
f. Acts as a spokesperson for the jurisdiction.
Command Staff at Site Responsibilities
Site Incident Commander (may have a deputy if required)
a. Reports to Municipal Emergency Operations Centre (EOC) Manager if activated.
b. Responsible for overall management of the incident at the site.
C. Ensures planning meetings are scheduled as required.
d. Approves and authorizes implementation of Incident Action Plan.
3.2.2
e. Determines incident objectives and strategy.
f. Authorizes release of information to media.
g. Orders the demobilization of the incident when appropriate.
h. May provides advice and information to the executive group as requested; and
i. Ensures overall incident objectives are being met by sections.
Site Information Officer (may have assistants as required)
a. Reports directly to the Incident Commander.
b. Advises the Incident Commander.
3.2.3
C. Develops material for use for both media briefings and public communication.
d. Ensures the monitoring of print and electronic media coverage of the event; and
e. Oversees the flow of information within the EOC and with all response agencies.
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SAINT JOHN EMERGENCY RESPONSE PLAN
Site Liaison Officer
a. Reports directly to the Incident Commander.
3.2.4
b. Serves as the primary contact for agency representatives.
c. Advises agencies of operational updates and status; and
d. Monitors incident to identify current or potential inter -organizational problems.
Site Safety Officer (may have assistants as required)
a. Reports directly to the Incident Commander.
b. Identifies hazardous situations associated with the incident.
3.2.5
c. Reviews the action plan for safety implications; and
d. Exercises authority to stop and/or prevent unsafe acts.
Site Operations Section
The Operations Section manages all tactical operations. The Section Chief is usually from the lead agency.
ie. during a large fire, this section should be managed by the Fire Chief (or designate).
3.2.6
a. Reports directly to the Incident Commander.
b. Manages all tactical operations.
c. Assists in development of the operations portion of the Incident Action Plan; and
d. Creates branches / divisions, task forces to carry out the strategies in the Incident Action Plan as
required.
Site Planning Section
The planning section collects, evaluates, processes, and disseminates information for use at the incident.
a. Reports directly to the incident commander.
3.2.7
b. Collects and processes information for situational awareness.
c. Provides input and supervises the preparation of the Incident Action Plan.
d. Determines need for specialized resources; and
e. Monitors incident status and informs IC of any changes.
Site Logistics Section
All incident supports are provided by the logistics section and ensures that, if resources are required for the
operations, they are provided.
3.2.8
a. Reports directly to the incident commander.
b. Monitors the resources for continuous operability.
c. Requests and releases resources as required; and
d. Oversees the demobilization of logistics section.
Site Finance / Administration Section
The Finance / Administration Section manage all financial aspects of the incident.
a. Reports directly to the Incident Commander.
3.2.9
b. Collects all documentation for incident and provide financial updates as required.
c. Ensures procurement procedures for supplies are prepared and completed; and
d. Ensures that all personnel time records are accurately completed and inputted.
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SAINT JOHN EMERGENCY RESPONSE PLAN
EOC Director
Reports to: Emergency Management Council Committee
The EOC Director's primary responsibility is to coordinate the efficient response and manage all resources
required for the emergency. Responsibilities include:
a. Activating the Emergency Operations Centre if required.
b. Initiating the EOC fan-out/notification list.
c. Ensuring key EOC positions are staffed as required.
d. Ensuring an up-to-date contact list is maintained for fan out purposes.
e. Reporting major events to New Brunswick Emergency Measures Organization.
f. Ensuring the development of an Incident Action Plan.
g. Ensuring EOC members take prompt and effective action in response to problems.
3.3.1
h. Ensuring action logs are maintained by all EOC staff.
i. Requesting expert assistance as required.
j. Advising Council if there is a need to evacuate a specific area.
k. Coordinating evacuation with other EOC staff.
I. Consulting with Health/Social Services Agency Representative on the selection and opening of
shelter(s) and or reception centre(s).
m. Monitoring the capacity of the area resources and if overextended, requesting assistance through
mutual aid and EMO, upon approval from Council.
n. Informing EOC staff of major events as they arise.
o. Ensuring communications are established.
p. Ensuring a thorough situation briefing is conducted during shift changes and transfer of command.
q. Ensuring that a main event log is maintained and safeguarded; and
r. Other duties as required.
Liaison Officer
Reports to: EOC Director
The Liaison Officer acts as the primary point of contact/coordination for outside agency representatives;
other EOC's and volunteer organizations. Responsibilities include:
a. Contacting outside agency representatives that have not acknowledged requests to report to the
3.3.2
EOC; and ensures required agencies are in the EOC
b. Briefing agency representatives on their role and position within the EOC.
c. Acting as a point of contact for volunteers and/ or volunteer organizations.
d. Providing specific services as requested by EOC Director.
e. Assisting with coordinating how volunteers and/or volunteer organizations can assist with the
response; and
f. Other duties as assigned by the EOC Director.
Risk Management Officer
Reports to: EOC Director
3.3.3
The duties of the Risk Management Officer are as follows:
Risk Management — Monitors the safety of the EOC and that good risk management practices are applied
throughout the response organization. Protects the interests of all EOC participants, agencies, and
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SAINT JOHN EMERGENCY RESPONSE PLAN CNI
organizations by ensuring due diligence in information collection, decision -making, and implementation.
Monitors situations for risk exposures and ascertains probabilities and potential consequences of future
events. Identifies and analyses liability and loss exposures.
Safety — The Risk Management Officer maintains link with Safety Officers as applicable and provides
advice on safety issues. The Risk Management Officer has the authority to halt or modify all unsafe
operations within or outside the scope of the EOC Action Plan, notifying the EOC
Director of actions taken. It should be noted that while the risk management officer has responsibility for
safety, it is recommended that a safety specialist be appointed who is familiar with all aspects of safety and
relevant legislation.
Security — The Risk Management Officer ensures that appropriate security measures have been
established to allow for only authorized access to the EOC facility and documentation.
Information Officer
Report to: EOC Director
The duties of the Information Officer are as follows:
a. Maintaining an up-to-date list of all media services in the area.
b. Implementing a crisis communication plan to support the Incident Action Plan.
c. Leading an Emergency Public Information Team (if required).
3.3.4
d. Establishing a media -briefing centre;
e. Keeping the public informed of significant developments occurring during the emergency.
f. Briefing the media periodically.
g. Maintaining a log of all actions taken.
h. Briefing the EOC Director during planning meetings.
i. Ensuring that replacement is thoroughly briefed during shift changes; and
j. Other duties as assigned by the EOC Director.
Operations Section Chief
Reports to: EOC Director
The Operations Section focuses on the current operational period by liaising with and supporting the
Incident Management Team in accordance with the Incident Action Plan. Responsibilities of the Operations
Section Chief include:
a. Gaining and maintaining situational awareness.
b. Consulting with the EOC Director to determine who will be in the Operations Section.
3.3.5
c. Receiving information from the Operations Section and forward to the appropriate people including
the Duty Officer.
d. Ensuring situation reports are disseminated to the Operations Section.
e. Briefing the EOC Director during planning meetings on the current situation.
f. Consulting with EOC Director, after planning meetings, on the appropriateness of the Incident
Action Plan.
g. Leading the operations section to achieve the objectives established in the Incident Action Plan.
h. Keeping the EOC Director and the Information Officer updated; and
i. Other duties as assigned by the Planning Section Chief.
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SAINT JOHN EMERGENCY RESPONSE PLAN
Planning Section Chief
Reports to: EOC Director
The Planning Section Chief oversees the conduct of planning meetings, the development of incident action
plans for each planning cycle; and for managing and disseminating information in accordance with ICS
practices and the Planning — P ( See appendix "E"). Responsibilities include:
3.3.6
a. Chairing planning meetings.
b. Providing leadership to additional planning staff.
c. Recommending objectives and their priorities to the EOC Director.
d. Drafting Incident Action Plans for the EOC Director's approval.
e. Disseminating Incident Action Plans to the EOC team.
f. Conducting planning for the next operational period; and
g. Performing other duties as assigned by the EOC Director.
Duty Officer
Reports to: Planning Section Chief
The Duty Officer manages and disseminates information. Responsibilities include:
a. Assisting with setting up the EOC.
b. Assisting with notifying EOC participants.
3.3.7
c. Opening, maintaining, and displaying a main event log.
d. Maintaining situational awareness.
e. Drafting and disseminating situational reports to EOC participants, Emergency Measures
Organizations, and other pertinent stakeholders.
f. Maintaining a map of the incident indicating the location of incidents and resources,
g. Providing a briefing of the current situation for the initial planning meeting.
h. Other duties as assigned by the Planning Section Chief.
Logistics Section Chief
Reports to: EOC Director
The Logistics Section provides EOC support such as security, feeding, amenities, backup power,
telecommunications, information technology, and mapping. Responsibilities of the Logistics Section Chief
include:
a. Maintaining a list of all telecommunications resources in the area.
b. Providing telecommunications in support of emergency operations.
c. Ensuring EOC security arrangements are made.
3.3.8
d. Ensuring EOC has sufficient log sheets, markers, status boards, writing paper, etc.
e. Preparing meals and sleeping arrangements for EOC participants.
f. Facilitating mapping requests.
g. Briefing EOC participants, during planning meetings, on matters of importance.
h. Working to support the Incident Action Plan and/or fulfill direction given by the EOC Director.
i. Providing operators for the radio networks and the message centre;
j. Establishing a back-up network using Amateur Radio systems and assigning frequencies.
k. Maintaining office machinery, equipment, stationary.
I. Maintaining a sign -in sheet; and
m. Ensuring sufficient telephone resources for EOC participants.
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SAINT JOHN EMERGENCY RESPONSE PLAN Y.
Finance and Administration Section Chief
Reports to: EOC Director
The Finance and Administration Section concerns itself with the financial aspects of an emergency,
including capturing the costs of dealing with an incident, procuring items, dealing with claims and
compensation, and recording the work hours of EOC participants. Responsibilities of the Finance and
Administration Section Chief include:
3.3.9
a. Ensuring EOC participants sign in and out of the EOC.
b. Developing a plan for capturing costs dealing with the incident.
c. Briefing EOC participants during planning meetings on matters of importance.
d. Procuring of resources for the EOC or for resources requested by the Incident Management Team
which have been approved by the EOC Director.
e. Working to support the incident action plan and/or fulfill direction given by the EOC Director.
f. Obtaining EOC participants' sign-in/sign-out times during deactivation; and
g. Assisting with DFAA claims, as required during the recovery phase.
Tasks Common to All:
a. On arrival, open and maintain departmental log.
3.4.1
b. Contact Provincial Emergency Operations Centre (PEOC) — maintain contact.
C. Determine capability of department to respond to the emergency; and
d. Review departmental emergency response plan or business contingency plan.
Department of Justice Public Safety (JPS) — Regional EM Coordinator
a. Provide regular updates to the PEOC.
b. Lead the business cycles relating to REOC activities.
C. Coordinate response activities with external agencies.
3.4.2
d. Request assistance from province or federal government (as appropriate), through the PEOC.
e. Assess emergency needs and establish a strategic direction.
f. Monitor Municipal actions within regions; and
g. Assume EM coordinator role for unincorporated areas & LSD's.
3.4.3
NB Emergency Public Information (PIO):
When required, the Director may appoint a PIO to a REOC.
Emergency Management Communication Group (EMCG):
a. Verify that the telecommunications mobilization is complete.
3.4.4
b. Report to the REOC on all matters related to telecommunications.
c. Commence long-term telecommunications planning in response to this emergency.
d. Provide relief radio operators for stations operating under the control of the EMCG; and
e. Establish a telecommunications link with NB EMO/ PLGS Off -Site EOC (if required).
Fire Marshall Office (FMO):
a. Report to the REOC on matters relating to rescue, firefighting, and fire prevention
3.4.5
b. Activate Mutual Aid Agreement(s) — Fire — when required.
C. Ensure that dangerous goods support services are contacted when required.
d. Provide discretionary assistance to the ambulance and police services.
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SAINT JOHN EMERGENCY RESPONSE PLAN
e. Obtain updates from Fire Dispatch and the Fire Control Officer (FCO); and
f. Assess the need for additional resources and request these through Fire Dispatch.
Royal Canadian Mounted Police (RCMP):
a. Respond to immediate police needs arising from the emergency.
b. Report to the REOC on matters relating to crowd control, traffic control, protection of life and
property, and law enforcement.
3.4.6
C. Ensure the protection of public and private property within the emergency area.
d. Assist in ground search and rescue (GSAR) operations (if required).
e. Liaise with other polices services (as required); and
f. Arrange for additional police assistance when required.
Department of Transportation and Infrastructure (TES):
a. Be responsible for the construction, repair and maintenance of all roads, bridges, highways and
regional wharves and ferries as may be required during the emergency.
b. Assist with the implementation of emergency highway traffic control measures in conjunction
with Police services.
C. Conduct damage assessment to the regional transportation system, facilities, and
infrastructure.
d. Inform the REOC immediately upon the closing of any regional roadways or municipal roads
that are necessary for emergency response operations, such as evacuation routes, and
3.4.7
suggest alternative routes.
e. Give priority to maintaining and keeping open regionally controlled roads and assist in keeping
municipal roads open that are necessary to support emergency operations.
f. Coordinate the mobilization of contractor equipment/personnel and engineering expertise to
keep regional roadways open.
g. Expedite the issuing of permits to transportation companies that will engage in common, or
contract carrier operations related to the emergency; and
h. Provide engineering, architectural contract, and administrative support to emergency
construction projects.
Department of Energy and Resource Development (DERD):
a. Responsible for the provision of emergency rescue services (rural) and emergency firefighting
assistance (rural).
3.4.8
b. Assist in the evacuation and closure of regional Parks as required.
C. Be prepared to provide facilities to be used as assembly, relocation, and dispatch areas for
emergency response operations, and temporary emergency care and accommodation.
d. Implement water control measures as required or if requested; and
e. Provide departmental equipment and personnel resources if requested.
Ambulance New Brunswick (Amb NB):
a. Be prepared to provide comprehensive, region -wide ambulance services.
3.4.9
b. Coordinate the communication and dispatch systems necessary to meet the requirements
during an emergency; and
C. Provide regular updates to your PEOC representative.
Department of Health (DOH):
3.4.10
a. Activate the Provincial Health Plan (if required).
Page 62 of 72
SAINT JOHN EMERGENCY RESPONSE PLAN Y.
b. Coordinate resources across the province to meet the requirements of the emergency, in
coordination with the PEOC, other government departments, public and private health
practitioners where/when required.
C. Be prepared to arrange for the delivery of counselling services and critical stress debriefings to
emergency workers.
d. Ensure records management protocols are in place for those patients hospitalized for
casualties or diseases related to the emergency.
e. Arrange for the testing of agricultural and marine products identified as possibly being
contaminated.
f. Inspect buildings to identify radiological hazards resulting from the emergency.
g. Provide and coordinate comprehensive assessments of the health impact, and the ability to
continue providing essential health services; and
h. Act as the primary department for the liaison with Health Canada, Public Health Agency of
Canada Center for Infectious Disease Prevention and Control, other regional health authorities
and IEMG Health Officials for consultation and assistance.
Emergency Social Services (ESS):
a. Liaise with private social service organizations, including the Canadian Red Cross, during the
emergency and act as the link between them and the REOC.
3.4.11
b. Be prepared to provide assessments of the impacts of the emergency on the delivery of
essential social services, including an evaluation of the need for special assistance to meet
unique human service demands.
C. Be prepared to provide psychological support during and immediately after the emergency; and
d. Maintain a resource list of housing and accommodations available for displaced persons.
Education:
a. Responsible for coordinating with administrators of New Brunswick Schools/Community
3.4.12
Colleges for the protection of their students during an emergency; and
b. Support the establishment of reception centres and shelters for evacuees by allowing the use
of buildings under your control for this purpose (only when officially requested).
Red Cross:
a. When requested, establish a reception centre for Registration & Inquiry.
b. Assists in reuniting families, and answer inquiries regarding the condition and whereabouts of
missing persons (if applicable).
C. Provide Emergency Lodging for homeless, and evacuated persons.
d. Provide food and meals to those persons without food or the ability to properly prepare food.
3.4.13
e. Provide clothing or emergency covering until regular sources of supply are available.
f. Provide for the initial reception of evacuees arriving at Reception Centres; inform them of
immediate emergency help; offer temporary care for unattended children and dependent
elderly; assist with the temporary care of residents from special care facilities; provide or
arrange for provision of financial and/or material assistance; and
g. Offer immediate and long-term emotional support to people with personal problems and needs
created or aggravated by the emergency.
3.4.14
Department of Agriculture, Aquaculture and Fisheries (DAAF):
Page 63 of 72
SAINT JOHN EMERGENCY RESPONSE PLAN
a. If required, in collaboration with Dept of Health, arrange sampling of locally produced foodstuff
and marine products, and delivery of samples to Health Canada (or other).
b. Ensure for the disposal of condemned or contaminated foodstuff.
C. In the event of an evacuation, help facilitate the movement and welfare of farm animals.
d. In collaboration with Public Safety, Fisheries and Oceans, Canadian Coast Guard, and others,
arrange for the removal of fishing vessels in any danger area and direct them to safe harbours.
e. Contact appropriate Wharfingers to prepare them for the arrival of redirected fishing vessels.
f. Be prepared to assist other agencies as required; and
g. Provide regular updates to your PEOC representative.
New Brunswick Power (Saint John Energy):
3.4.15
a. Direct liaison with PEOC on a continual basis and ensure REOC is fully briefed; and
b. Report to the REOC Coordinator on the current departmental staffing and anticipated needs.
Department of Environment and Local Government (DELG):
a. Monitor, and coordinate emergency planning and operations for local service districts (LSDs).
b. Provide recommendations regarding assistance to individuals affected within the LSDs.
C. Coordinate, and monitor extraordinary regional expenditures related to an emergency.
3.4.16
d. Facilitate liaison with local authorities and, if required, recommend the appointment of an official
administrator to act as council.
e. If called upon, support the provision of shelter and accommodation for evacuated people who
cannot return to their homes for some time; and
f. Provide guidance to assist in the determination of appropriate options for longer -term
emergency housing, when required.
4.1
APPENDICES
4.1.1
"A" New Brunswick Emergency Measures Act
4.1.2
"B" The Saint John Emergency Measures By -Law
4.1.3
"C" Declaration of State of Emergency
4.1.4
"D" Activation Timeline
4.1.5
"E" Contact List — To be updated a minimum of once annually in May, to distribution list
Page 64 of 72
SAINT JOHN EMERGENCY RESPONSE PLAN
Appendix "A" — New Brunswick Emergency Measure Act
Most current to be found on Government of New Brunswick Web Site:
Browse Acts by title (gnb.ca)
Page 65 of 72
SAINT JOHN EMERGENCY RESPONSE PLAN
Appendix "B" - Saint John Emergency Measures By -Law
(www.saintjohn.ca) under by-laws
Page 66 of 72
SAINT JOHN EMERGENCY RESPONSE PLAN
Appendix "C" — State of Local Emergency Template
DECLARATION OF A STATE OF LOCAL EMERGENCY
THE CITY OF SAINT JOHN
Section 11 (2) of the Emergency Measures Act, R.S.N.B. 2011, c. 147
Whereas the area of herein described is or may soon be encountering an emergency that requires
the increased powers of the Emergency Measures Act, to prevent harm or damage to the safety,
health, and welfare of persons, or to prevent damage to property, or the environment.
Emergency Area: Within the area(s) with the boundaries in the City of Saint John, County of Saint
John, Province of New Brunswick, as follows:
Describe the boundaries
Nature of the Emergency:
Describe the emergency in detail
AND WHEREAS the undersigned is satisfied that an emergency or threat of an emergency exists in the
above -noted municipality.
THE UNDERSIGNED HEREBY DECLARES pursuant to Section 11(2) of the Emergency Measures Act, a State
of Local Emergency in the municipality noted above as of and from _ o'clock in the forenoon
( ) or afternoon ( ) of the day of , AD, 20 __
THIS DECLARATION OF A STATE OF LOCAL EMERGENCY shall exist until o'clock in the forenoon
( ) or afternoon ( ) of the day of , AD., 20 or for a maximum of 7 days from the date
and time specified above unless the Declaration is renewed or terminated.
DATED at the City of Saint John, County of Saint John, Province of New Brunswick, on the day of
,AD20
X
Mayor, City of Saint John
NOTE: This declaration is only valid for a maximum of 7 days with a further renewal of 7 days, if required.
Page 67 of 72
Appendix "D" —Activation Time Line
City of Saint John Activation Time Line
Critical Infrastructure (CI) is defined as those physical and information technology facilities, networks, services, and assets, which, if disrupted or
destroyed, would have a serious impact on the health, safety, security, or economic well-being of New Brunswickers or the effective functioning of
government. Cl impacts that require an immediate assessment in accordance with the recommended Activation Timeline.
LOW: Potential, imminent or actual threats, vulnerabilities, or incidents. Active Monitoring is mandatory.
MEDIUM: Potential, imminent or actual threats, vulnerabilities or incidents assessed as limited in scope but having impacts on critical infrastructure.
Mandatory monitoring is required. An escalation in REOC activation will likely be necessary.
HIGH: Potential, imminent or actual threats, vulnerabilities, or incidents where precautions and actions are required immediately.
Energy and Utilities — Electrical
: A-1
: B-1
High: B-7
power, Natural gas, Oil production.
Transportation - Roads, Air, Rail,
: B-1
: D-1
High: D-7
Marine.
Information and Communication
: B-1
N., : B-7
High: C-1
Technology — Telecommunications.
Food - Food safety at production,
: A-1
Mec : B-2
High: C-2
Sales and use nodes, Distribution.
Government - Services, Public
: A-1
: B-1
High: B-7
facilities, Information, and
information networks.
Finance - Banking, Securities,
Low: A-1
A-3
High: B-1
Investments, Integrity of electronic
banking systems
Health - Hospitals, Healthcare,
Low: A-1
: C-1
High: D-1
Blood Supply.
Water - Drinking water, Wastewater
' ovv: B-1
_ : C-1
High: D-1
contamination
Safety - Hazardous substances,
: A-1
: B-7
High: C-1
Explosives, Nuclear waste,
Emergency services.
Manufacturing - Chemical and
: A-1
: B-1
High: C-1
strategic manufacturers.
Activation Timeline: Used in conjunction with the graduated response concept, it provides for a common operating tempo between municipalities.
With the assistance of the Red Cross, case by case request will be actioned. Note, that should an abnormal number of requests be received from a
specific geographic area then in accordance with C-7 of the activation timeline, the requirement for WCs will be assessed.
SAINT JOHN EMERGENCY RESPONSE PLAN
Ser
Timeline
1
2
3
4
5
6
7
8
Submit
0 — 12
Initial Cl Impact
Liaise
Maintain
Municipal Departments
MEAC Activation
Report to
Hrs.
Assessment
with
Situational
provide updates to EOC
Level 1
Mayor and
-
REMC
Awareness
Coordinator
Council and
NB EMO
Submit
Liaise
Maintain
Municipal Departments
Minor
Municipal
Report to
B
Detailed Cl Impact
with
Situational
provide updates to EOC
MEOC Activation
Impacts
Emergency
Mayor and
Assessment
REMC
Awareness
Coordinator
Level 1
Case by
Response
Council
Case
Plan Activated
and NB
EMO
Submit
Liaise
REOC Activation in
Municipal
Maintain
Requirement
Report to
C
36
Final Cl Impact
with
Municipal EOC
support of municipal
Departments
Situational
for WCs/RCs
Mayor and
Hrs.
Assessment
REMC
Activation
activation(s)
provide updates to
Awareness
Assessed
Council,
EOC Coordinator
and
NBEMO
Submit
Response
Liaise
Emergency
Municipal
REOC Support
Report to
36-48
Activities to
with
Managed
Maintain Situational
Open WCs or RCs
Mutual Aid
to
Mayor and
Hrs.
Critical
REMC
Municipalities
e
Awareness
as required
Requests (if
Municipalities /
Council
Infrastructure
required)
LSDs
and NB
EMO
Submit
Monitor Critical
Liaise
/WCs /
Maintain Situational
Regional Visits
Report to
E
Infrastructure
with
Cs
RCs Monitoring
Awareness
from REMC /
Mayor and
Recovery Efforts
REMC
NBEMO
Council, and
NB EMO
Monitor Final
Submit
72
Critical
Liaise
EOC /WCs /
Recommend WCs / RCs
Monitor EOC
Report to
F
irs.
Infrastructure
with
RCs Monitoring
closures if no longer
Deactivations
Mayor and
Recovery Efforts
REMC
required
Council, and
NB EMO
Critical
Final
Infrastructure
Liaison
Submit Final
Disaster Financial
Conduct an
G
* Hrs.
Restoration
with
Report to NB
MEOC Deactivation
Assistance (if
�R
Efforts Ongoing or
REMC
EMO
applicable)
Completed
Page 69 of 72
Appendix "E" — Contact list — Confidential
SAINT JOHN EMERGENCY RESPONSE PLAN
Appendix "F" — Planning P
I L F W3
WMA , Tk, k ff k MW
Preparafor
i 5 Pkwning Planning
ki+lg Meeking I�leetir�g
Prepare 'MR.
Tactics Meeting I AP Prepafatian
and APPmral
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the 5iluatian
Stra# Ming/ IOn�irn�s
Command and
Gewal Opefatinnal
Slaff Meeting PerioO 12H efing
(jr Nr[Fp)
1 f`.i LI C E LeCtAte Plan
IncjdeiiI Obieuivus Prngress Nniod &gins
a
" Of9 sOWAMIQ 1
Itrciderrt Brlefir►g i 1
Apnc ' hara itsisp otor
Briefing kif Apmapnaul
I nrLial Respunse '
and Assessment
1
Page 71 of 72
243
.!frIT JD( r
COMMON COUNCIL REPORT
M&C No.
2021-263
Report Date
September 15, 2021
Meeting Date
September 20, 2021
Service Area
Public Safety Committee
Her Worship Mayor Donna Noade Reardon and Members of Common Council
SUBJECT: The City of Saint John Safety and Continuity Management Program and
Service Review Schedule
AUTHORIZATION
Primary Author
Commissioner/Dept
City Manager
Chair of the
Head
Public Safety
Committee
Kevin Clifford
Kevin Clifford
John Collin
Councillor
David Hickey
RECOMMENDATIONS
As recommended by the Public Safety Committee of Council at its meeting of August
4t" be it resolved that Common Council adopts
1) The City of Saint John Safety and Continuity Management Program of Plan / Do /
Check / Act and
2) The Public Safety Committee — Service Review Schedule as presented in Table 1
EXECUTIVE SUMMARY
During the inaugural meeting of the Public Safety Committee, the Committee passed
a recommendation that Common Council adopt the "City of Saint John Safety and
Continuity Management Program" A program that utilizes the continuous
improvement model of Plan/Do/Check/Act as identified in CSA Standard 1600 —
Emergency and Continuity Management Program for the assessment of the safety
status of City services.
The City of Saint John Safety and Continuity Management Program will provide a
complete systematic process by which all municipal "services" are subject to a safety
analysis lens through a risk -based program of prevention and mitigation,
preparedness, response, and recovery. The program will enable principles of "safety
by design".
In addition to the Safety and Continuity Management Program of Plan Do Check Act
the Public Safety Committee is recomrr_ Bing that Common Council adopt the service
review schedule. The service review schedule will help ensure that all city services are
subject to a safety analysis lens on a continual and predetermined bases.
REPORT
The Service Review Continuum
In preparation for the quarterly Public Safety Committee meetings, staff responsible
for the applicable service will prepare a report that provides a summary on the service
review utilizing the Plan/Do/Check/ Act criteria. CSA 1600 provides a conformity
assessment tool that utilizes the Plan/Do/ Check/Act as assessment / evaluation tool
for service reviews. The Public Safety Committee will be provided a brief report of the
various services that are subject to the safety analysis including a safety report card.
An explanation of each phase of the Plan/Do/Check/ Act evaluation criteria is included
in the open session report of the Public Safety Committee of August 41h 2021.
The Service Review Schedule
In the process of identifying the suite of services subject to a safety oversight, staff is
mindful that public safety has a broad application and could possibly include items such
as streetlights, recreation facilities, transit, extreme weather, and terrorism. The
following table provides a high-level summary of the services that will be subject to a
safety analysis across the next four meetings of the Public Safety Committee.
TABLE 1 - Service Review Schedule
October
January
April
July
Public Gatherings
SJ Fire Technical
Plan SJ
Community
Rescue
Policing"
Pandemic
Flood Contingency
Active
Safe Clean Drinking
Response Plan
Plan
Transportation
Water
Winter
Road Safety
Evacuation Plan"
Rail Safety
Management Plan
MERP: reconcile
Transit Safety
Line Painting
Move SJ
NB Act and EM-7
October 27th Meeting:
Public Gatherings — Apply safety analysis conformity assessment tool to policy documents as
created by Growth & Community Development
Pandemic Response Plan — Apply safety analysis conformity assessment tool to the City of
Saint John utilization of its own Pandemic Response Plan
Winter Management Plan — Apply safety analysis conformity assessment tool to Winter
Management Plan 1) process of allowing traffic to flow during and following snowstorms 2)
organizational structure during large scale winter events 3) including the process for
coordination of emergency services during large scale emergency events
MERP — Safety analysis of the various versions of Public Safety Committees to ensure effective
and efficient governance. Alignment of the various EMO committees within the domain of the
City of Saint John
246
January Meeting
Saint John Fire Department Technical Rescue - Apply safety analysis conformity assessment
tool to emergency responses that include Hazardous Materials / Rope Rescue / Slope
Rescue / Auto Extrication
Flood Contingency Plan — Apply safety analysis conformity assessment tool to hazard
response plan as identified in the Municipal Emergency Response Plan
Road Safety - Apply safety analysis conformity assessment tool to the collaborative safety plan
between Police and T&E for winter road safety
Transit Safety - Apply safety analysis conformity assessment tool to procedure with respect
rider safety
April Meeting
Plan SJ -Apply safety analysis conformity assessment tool to Industrial / Municipal zoning
process
Active Transportation - Apply safety analysis conformity assessment tool to procedure / policy
on cyclist safety
Evacuation Plan - Apply safety analysis conformity assessment tool to 1) routing per the E
signs 2) identification of evacuation shelters and collaboration of Police and IT on information
provided through GIS
Line Painting - Apply safety analysis conformity assessment tool to the line painting procedure
/ process
July Meeting
Community Policing - Apply safety analysis conformity assessment tool to citizen / police
engagement through Community Policing strategy
Safe Clean Drinking Water - Apply safety analysis conformity assessment tool to the process
of protecting the integrity / security of the water supply
Rail Safety - Apply safety analysis conformity assessment tool — (together with Transport
Canada) to Rail crossing procedures
Move SJ - Apply safety analysis conformity assessment tool to speed management strategy
PREVIOUS RESOLUTION
August 41h 2021 — Public Safety Committee passes resolution to recommend to
Common Council that Council adopt
• The City of Saint John Safety and Continuity Management Program of Plan
/ Do / Check / Act and
• The Public Safety Committee — Service Review Schedule as presented in
Table 1
March 22nd 2021— Common Council app2)2ffs the creation of the Public Safety
Committee
STRATEGIC ALIGNMENT
"Ensures that the delivery of Municipal services are executed in the most efficient,
effective, and safe means possible as the municipality addresses the evolving needs of a
growing community."
SERVICEAND FINANCIAL OUTCOMES
A process by which all city services are subject to an advanced layer of safety
assessment will reduce loss time, increase productivity, and help minimize
organizational risk.
INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS
Input received from members of the Public Safety Committee.
ATTACHMENTS
N/A
fPz1:3
r IT f DI -If f
COMMON COUNCIL REPORT
M&C No.
2021-256
Report Date
September 14, 2021
Meeting Date
September 20, 2021
Service Area
Public Works &
Transportation Services
Her Worship Mayor Donna Noade Reardon and Members of Common Council
SUBJECT: Vehicle Speed Management
AUTHORIZATION
Primary Author
Commissioner/Dept.
City Manager
Chair of Public
Head
Safety Committee
Tim O'Reilly
Michael Hugenholtz
John Collin
Councillor
David Hickey
RECOMMENDATIONS
Be it resolved that Common Council:
1. Commit to the assessment of the speed limits of a minimum of 20
residential City streets, spread out across the City, between 2021 and
2022, using recognized national best practices, that will result in
recommendations to Common Council to introduce 40 KM/H speed limits
on several residential City streets by the end of 2022,
2. Commit to an implementation timeline of traffic calming, pedestrian
safety, and bike lane improvements on University Avenue as previously
endorsed by Common Council, where elements of those improvements
are completed in 2021, and all elements completed by end of 2022,
3. Commit to completion of Safer School Zone Projects for Islandview and
Millidgeville North schools, pending Common Council's approval of funds
within the 2022 General Fund Operating Budget,
4. Send a formal request to the Police Commission asking for recurring,
focused 'blitz' enforcement of speeding violations on residential streets,
and
5. Commit to additional public education campaign in 2021 or 2022
regarding speeding in residential areas.
EXECUTIVE SUMMARY
The purpose of this report is to initiate several actions that will continuously
improve the safety of Saint John streets.
PREVIOUS RESOLUTION
On August 4, 2021 the City of Saint John Public Safety Committee endorsed the
five recommendations to Common Co2#9 that appear in this report.
REPORT
As detailed in MoveSJ's (the City's new Transportation Plan) draft Road Safety
Strategy that is expected to be before Common Council for endorsement in Fall
2021, improving the safety of Saint John streets includes managing vehicle traffic
speeds. The draft Road Safety Strategy focuses on three pillars, known as the
three "Es" of Traffic Safety:
1. Education — Motorists and other roadway users increasing their awareness
and compliance with laws and safe operating practices,
2. Engineering — City of Saint John designing and changing the physical
characteristics of and traffic control on Saint John's streets that contribute
to compliance with laws and safe operating practices, and
3. Enforcement — Saint John Police Force and other agencies enforcing laws
to correct road user behaviours that lead to future compliance with laws
and safe operating practices.
Pursuing these three pillars collaboratively between various agencies, and via the
use of data and best practices, are a proven method of increasing compliance with
posted speed limits and other outcomes which ultimately is expected to result in
reduced risk and injury to road users on Saint John's street network.
STRATEGIC ALIGNMENT
The recommendations are in alignment with the MoveSJ.
SERVICEAND FINANCIAL OUTCOMES
The five recommendations to Common Council in this report from our Public Safety
Committee advances all three pillars of the draft Road Safety Strategy.
INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS
Input received from members of the Public Safety Committee.
ATTACHMENTS
N/A
N91191
COMMON COUNCIL REPORT
M&C No.
MC 2021-258
Report Date
September 14, 2021
Meeting Date
September 20, 2021
Service Area
Growth and Community
Services
Her Worship Mayor Donna Noade Reardon and Members of Common Council
SUBJECT. City Market Strategic Plan — Steering Committee - Terms of
Reference
OPEN OR CLOSED SESSION
This matter is to be discussed in open session of Common Council.
AUTHORIZATION
Primary Author
Commissioner/Dept.
City Manager
Chair of the
Head
Growth
Committee
David Dobbelsteyn
Jacqueline Hamilton
John Collin
Councillor
Joanna Killen
RECOMMENDATION
Growth Committee recommends that Common Council create and populate the
City Market Strategic Plan Steering Committee and adopt its terms of reference.
EXECUTIVE SUMMARY
The City has launched a new strategic planning process for the City Market, and
Growth Committee has endorsed the project plan. The project plan calls for the
creation of a new steering committee to guide the process and draft a new
strategic plan for the City Market.
The steering committee with be composed of 2 members of Council, 4 members
of the public, 2 representatives of our growth agencies, 2 vendors of the City
Market, and City staff who will join the committee as non -voting members. City
Staff will also complete a skills matrix to assist the nominating committee in their
selection and will issue a public call for applicants to serve on this new committee.
Staff anticipate the first meeting of the committee will occur at the end of October
and the committee will meet every 4-6 weeks until October 2022 when the plan
will be submitted to Growth Committee for their recommendation, and ultimately
to Council for their approval.
251
PREVIOUS RESOLUTION
N/A
STRATEGIC ALIGNMENT
Growth and Prosperity
"Saint John is recognized by residents and businesses as a positive and
supportive city. We grow in a smart way and attract talent, innovation and
opportunities so all people can thrive."
SERVICEAND FINANCIAL OUTCOMES
There are minimal costs to creating the steering committee. The anticipated
overall cost of the strategic plan will be approximately $90,000 and is built into
the City's operating budget and workplan.
INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS
This report has been drafted in consultation with the office of the City Clerk. Staff
also consulted with Envision Saint John, Uptown Saint John, and the tenants of the
City Market.
ATTACHMENTS
City Market Strategic Plan —Steering Committee —Terms of Reference
pw6l
\
0
City Market Strategic Plan Steering Committee
Terms of Reference
1. Purpose
1.1. The City of Saint John is establishing a steering committee for the 2022 City Market Strategic
Planning process. The Steering Committee will have general oversight of the development of the
bold and new 10-year Strategic Plan for the Saint John City Market. They will be tasked with
submitting a completed plan to Growth Committee for their endorsement and recommendation
to Common Council. It is anticipated that this plan will establish the vision, mission, goals, and
objectives for the City Market for the next 10 years, along with a corresponding Action Strategy
and relevant key performance indicators.
2. Mandate
The City Market Strategic Plan Steering Committee [The Committee] is responsible for the following:
2.1. Recommending a vision, mandate, goals, and objectives for the Strategic Plan for the City
Market for the next 10 years to Growth Committee and Common Council.
2.2. Exploring the issues and opportunities regarding the City Market and recommending key
performance indicators and a corresponding action strategy for the Strategic Plan.
2.3. Reviewing and advising on any analytical work that is required to support the Strategic Plan.
2.4. Actively participating in stakeholder engagement and using the insights gleaned to make
decisions.
2.5. Consolidating the broad interests of various stakeholders and supporting decision -making for
the benefit of the broader community, the future prosperity and impact of the City Market.
2.6. Acting as ambassadors for the project within the community and their own networks.
3. Guiding Principles for the process
The City Market is:
3.1. A Place of Passion: The planning process should be intensely consultative; the vibrant
perspectives of the local public, vendors, & visitors must be included throughout the process.
3.2. A Place of Prosperity: The City Market is the heart of uptown Saint John. It is pivotal to the
Growth of the City, and a cornerstone of our arts and cultural landscape.
NX
n �
r�P M AS'¢4
3.3. A Place of Business: The City Market is a thriving place of business for dozens of entrepreneurs
and small businesses who rely on the Market for their livelihood.
3.4. A Place of Excellence: The City Market should be run with service excellence and operate under
fair and sound business and financial practices all while minimizing the financial burden to
taxpayers.
3.5. A Place of History: The City Market was established by the City's Charter in 1785, survived the
Great Fire of 1877, remains the oldest continuing market in Canada, and is a national historic site.
3.6. A Place of Gathering: The Market is one of the most visited places in New Brunswick and must
attract both locals and visitors.
4. Membership
Voting Members
4.1. Unless otherwise appointed, members are appointed by Nominating Committee according to
the following unranked skills matrix:
Member of Council; Resident of Uptown; Non -Uptown Resident; Regular Customer of the
City Market; Marketing; Business; Entrepreneurship; Facility management; Legal
experience; Historical knowledge of the City Market; City Market Vendor; Financial
acumen; Tourism sector; planning; economic development
Voting Member Composition
4.1.1. Member of Saint John Common Council —Appointed by Nominating Committee
4.1.2. Member of Saint John Common Council —Appointed by Nominating Committee
4.1.3. At Large Member of Public — Appointed by Nominating Committee
4.1.4.
At Large Member of Public
4.1.5.
At Large Member of Public
4.1.6.
At Large Member of Public
4.1.7. Representative
4.1.8.
Representative
4.1.9.
Representative
4.1.10.
Representative
Terms of Membership
— Appointed by Nominating Committee
— Appointed by Nominating Committee
— Appointed by Nominating Committee
— Appointed by Envision Saint John
— Appointed by Uptown Saint John
— Appointed by City Market Tenants Association
— Appointed by City Market Tenants Association
4.2. Members shall participate without renumeration.
4.3. Members are appointed for an 18-month term, or until the strategic plan is adopted by Common
Council, whichever comes sooner.
4.4. Voting members are not expected to be subject matter experts and will not be expected to
conduct detailed personal research on markets, or the operations of the City Market.
/!", -
City Market Strategic Plan — Steering Committee Terms of Reference PAGE 2
SAINT JOHN 254
n �
ray M NVL
4.5. If a member is disorderly, persistently combative, or acts in a manner that would objectively
reflect poorly on the City of Saint John, the member may be removed with a majority vote of
members present or by resolution of Common Council.
Committee Chair and Vice Chair
4.6. Common Council will appoint a voting member as Chair of the steering committee.
4.7. The role of the Chair is to conduct steering committee meetings and encourage the active
participation of all committee members.
4.8. The Chair speaks on behalf of the committee when sharing recommendations or updates from
the steering committee with Growth Committee and Common Council, but in no other
circumstances.
4.9. The Committee shall elect from its members a vice -chair, who will have the responsibilities of
the chair if there are absent.
Non -Voting Staff Members [Oversight Team]
4.10. The Following city staff are assigned as the Project Oversight Team:
4.10.1. Growth Manager,
Project Manager
4.10.2. Director, Growth and Community Planning,
Project Sponsor
4.10.3. Contracts Manager,
Project Advisor
4.10.4. City Market Manager,
Project Advisor
4.11. While not having a vote, the Oversight Team will fully participate in meetings as members of
the steering committee.
4.12. The Oversight Team is responsible for managing the overall project and ensuring that
milestones and deliverables are realized in accordance with the project schedule.
4.13. The Project Manger will be actively involved throughout the project and will oversee all project
work and internal and external communications. They are responsible for drafting the
components of strategic plan under the direction of the steering committee. The Project
manager will coordinate all resources and consultants that are required to achieve project
completion.
4.14. The Project Sponsor will be responsible for championing the strategic plan at a corporate level
in the City of Saint John and securing any project resources that may be needed.
4.15. Project Advisors are subject matter experts on the City Market and will provide project work
and regular advice as needed.
4.16. The Oversight Team will be tasked with presenting staff recommendations to the committee,
Growth Committee and ultimately Common Council regarding the Strategic Plan.
/!"' -
City Market Strategic Plan — Steering Committee Terms of Reference PAGE 3
SAINT JOHN 255
n �
r�P M NVL
5. Meetings & Decision Making
5.1. Voting members will attend all meetings of the steering committee unless otherwise excused by
the chair.
5.2. If a voting member misses two steering committee meetings in a row or more than three in total
they will automatically be removed from the committee.
5.3. Quorum is 51% of the voting members plus one member of the oversight team (i.e. 7 members).
5.4. The Committee shall strive to reach consensus where possible, however if consensus cannot be
reached, a simple majority of present voting members will suffice to pass resolutions.
5.5. It is anticipated that the project will begin in October 2021 and conclude in October 2022. The
Committee will meet a minimum of 8 times over that period.
5.6. Meetings will be scheduled by the Project Manager, and additional meetings may also be called
as needed by the Project Manager, by the chair, or by resolution of Committee.
5.7. The Steering Committee may appoint subcommittees from among its members to review or
evaluate specific issues and opportunities.
5.8. The Project Manager will schedule other staff or other external participants to join specific
meetings to provide advice, or information to the Committee as needed.
5.9. The Committee may invite external participants to address the committee. This will be by
resolution of the Committee and facilitated by the Project Manager where feasible.
City Market Strategic Plan — Steering Committee Terms of Reference
PAGE 4
SAINT JOHN
WOO
October 12, 2019
CITY OF SAINT JOHN MAYOR AND COUNCIL
CITY OF SAINT JOHN 1 15 MARKET SQUARE, P.O.
BOX 1971 SAINT JOHN, NEW BRUNSWICK, E2L 41_1
DEAR CITY OF SAINT JOHN MAYOR AND COUNCIL,
We are writing you today to share our concerns about all -terrain vehicles (ATVs) and side -by
-sides traveling at high speeds on Cosy Lake Road, Saint John. We have counted as many as
14 vehicles at one time running all night long, with high revving engines, and the activity
predominately occurs on weekends. The narrow residential road, which does not have a
sidewalk, has lots of twists and turns. This makes it extremely dangerous for pedestrians and
vehicles negotiating with ATV operators.
We have witnessed near misses, and ATV's on two wheels, taking corners. Last Sunday one of
our two -year -old grand -daughters could have been killed as she played when one of these
vehicles rounded the corner and cut to close to the lawn. We have also witnessed the ATV driver
standing up while operating their machines. In our view, it is an accident waiting to happen,
which would have grave consequences. As you are aware, this is a city street, which makes it
illegal for ATV's to be travelling on.
Over the past three years we have worked closely with the city works department to find a
solution and are grateful for the work the city has completed blocking the end of the road.
Unfortunately, the ATV operators have found a way around the barricade and we believe this
PIRYA
pathway is still on city property. We are in the process of blocking all private roads leading off
Cosy Lake Road, but the one at the end of the road will need additional attention from the city to
address this issue.
We have also approached the Saint John Police Force to request assistance in the enforcement
of the Motor Vehicle Act and the Off -Road Enforcement Act on Cosy Lake Road. To date they
have been unable to rectify the issue.
This is a huge safety concern for the residents as we feel a fatality is imminent, whether it is a
resident or an operator. There are trials adjacent to the Airport Arterial Highway available for ATV
use, but for some reason, the city owned road is more attractive.
We, the residents of Cosy Lake Road, have a few recommendations the City can explore to
reduce their liability on this issue, now that you have been formally made aware of the risks:
1. Reinforce the barricade at the end of the road where the ATV operators have created a
new path and/or
2. Setup a spot check to catch those operating illegally and issue the appropriate fines
Thank you for your time, we look forward to the resolution of this serious matter.
SINCERELY,
THE RESIDENTS OF COSY LAKE ROAD
I am having a problem with flyer delivery.
When I first returned to Saint John, several years ago, I found an apartment at 190 Douglas
Avenue, a building owned by Greg Collins. I loved the space and the views, however, each
time I walked to the plaza for groceries I filled my back pack with abandoned plastic bags
containing the weekly flyers delivered to my building as well as those delivered to buildings
all the way to the corner at Main. When I talked to a dispatcher from the company, I was
informed that only the owner of the building could cancel the delivery. I called Greg and he
told me he would give them a call. It's possible that he did follow up on my request, but the
flyer delivery never stopped.
About four years ago I purchased a home here in the city at 79 Cedar Grove Crescent, and
I immediately asked to have the flyer delivery cancelled. Recently, it has started up again
and trying to contact the publisher has been a total failure. The calls immediately go to
music. I have waited as long as 15 minutes on the line with no change.
I am certain that I am not alone in thinking of this as a problem, especially during the winter
season when the unopened plastic freeze into the slush on the sidewalks. The city has
banned plastic bags at grocery stores and I was delighted to see that a portion of the
budget this year went once again, to marigolds and flower plots. Why shouldn't the city
push to make this delivery service more responsible? If possible, I would like to see the
matter brought before council.
Here is a link to a CBC article on Moncton's response to flyers. Among other benefits, it
seems a bylaw has even generated some revenue for the city.
yours sincerely,
Patrick Conway
info (@patconway. ca
(506)643- 7377
Fundy Regional
Service Commission PO Box / CP 3032, Grand Bay -Westfield NB ESK 4V3
Commission de Services T. 506 738-1212 • F. 506 738-1207
Regionaux de Fundy hotline@fundyrecycles.com
September 7, 2021
Jonathan Taylor, Common Clerk
City of Saint John
811 Floor, City Hall
PO Box 1971
Saint John NB E21-4L1
Subject. Submission of Proposed Operating Budge[ for the Year 2022
Dear Mr. Taylor,
At the August 23, 2021 meeting of the Fundy Regional Service Commission Board, the
following motion was adopted.
Motion.
To approve the FRSC 2022 Draft Budget for distribution as per fire Regional Service
Delivery Act far a 45-day review by the members.
The Regional Service Delivery Act Reads:
Notice to members and Minister
28 A Board shall not vote on a budget for the Commission, borroty stoney or set fees
for services unless rite Commission has given ivritten notice of the vote and a copy of
the proposed budget, borrowing or fees to its members that are local governments
and to the Minister at least 45 days before the vote.
Accompanying this letter is a draft copy of the 2022 Budget with summary highlights.
Any comments or concerns should be brought to the October 25, 2021 meeting by your
representative, at which time the vote to approve will take place. If you require any
further information or have any questions, please do not hesitate to contact me.
Sincerely,
Executive Director
K091
Fundy Regional
Service Commission
Commission de Services
r'G
Regionaux de Fundy
September 7, 2021
Jonathan Taylor, Common Clerk
City of Saint John
81h Floor, City Hall
PO Box 1971
Saint John NB E2L 4L1
PO Box / CP 3032, Grand Bay -Westfield NB E5K 4V3
T. 506 738-1212 • F. 506 738-1207
hotline@fundyrecycles.com
Subject. Summary Highlights of the Proposed Operating Budget for the Year 2022
Dear Mr. Taylor,
The Fundy Regional Service Commission and staff are pleased to present the following proposed
operating budget (attached) for the year 2022. As per our previous summary letter of September
1, 2020, the Commission is holding our landfill tip fees through 2021 but has budgeted for an
increase in 2022. This increase will be the first since 2003. The following increases are included
in the Budget:
1. $5 per metric tonne (MT) for municipal solid waste from $108 to $113.
2. $2 per MT for construction and demolition waste from $28 to $30.
Due to operating surpluses, the depletion of capital and operating reserves will now be delayed
to the end of 2022. There is one new borrowing application in 2022 for a landfill compactor
based on a 5-year term. The short-term borrowing for cell #9 completion has already been
approved and is included in the capital plan. With costs increasing, reserves being depleted and
future borrowings being required for short-term capital, a tip fee increase is prudent to offset
borrowing costs and to begin a rebuild of reserves. Future increases will depend on the economy,
government regulation, and our ability to mitigate increases through operational changes such
as recycling collection or cell construction. It is important to note that our cost increases in
construction, fuel and equipment have far exceeded CPI projections and our even higher budget
projections which can normally be mitigated with operational change.
In local planning, paid for through each of the Local Service Districts and the Village of St. Martins,
we have seen an increase in actual member charges due to a significant surplus in 2021, a small
deficit carryover in 2022 and an increase in planning consulting costs due to rural plan
development.
Page I of 3
18M
Actual costs remained flat in Regional and Cooperative Services as no new services have been
added by the Board at this time. Slight changes can be seen based on changes in the size of
community tax bases. The Regional & Cooperative Service billing for Saint John in 2022 will be
$28,567.
Below you will find a point form summary of the budget highlights. If you require any further
information or have any questions, please do not hesitate to contact me.
Sincerely,
aft Ma Le -
Executive Director
Page 2 of 3
NOM
FUNDY REGIONAL SERVICE COMMISSION
2022 BUDGET HIGHLIGHTS
(Numbers approximate and rounded)
1. Corporate Services
a. Human Resources Contract increased -$10k for union contract negotiations.
2. Regional and Cooperative Services
a. Member charges only slightly change due to community tax base changes.
b. No new services added.
3. Local Planning Services
a. Member charge increase due to 2019 surplus (-$48k) carried into 2021.
b. Member charge increase due to 2020 deficit (-$17k) carried into 2022.
c. -$10k contractor increase for rural plan development.
4. Electrical Generation
a. Decrease in revenue (-$17.5k) based on actual production projections.
b. Decrease in expenditures (-$53k) from elimination of 2021 deficit carryover
5. Solid Waste Services
a. $5/MT MSW tip fee increase (M$340k).
b. $2/MT C&D tip fee increase (-$12).
c. -$350k increase in revenue from surplus carryover.
d. -2000 MT of MSW increase based on 3-year average (-$216k).
e. -$15k increase in public education with return to HHW remote collection.
f. -$43k increase in fuel based in landfill on actual projections.
g. -$71k increase in landfill for union wage increase and a full time cleaner.
h. -$81k increase in cover material for cell #6 capping expansion.
i. -$60k increase in leachate trucking personnel based on volume averages.
j. -$65k for 12 weeks of 4 casuals and 1 full-time promotion in the material
recovery facility.
k. -$162k reduction in recycling collection for blue bin depot closures.
I. -$85k increase in composting for shredder maintenance and fuel.
m. -$39k increase for cost of compost cart replacement.
6. Fiscal Services
a. Debenture (-$55k) issued for cell #9 and electrical generation rebuild in 2021.
b. -$390k increase for capital from operating to avoid debt on short term
borrowing.
c. Decrease in transfer to electrical generation (-37k).
Page 3 of 3
Fundy Regional Service Commission
Operating Fund Bud et
Corporate Services
EXPENDITURES
Governance
Administration
Executive Directors Office
Human Resources
Financial Management
Other Administrative Services
Total Corporate Services
Allocation to Other Funds:
Cooperative & Regional Planning Services
Local Planning Service
Solid Waste Services
Electrical Generation
Budget Budget
2021 2022
$ 62,340
61,370
23,700
111,510
35,730
$ 294,650
$ 55,659
13,014
219,976
6,001
$ 294,650
$ 64,800
62,880
33,700
113,920
36,370
$ 311,670
$ 57,231
13,827
234,225
6,387
$ 311,670
K0E,I
Fundy Regional Service Commission
Operating Fund Bud -get
Cooperative & Regional Planning Services
REVENUE
MEMBER CHARGES
SALE OF SERVICE
SECOND PREVIOUS YEAR SURPLUS
EXPENDITURES
ALLOCATION FROM CORPORATE SERVICES
REGIONAL PLANNING
REGIONAL POLICING COLLABORATION
REGIONAL EMERGENCY MEASURES PLANNING
REGIONAL SPORT, RECREATION AND CULTURE
OTHER SERVICES PROVIDED TO ALL MEMBERS
FISCAL SERVICES
BUDGETED SURPLUS <DEFICIT>
Budget Budget
2021 2022
$ 49,366
6,293
55,659
55,659
$ 48,966
8,265
1
57,231
5,
NOW
Fund Re ional Service Commission
Operating Fund Budget
Local Planning Service
REVENUE
MEMBER CHARGES
FEES AND SERVICES
SECOND PREVIOUS YEAR SURPLUS
GOVERNMENT TRANSFER
Budget
2021
$ 252,972
47,772
Budget
2022
$ 332.509
300,744
332,509
EXPENDITURES
ALLOCATION FROM CORPORATE SERVICES
13,014
13,827
OTHER ADMINISTRATION
29,490
29,150
PLANNING SERVICES
134,280
146,400
INSPECTION SERVICES
121,460
124,590
FISCAL SERVICES
2,500
2,000
SECOND PREVIOUS YEAR DEFICIT
-
16,542
300,744
332,509
BUDGETED SURPLUS <DEFICIT>
Fundy Regional Service Commission
Operating Fund Budge
Electrical Generation
REVENUE
SALE OF SERVICE - SAINT JOHN ENERGY
SECOND PREVIOUS YEAR SURPLUS
TRANSFER FROM SOLID WASTE OPERATING FUND
TOTAL REVENUE
EXPENDITURES
ALLOCATION FROM CORPORATE SERVICES
OTHER ADMINISTRATION
PERSONNEL
MACHINERY & EQUIPMENT
FISCAL SERVICES
SECOND PREVIOUS YEAR DEFICIT
TOTAL ELECTRICAL GENERATION
BUDGETED SURPLUS <DEFICIT>
Budget
2021
$ 176,988
119,372
296,360
6.001
10,150
94,000
62,900
70,200
53,109
296,360
Budget
2022
$ 159,564
82,122
$ 241,686
6,387
10,650
93,220
58,900
72,300
229
241,686
Pkl.YA
Fundy Regional Service Commission
Operating Fund Budget
Solid Waste Services
REVENUE
TIPPING FEES
MEMBERS
INDUSTRIAL, COMMERCIAL & INSTITUTIONAL
CONSTRUCTION & DEMOLITION
INTERNATIONAL SHIP'S WASTE
ASBESTOS
RECYCLING
OTHER OPERATIONAL REVENUE
INVESTMENT INCOME
SURPLUS OF SECOND PREVIOUS YEAR
TOTAL REVENUE
Budget
2021
$ 2,140,020
4,942,080
154,000
1,000
70,000
256,000
293,000
20,000
96,096
7,972,196
Budget
2022
2.436, 845
5,184,100
182,100
1,800
76,400
258,700
299.160
20,000
446,028
$ 8,905,133
EXPENDITURES
ADMINISTRATION
ALLOCATION FROM CORPORATE SERVICES
219,976
234,225
DIRECTORS OFFICE
PERSONNEL
187,910
192,490
TRAVEL
6,000
11,000
TRAINING & DEVELOPMENT
10,500
10,500
OTHER ADMINISTRATION
ADVERTISING
-
_
LIABILITY INSURANCE
147,570
193,480
PROFESSIONAL SERVICES
88,000
88,000
LEGAL SERVICES
5,000
5,000
OFFICE BUILDING
20,280
21,170
OFFICE EQUIPMENT & SUPPLIES
29,150
30,850
PRINTING & COPYING
3,300
3,300
TELECOMMUNICATIONS
12,500
12,500
CMEI
90,875
92,511
HOST COMMUNITY ENHANCEMENT FUND
24,931
25,380
PUBLIC EDUCATION
PERSONNEL
157,450
162,050
ADVERTISING, TOURS & PROMOTIONAL
79,450
95,700
OTHER ADMINISTRATIVE
27,830
25,130
TOTAL ADMINISTRATION
1,110,722
E 1,203,286
08.1:a
Fundy Regional Service Commission
Operating Fund Budget
Solid Waste Services
Budget
Budget
2021
2022
OPERATIONS
STATION & BUILDINGS
REPAIRS & MAINTENANCE
15,000
5,000
ELECTRICITY
9,000
9,000
PROPERTY TAXES
230,500
247,750
ENVIRONMENTAL HEALTH & SAFETY
114,400
118,340
MACHINERY & EQUIPMENT
FUEL
176,580
220,100
REPAIRS & MAINTENANCE
148,750
145,700
LANDFILL OPERATIONS
PERSONNEL
845,460
916,840
SITE & ROAD MAINTENANCE
48,600
62,600
MONITORING
62,900
61,000
SITE SECURITY AND SAFETY
12,900
12,600
SPECIAL WASTE HANDLING
18,800
20,000
COVER MATERIAL
351,132
433,755
LEACHATE & SILTATION MANAGEMENT
954,550
1,019,930
SAFETY EQUIPMENT & SUPPLIES
26,940
26,660
SCALEHOUSE
PERSONNEL
175,730
182,830
SUPPLIES
23,400
26,400
WASTE DIVERSION
PERSONNEL -RECYCLING
912,520
978,300
PERSONNEL - DEPOT COLLECTION
386,030
279,760
RECYCLING FACILITY
156,640
165,430
DEPOT COLLECTION PROGRAM
179,860
124,320
COMPOSTING PROGRAM
PERSONNEL
271,250
275,220
PROCESSING
437,660
522,690
CART & BIN PURCHASES
118,700
157,400
HAZARDOUS HOUSEHOLD WASTE
COLLECTION
2,000
2,000
DISPOSAL
27,000
27,000
OTHER
5,000
5,000
TOTAL OPERATIONS
5,711,302
6,045,625
OUR,
Fundy Regional Service Commission
Operating Fund Budge
Solid Waste Services
Budget
Budget
2021
2022
FISCAL SERVICES
DEBENTURE ISSUE COSTS
-
54,600
BANK SERVICE CHARGES
12,000
16,000
INTEREST - CURRENT OPERATIONS
12,000
73,100
INTEREST - LONG TERM DEBT
24,800
34,600
PRINCIPAL - LONG TERM DEBT
666,000
680,000
CAPITAL EXPENDITURES FROM OPERATIONS
125,000
516,500
TRANSFER TO RESERVE FUNDS
25,000
25,000
TRANSFER TO GENERATION FACILITY FUND
119,372
82,122
CLOSURE & POST -CLOSURE
146,000
154,300
INVESTMENT MANAGEMENT FEES
20,000
20,000
TOTAL FISCAL SERVICES
1,150,172
1 656,222
TOTAL EXPENDITURES
7,972,196
8,905,133
SURPLUS (DEFICIT)
Will
Fundy Regional Service Commission
CAPITAL PLAN FOR 2022
CAPITAL TRANSFER
FROM LONG FROM
TOTAL OPERATING TERM RESERVE
Solid Waste COST FUND DEBT FUND
Compactor
Cell #9
Loader (LF)
ZEV - Zero Emmission Vehicle
MRF Building
Site Truck (LF)
Repeater System
Electrical Generation
1,300,000
380.000 920,000
3,234,000
3,234,000
245,000
15,000 - 230,000
57,500
57,500 -
100,000
- - 100,000
40,000
40,000 -
24,000
24,000
5,000,500
516,500 4,154,000 330,000
Capital
Transfer
from Long
from
Total Operating Term
Reserve
Cost Fund Debt
Fund
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Saint john
The Power Commission of the City of Saint John
325 Simms Street — PO Box 850 — Saint John — NB - E21L 4C7
September 13, 2021
The City of Saint John
PO Box 1971
Saint John, NB
E2L 4L 1
Attn: Jonathan Taylor
Dear Jon,
I am requesting Saint John Energy to make presentations to Common Council in both open and closed
sessions at the earliest convenience.
The most pressing schedule and priority is the closed session presentation. The closed session would
provide opportunity for the Council members to be provided an overview of Saint John Energy, its
challenges, issues and priorities, especially related to municipal reform, changes to the Local
Governance Act this fall and expected changes to the Electricity Act in the spring.
The public session presentation would be more generic, but still addressing the challenges,
opportunities, priorities and long-term plans.
I appreciate any assistance you can offer to enable an audience with Common Council in both closed
and open forums.
Sincerely,
6 c
L�
Ray Robinson, P. Eng.
President & CEO
Saint John Energy
Tel (506) 658-5252 - Toll Free-2:�37-907-5550 - fax (506) 658-0868 — www.sjenergy.com
M&C No.
2021-265
Report Date
March 30, 2021
Meeting Date
April 06, 2021
Service Area
Strategic Services
SUBJECT: Parking Commission
EXECUTIVE SUMMARY OF COMMITTEE OF THE WHOLE REPORT FOR OPEN
SESSION OF COUNCIL
As part of the sustainability initiatives, the City is seeking to improve both the
efficiency and effectiveness of the organization and to review the City's Agencies,
Boards and Commissions. In this context, it has been determined to be
appropriate to wind up the Parking Commission and transfer, as appropriate, the
operations, employees, and assets to the City. The Parking Commission has been
consulted previously and is aware of the proposed dissolution.
COUNCIL RESOLUTION
Having previously resolved to wind-up the Parking Commission, it is
recommended that Committee recommend to Council to;
1. Dissolve the Saint John Parking Commission on October 1, 2021,
2. Increase the City of Saint John Staffing Establishment to accept former
Parking Commission employees into the City organization, and
3. Enter into (i) the Donation Agreement between the Parking Commission
and the City and (ii) the Assignment and Assumption and any document
ancillary thereto presented to Committee of the Whole at its Sept. 201" meeting
being necessary to transfer all assets and liabilities of the Parking
Commission to the City, and
4. Authorize the Mayor and Clerk to execute such Donation Agreement and
Assignment and Assumption Agreement, effective as of October 1, 2021,
and any other documentation required to give effect to the transfer of all
assets and liabilities and the dissolution of the Parking Commission.
ATTACHMENTS
None
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