2023-06-06 Growth Committee Agenda Packet - Open Session
Growth Committee Meeting
Open Session
April 11, 2023
MINUTES - OPEN SESSION GROWTH COMMITTEE MEETING
APRIL 11, 2023 12:30 P.M.
nd
2 FLOOR COMMON COUNCIL CHAMBER, CITY HALL
Present: Chair, Councillor Joanna Killen
Mayor Donna Noade Reardon
Deputy Mayor John MacKenzie
Councillor Brent Harris
Councillor Gerry Lowe
Also
Present: Chief Administrative Officer B. McGovern
Commissioner Growth and Community Services J. Hamilton
Director Growth and Community Planning D. Dobbelsteyn
Director Permitting and Development A. Poffenroth
Manager Growth T. Ferlatte
Administrative Officer R. Evans
Administrative Assistant A. MacLean
1. Meeting Called to Order
Chair of the Growth Committee Councillor Killen called the Growth Committee open session
meeting to order.
2. Approval of Minutes
2.1 Approval of Minutes February 22, 2023
Moved by Councillor Harris, seconded by Mayor Noade Reardon:
RESOLVED that the Minutes of February 22, 2023 be adopted.
MOTION CARRIED
3. Approval of Agenda
Moved by Mayor Noade Reardon, seconded by Councillor Harris:
RESOLVED that the agenda of April 11, 2023 be approved.
MOTION CARRIED.
4. Disclosures of Conflict of Interest
5. Consent Agenda
6. Delegations / Presentations
6.1 YMCA Glen Carpenter Centre Overview
Ms. Boucher presented the YMCA - Glen Carpenter Centre Overview. She highlighted the impact
the Glen Carpenter Centre is making on the community. Ms. Boucher shared projected growth
and goals Glen Carpenter Centre is hoping to achieve in the upcoming years.
Ms. Boucher has requested $125,000 to help support development of Glen Carpenter Centre over
a number of years.
Growth Committee Meeting
Open Session
April 11, 2023
Moved by Mayor Noade Reardon, seconded by Deputy Mayor MacKenzie:
RESOLVED that the presentation YMCA Glen Carpenter Centre Overview be received for
information.
MOTION CARRIED.
7. Business Matters
7.1 Q1 Development Activity
Moved by Mayor Noade Reardon, seconded by Deputy Mayor MacKenzie:
RESOLVED that the Q1 Development Activity presentation be received for information.
MOTION CARRIED.
8. Referrals from Common Council
n/a
8.1 Adjournment
Moved by Councillor Lowe, seconded by Councillor Harris:
RESOLVED that the open session meeting of the Growth Committee be adjourned.
MOTION CARRIED.
The open session meeting of the Growth Committee held on April 11, 2023, was adjourned at
1:16 p.m.
Respectfully submitted,
Anna MacLean, Recording Secretary
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Report DateMay 16, 2023
Meeting DateJune 06, 2023
Service AreaGrowth and Community
Services
Chair KillenandMembers of the Growth Committee
SUBJECT: Review of the Provisions governing the Procedure and Operation of
the Saint John Substandard Properties Appeal Committee
OPEN OR CLOSED SESSION
This matter is to be discussed in Growth Committee Open Session.
AUTHORIZATION
Primary AuthorCommissioner/Dept. HeadChief Administrative
Officer
Pamela BentleyJ Hamilton/A PoffenrothBrent McGovern
d
RECOMMENDATION
RESOLVED that the Growth Committee:
1.Recommend that Common Council approve the Provisions Governing the
Procedure and Operation of the Saint John Substandard Properties Appeal
Committeein the form attached to this report.
EXECUTIVE SUMMARY
The Saint John Substandard Properties Appeal Committee (the Committee) is a
Council-appointed committee of lawyers,and the Provisions is the document that
governs itsprocedure and operation. The Committeehears appeals filed for
property-related matters after notice or orders have been served on owners
requiring them to comply with violations relating to theUnsightly Premises and
Dangerous Buildings and Structures By-law and theMinimum Property Standards
By-law.
Based on evidence provided at aformal hearing, theCommitteemakesa decision
which is binding on the owner and on the City. Decisions may uphold, rescind, or
modify the notice or order given.
The recentloss of two Committee members,with no new lawyers applying for the
Committee, promptedthe Nomination Committee to ask if there wasmore that
should be done or can be done to encourage lawyers to join. As the governing
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document for the Committee is the Provisions, staff reviewed the document with
this lens in mind. The revised Provisions document is included with this report.
The two changes made to the Provisions is the increase in remuneration of the
Committee member from $600 to $1200 per day of hearing and a reduction in
years of experience to be a member of the Committee.
PREVIOUS RESOLUTION
From the Nominating Committee to Common Council on February 21, 2023
regarding the Saint John Substandard Property Appeal Committee: to refer to the
Growth Committee to have the Provisions Governing the Procedure and
Operation of the Substandard Properties Appeal Committee examined.
STRATEGIC ALIGNMENT
The is directly related to the Belong priority.
The Belong priority focuses on enhancing quality of life and social well-being,
ensuring community safety, and cultivating community pride by providing our
citizens with safe, clean, and affordable housing and neighbourhoods.
REPORT
The Provisions of the Saint John Substandard Properties Appeal Committee was
last updated in October 2020. With the departure of two members in November
and December 2022, the Committee was deficient in members.
The Nomination Committee had not received any recent applications from
lawyers to be on the Committee and as a result asked staff, through a council
resolution of February 21, 2023, to examine the Provisions to determine if there
were changes or modifications needed to encourage participation.
Staff review the Provisions with this lens to see if more could be done to
encourage involvement in the Committee.
Additionally, with the assistance of the Law Society of New Brunswick, an outreach
campaign to local lawyers was embarked upon.
One proposed change to the Provisions is to increase the amount per day of
hearing. The amount has not been reviewed and increased since 2009 when, at
that time, a quorum required the attendance of three members.
quorum was formed of three - one member was a councillor (and therefore
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unpaid), and the chair and vice chair were lawyers and remunerated at $600 and
$300 respectively for each day of hearing. The Provisions were updated in 2015,
reducing the attendance for a quorum to a single member, and the lawyer
attending received $600 per day of hearing. The quorum attendance and
remuneration have not changed since 2015. A review of remuneration for
attending Committee members was overdue.
The second proposed change to the Provisions is reducing the number of years of
experience to only two years. This will broaden the pool of eligible candidates and
help encourage new practicing lawyers to become engaged earlier in their careers
in a meaningful way that enhances and helps their community.
Lastly, because of the outreach campaign alone, three applications to the
Nomination Committee have been received. These applications will be put
forward to their next meeting for review and recommendation to Common
Council.
The changes to the years of experience as well as the increase to the daily
remuneration per day of hearing may encourage more lawyers to put their names
forward to be on the Committee.
SERVICE AND FINANCIAL OUTCOMES
As part of the by-laws governing community standards, having a functional
Committee is a necessity as appeals outlined in the Local Governance Act. An
average of five to seven hearings are expected per year and formal hearings are
typically not more than a few hours. At times, more than one hearing may be held
in a day. A Committee member must spend time reviewing the orders and notices
in advance of the hearing as well as provide a written decision within 10 days. In
all, one hearing alone may be several hours of work and the remuneration fee is
paid per day of hearing. The monetary increase to the committee is minimal when
weighed against the overall outcome it plays in advancing improvements to the
community The
increase for remuneration can be accounted for in the existing budget envelope
for Growth and Community Services.
INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS
The General Counsel Office reviewed the attached Provisions Governing the
Procedure and Operation of the Saint John Substandard Properties Appeal
Committee.
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ATTACHMENTS
Provisions Governing the Procedure and Operation of the Saint John
Substandard Properties Appeal Committee
f Click here to enter text.
Provisions Governing the
Procedure and Operation
of the Saint John Substandard
Properties Appeal Committee
Current to: April 25, 2023
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RECITALS
WHEREAS, paragraph 10(1)(d) of the Local Governance Act, S.N.B. 2017, c.
18, provides that a local government may make by-laws for municipal purposes
respecting dangerous or unsightly premises and property;
AND WHEREAS, subsection 7(1) of the Saint John Unsightly Premises and
Dangerous Buildings and Structures By-Law provides that if a condition referred to in
subsection 6(1), (2) or (3) exists, a by-law enforcement officer may notify the owner or
occupier of the premises, building or other structure;
AND WHEREAS, subsection 9(1) of the Saint John Unsightly Premises and
Dangerous Buildings and Structures By-Law provides that an owner or occupier of
premises or a building or other structure who has been given a notice under section 7,
other than a notice prepared and signed under subsection 14(1), and who is not satisfied
with the terms or conditions set out in the notice may appeal to the appropriate committee
of Common Council by sending a notice of appeal by registered mail to the clerk of the
City within 14 days after having been given the notice;
AND WHEREAS, paragraph 10(1)(e) of the Local Governance Act, S.N.B.
2017, c. 18, provides that a local government may make by-laws for municipal purposes
respecting the maintenance and occupancy standards for buildings and premises;
AND WHEREAS, subsection 25(1) of the Saint John Minimum Property
Standards By-Law provides that where the condition of the premises, dwelling, dwelling
unit or structure does not comply with this by-law, a by-law enforcement officer may
notify the owner or occupier of the premises, dwelling, dwelling unit or structure by
issuing an Order;
AND WHEREAS, subsection 27(1) of the Saint John Minimum Property
Standards By-Law provides that an owner or occupier of the premises, dwelling, dwelling
unit or structure who has been given an Order under subsection 25(2) and who is not
satisfied with the terms or conditions set out in the Order may appeal to the appropriate
committee of Common Council by sending a notice of appeal by registered mail to the
clerk of the City within 14 days after having been given the Order.
NOW THEREFORE BE IT RESOLVED that the Saint John Substandard
Properties Appeal Committee is hereby created;
AND BE IT FURTHER RESOLVED that the Provisions herein shall apply to
the order and dispatch of business of the Saint John Substandard Properties Appeal
Committee.
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A. Definitions
1. Wherever a word is used in these Provisions with its first letter capitalized,
the term is being used as it is defined in this Section A. Where any word
appears in ordinary case, its regularly applied meaning in the English
language is intended.
“Appeal Committee” means the Saint John Substandard Properties
Appeal Committee.
“Architect” means a professional architect registered in the Province of
New Brunswick.
“By-law Enforcement Officer” means a by-law enforcement officer,
inspection officer or standards officer appointed under the Saint John
Unsightly Premises and Dangerous Buildings or Structures By-law or the
Saint John Minimum Property Standards By-law and designated by
resolution of Common Council.
“Business Day” means a day other than a Saturday, Sunday or statutory
holiday in the Province of New Brunswick.
“Business Hours” means 8:30 a.m. to 4:30 p.m. of any Business Day.
“Chairperson” means the Chairperson of the Appeal Committee.
“City Clerk” means the Director of Legislative Services / City Clerk of
the City of Saint John or the Manager of Legislative Services / Deputy
Clerk.
“Common Council” means the elected municipal council of the City of
Saint John.
“Engineer” means a professional engineer or a consulting engineering
firm who is currently licensed to practice within the Province of New
Brunswick to carry out engineering services.
“Notice” means a Notice to Comply issued under section 7 of the Saint
John Unsightly Premises and Dangerous Buildings and Structures By-
Law.
“Notice of Appeal” means a Notice of Appeal in the form prescribed in
Schedule “A” of these Provisions.
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“Official Languages” means the two official languages of New
Brunswick within the meaning of the Official Languages Act, S.N.B. 2002,
c. O-0.5, and amendments thereto.
“Order” means an Order to Comply issued under section 25 of the Saint
John Minimum Property Standards By-law.
“Property” means the property for which a Notice of Appeal has been
sent to and received by the City Clerk.
“Vice-Chairperson” means a Vice-Chairperson of the Appeal
Committee.
B. Interpretation
1. Headings: The captions, article and section names and numbers appearing
in these Provisions are for convenience of reference only and have no
effect on its interpretation.
2. Gender, Number: These Provisions are to be read with all changes of
gender or number required by the context.
3. Legislation References: Each reference to legislation in these Provisions is
printed in Italic font. The reference is intended to include all applicable
amendments to the legislation, including successor legislation and
regulations. Where these Provisions reference other by-laws of the City of
Saint John, the term is intended to include all applicable amendments to
that by-law, including successor by-laws.
4. Severability: If any section, clause or provision of these Provisions, is for
any reason declared by a court or tribunal of competent jurisdiction to be
invalid, the ruling shall not affect the validity of the Provisions as a whole,
nor any other part of it.
C. Composition of the Saint John Substandard Properties Appeal Committee
and Vacancies
1. There shall be an Appeal Committee composed of five members being one
Chairperson and four Vice-Chairpersons.
2. All Appeal Committee members shall be:
(a) members in good standing of the Law Society of New Brunswick;
and
(b)have been in active legal practice for at least twoyears.
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3. At leastone Appeal Committee member shall be fluent in both Official
Languages.
4.Common Council shall appoint all members who serve on the Appeal
Committee.
5. Should a member of the Appeal Committee die, resign, become ineligible
to be a member or be removed from office, Common Council shall, as
soon as reasonably possible, appoint another person to replace such
member, and such newly appointed member shall hold office for the
remainder of the term of the member he replaces.
D. Terms of Office
1. Common Council shall determine the length of time that a member will be
appointed to the Appeal Committee.
2. The Chairperson shall be appointed by Common Council for a term
determined by Common Council, or until he ceases to be a member of the
Appeal Committee, whichever comes first.
3. Vice-Chairpersons shall be appointed by Common Council for a term
determined by Common Council, or until he ceases to be a member of the
Appeal Committee, whichever comes first.
4. Should a hearing of appeal be scheduled for multiple days or should an
appeal regarding the same or common premises, structure, or building be
heard in succession, Common Council can extend a term of a member of
the Appeal Committee who has heard some or all of the appeal or appeals
until all hearings have been completed and decisions rendered. This will
occur on a case by case basis.
E. Duties of Chairperson/Vice-Chairperson
1. The Chairperson shall determine the time, date and place of hearings of the
Appeal Committee.
2. A Vice-Chairperson is authorized to act as Chairperson in the event of the
Chairperson’s absence or his inability to act, or in the case of a vacancy in
the chairmanship and, when so authorized, the Vice-Chairperson shall
have all the powers and duties of the Chairperson.
3. All references in the Provisions Governing the Procedure and Operation of
the Saint John Substandard Properties Appeal Committee referring to
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Chairperson shall include Vice-Chairperson when a Vice-Chairperson is
authorized to act as the Chairperson.
F. Revocation of Appointment
1. Any appointment to the Appeal Committee may be revoked by Common
Council at any time.
2. A member may resign at any time by submitting his resignation in writing
to Common Council.
3. In the event that the membership of the Appeal Committee is increased,
Common Council shall appoint such additional member(s) and amend the
Provisions Governing the Procedure and Operation of the Appeal
Committee accordingly.
4. In the event that the membership of the Appeal Committee is decreased,
Common Council shall remove the necessary number of member(s) and
amend the Provisions Governing the Procedure and Operation of the
Appeal Committee accordingly.
G. Rules of Procedure
1. After receipt of a Notice of Appeal as required under subsection 9(1) of
the Saint John Unsightly Premises and Dangerous Buildings and
Structures By-Law or subsection 27(1) of the Saint John Minimum
Property Standards By-Law, the City Clerk shall:
(a) obtain from the Growth and Community Development Services
Department a copy of the Notice or Order to which the Notice of
Appeal relates;
(b) promptly notify the Chairperson of the Appeal Committee;
(c) enface the original copy of the Notice of Appeal and all documents
submitted by the Appellant with the date upon which it was
received;
(d) assign and enface the Notice of Appeal and all documents
submitted by the Appellant with a file number;
(e) retain and file the original Notice of Appeal and all documents
submitted by the Appellant;
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(f) forward a copy of the Notice of Appeal and all documents
submitted by the Appellant, including the Notice or Order, to the
Chairperson of the Appeal Committee;
(g)forward a copy of the Notice of Appeal and all documents
submitted by the Appellant to a By-law Enforcement Officer; and
(h) attempt to ascertain the Appellant’s Official Language of choice.
2. The Appeal Committee shall hold a hearing during normal Business Hours
within sixty calendar days after being advised by the City Clerk that a
Notice of Appeal has been sent to, and received by the City Clerk, in
accordance with subsection 9(3) of the Saint John Unsightly Premises and
Dangerous Buildings and Structures By-Law or subsection 27(3) of the
Saint John Minimum Property Standards, with respect to:
(a) premises which are allegedly unsightly;
(b) buildings or structures which have allegedly become a hazard to
the safety of the public by reason of dilapidation or unsoundness of
structural strength; or
(c) premises, dwellings, dwelling units or structures that allegedly do
not meet the minimum property standards set out in the Saint John
Minimum Property Standards By-law or the Residential Properties
Maintenance and Occupancy Code which was adopted and
incorporated by reference in said by-law.
3. The City Clerk shall, at least ten calendar days before a scheduled hearing:
(a) Advise a By-law Enforcement Officer of the date, time and place
of the hearing.
(b) Notify the Appellant of the date, time and place of the hearing by
causing the original or copy thereof of the Notice of Hearing to be
given:
(i) if the Appellant is an individual, by personal service on the
individual or by posting the Notice of Hearing in a
conspicuous place on the premises, building or structure;
(ii) if the Appellant is a corporation, by personal service on an
officer, director or agent of the corporation or on a manager
or person who appears to be in control of any office or other
place of business where the corporation carries on business
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in New Brunswick or by posting the Noticeof Hearing in a
conspicuous place on the premises, building or structure; or
(iii) if the Appellant is represented by counsel and his counsel is
authorized to accept service, by service on his counsel.
4. Prior to hearing the submissions of the parties, the Chairperson shall ask
the Appellant:
(a) to review the Notice or Order received from the City Clerk; and
(b) confirm that the Notice or Order received from the City Clerkis the
Notice or Order that the Appellant is appealing.
5. The following order shall be followed by the Appeal Committee when
hearing any representations and evidence:
(a) First, hear the representations and evidence presented by the
Appellant in support of his Notice of Appeal.
(b) Second, hear the representations and evidence from the By-law
Enforcement Officer in support of the Notice or Order.
(c) Third, offer the Appellant a chance to rebut the representations of
and evidence from the By-law Enforcement Officer.
6. Should the Appellant wish to abandon his appeal, he shall file with the
City Clerk a Notice of Abandonment or provide written confirmation to
the City Clerk stating that he abandons his appeal.
7. A Notice of Appeal is deemed to have been abandoned when the
Appellant or his counsel does not appear at the time, place and date set out
in the Notice of Hearing.
H. Duties and Powers
1. The hearing of an appeal shall be heard by one member of the Appeal
Committee, selected by the Chairperson, who shall have all the powers and
duties of the Chairperson in regards to said appeal.
2. A quorum of the Appeal Committee shall consist of one member.
3. The Appeal Committee shall, when making its decision in an appeal
involving premises which are allegedly unsightly, give due consideration
to the following:
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(a) whether the items involved are enumerated in subsection 6(1) of
the Saint John Unsightly Premises and Dangerous Buildings and
Structures By-Law;
(b) the location from which the items involved are visible;
(c) the location and use of the Property;
(d) any representations and evidence presented in support of the Notice
that is being appealed; and
(e) any representations and evidence presented by the Appellant or his
counsel.
4. The Appeal Committee shall, when making its decision in an appeal
involving buildings or structures which have allegedly become a hazard to
the safety of the public by reason of dilapidation or unsoundness of
structural strength, give due consideration to the following:
(a) section 13 of the Saint John Unsightly Premises and Dangerous
Buildings and Structures By-Law, which provides that a report
from an Architect, an Engineer, a Building Inspector or the Fire
Marshall stating that a building or structure is dilapidated or
structurally unsound is proof in the absence of evidence to the
contrary that a building or structure is dilapidated or structurally
unsound;
(b) any representations and evidence presented in support of the Notice
that is being appealed; and
(c) any representations and evidence presented by the Appellant or his
counsel.
5. The Appeal Committee shall, when making its decision in an appeal
involving premises, dwellings, dwelling units or structures which allegedly
do not meet minimum property standards, give due consideration to the
following:
(a) the provisions of the Saint John Minimum Property Standards By-
law and the Residential Properties Maintenance and Occupancy
Code which was adopted and incorporated by reference in said by-
law;
(b) any representations and evidence presented in support of the Order
that is being appealed; and
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(c) any representations and evidence presented by the Appellant or his
counsel.
6. If the Appellant abandons his appeal or if neither the Appellant nor his
counsel appears at the date, time and place fixed for hearing of the appeal
or at a rescheduled date, the Appeal Committee shall:
(a) upon proof of service of the Notice of Hearing on the Appellant or
his counsel, or upon proof that the Notice of Hearing was posted in
a conspicuous place on the premises, building or structure in
relation to the proceedings, carry out the following:
(i) return the Notice of Appeal and all documents submitted by
the Appellant to the address shown on the Notice of
Appeal; and
(ii)notify the Appellant in writing at the address shown on his
Notice of Appeal of the decision of the Appeal Committee.
I.Hearings to be Public
1. All hearings before the Appeal Committee shall be open to the public.
J. Language of Proceedings
1. Prior to the commencement of an appeal hearing, the Chairperson shall
confirm the Appellant’s choice of Official Language for the hearing.
2. The “language of the Appellant” for the purposes of the appeal hearing, is
the Official Language chosen by the Appellant. It does not have to be the
Appellant’s dominant language.
3. Where the Appellant does not indicate to the Chairperson his language of
choice, the Appellant shall be deemed to have chosen the Official
Language chosen by the Chairperson and the Chairperson shall ask if the
Appellant objects to the hearing being conducted in that language.
4. Simultaneous interpretation shall be made available in circumstances
where the language of the Appellant differs from the Official Language
with which the members of the Appeal Committee are familiar.
K. Right to Counsel
1. A person who brings an appeal shall be heard by the Appeal Committee
and may be represented by counsel.
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L.Records of the Proceedings
1. The Appeal Committee shall keep records of its proceedings and shall use
audio recording technology to record its appeal hearings.
2. The audio recording of a hearing may be destroyed one (1) calendar year
after the hearing of the appeal if the Appellant did not exercise his right
under subsection 9(8) of the Saint John Unsightly Premises and
Dangerous Buildings and Structures By-Law to appeal the Appeal
Committee’s decision to The Court of Queen’s Bench of New Brunswick.
M. Decisions
1. The Appeal Committee shall provide a copy of its decision to the
Appellant within fourteen (14) days after making its decision. The
decision may confirm, modify or rescind the Notice or Order, or extend
the time for complying with the Notice or Order.
2. The Appeal Committee’s decision shall be dated and such date shall be the
date of the decision.
3. All decisions of the Appeal Committee shall be written by the Appeal
Committee member who acted as the Chairperson.
N. Conflict of Interest
1. Any member must excuse himself from participating in a hearing in
circumstances where he has a conflict of interest.
O. Remuneration and Expenses
1. Members of the Appeal Committee will be remunerated as follows:
(a) $1,200.00 per day of hearing.
2. Members of the Appeal Committee will be reimbursed for necessary
expenses, reasonably and actually incurred by virtue of their participation
in an Appeal Committee hearing.
P. Funding
1. The City of Saint John shall provide funding for the Appeal Committee’s
activities through its normal budgeting procedure.
2. The City of Saint John shall provide the following to the Appeal
Committee:
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(a) a venue where the hearings shall take place;
(b) audio recording equipment which is sufficient to record the
hearing;
(c) secretarial services, as required;
(d) official stationery, as required; and
(e) such other incidental services or resources that are necessary for
the proper functioning of the Appeal Committee.
Q. Office of the Appeal Committee
1. The address of the Appeal Committee shall be as follows:
Saint John Substandard Properties Appeal Committee
c/o The City of Saint John
City Clerk
nd
2Floor, City Hall Building
P. O. Box 1971
Saint John, New Brunswick
E2L 4L1
R. Matters Not Provided For
1. Any matter of procedure or practice not expressly provided for in the
Provisions Governing the Procedure and Operation of the Appeal
Committee shall be left to the members of the Appeal Committee to
decide.
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Règlement intérieur du
Comité des appels sur
les résidences non conformes
aux normes de Saint John
En date du : 25 avril 2023
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PRÉAMBULE :
ATTENDU QUE, le paragraphe 10(1)(d) de la Loi sur la gouvernance locale,
L.N.-B. 2017, ch. 18, prévoit que les gouvernements locaux peuvent, relativement à
quelque fin municipale que ce soit, prendre des arrêtés concernant les lieux et les biens
dangereux ou inesthétiques ; et
ATTENDU QUE, le paragraphe 7(1) de l’Arrêté relatif aux lieux inesthétiques et
aux bâtiments et constructions dangereux dans The City of Saint John prévoit que
lorsqu’existe une des situations mentionnées aux paragraphes 6(1), (2) ou (3), un AGENT
CHARGÉ DE L’EXÉCUTION DES ARRÊTÉS peut aviser le propriétaire ou l’occupant des lieux
ou du bâtiment ou d’une autre construction; et
ATTENDU QUE, le paragraphe 9(1) de l’Arrêté relatif aux lieux inesthétiques et
aux bâtiments et constructions dangereux dans The City of Saint John prévoit que le
propriétaire ou l’occupant des lieux, du bâtiment ou d’une autre construction à qui a été
donné l’AVIS tel que le prévoit l’article 7, exception faite de l’AVIS écrit et signé en vertu
du paragraphe 14(1), et qui n’accepte ni les modalités ni les conditions y énoncées peut
interjeter appel au comité du CONSEIL COMMUNAL compétent en envoyant un AVIS
D’APPEL par courrier recommandé au secrétaire de la municipalité dans les quatorze jours
qui suivent la notification de l’AVIS; et
ATTENDU QUE, l’alinéa 10(1)e) de la Loi sur la gouvernance locale, L.N.-B.
2017, ch. 18, prévoit que les gouvernements locaux peuvent, relativement à quelque fin
municipale que ce soit, prendre des arrêtés concernant les normes d’entretien et
d’occupation des bâtiments et des locaux; et
ATTENDU QUE, le paragraphe 25(1) de l’Arrêté concernant les normes
minimales régissant les résidences de Saint John prévoit que lorsque l’état des lieux, de
l’habitation, du logement ou de la construction ne se conforme pas à cet arrêté, un
AGENT
CHARGÉ DE L’EXÉCUTION DES ARRÊTÉS peut aviser le propriétaire ou l’occupant des lieux,
de l’habitation, du logement ou de la construction en délivrant une ORDONNANCE; et
ATTENDU QUE, le paragraphe 27(1) de l’Arrêté concernant les normes
minimales régissant les résidences de Saint John prévoit que le propriétaire ou l’occupant
des lieux, de l’habitation, du logement ou de la construction à qui une ORDONNANCE a été
notifiée aux termes du paragraphe 25(2) et qui n’accepte pas les modalités ou les
conditions qui y sont énoncées peut interjeter appel devant le comité du CONSEIL
compétent en envoyant un AVIS D’APPEL par courrier recommandé au
COMMUNAL
secrétaire de la municipalité dans les quatorze jours qui suivent la notification de
l’ORDONNANCE.
À CES CAUSES :
- 15 -
Est créé le Comité des appels sur les résidences non conformes aux normes de
Saint John.
Le présent règlement intérieur régit le déroulement des travaux du Comité des
appels sur les résidences non conformes aux normes de Saint John.
A.Définitions
1. Les mots écrits en petites capitales dans le présent document sont
employés au sens des définitions qui suivent, sinon les mots ont le sens
ordinaire en français.
« ARCHITECTE » Architecte professionnel autorisé à exercer au Nouveau-
Brunswick.
« AGENT CHARGÉ DE L’EXÉCUTION DES ARRÊTÉS » Un AGENT CHARGÉ DE
L’EXÉCUTION DES ARRÊTÉS, un agent des inspections ou agent des normes
nommé conformément à l’Arrêté relatif aux lieux inesthétiques et aux
bâtiments et constructions dangereux dans The City of Saint John, et
désigné par résolution du CONSEIL COMMUNAL.
« AVIS » Avis de conformité émis en vertu de l’article 7 de l’Arrêté relatif
aux lieux inesthétiques et aux bâtiments et constructions dangereux dans
The City of Saint John.
« AVIS D’APPEL » Avis d’appel selon la forme prescrite à l’annexe « A »
de ce document.
« COMITÉ D’APPEL» Le Comité des appels sur les résidences non
conformes aux normes de Saint John.
«
CONSEIL COMMUNAL » Le conseil élu de la municipalité.
GREFFIER MUNICIPAL» Le Directeur des services législatifs / Greffier
«
municipal de la municipalité ou Chef des services législatifs / Greffier
adjointe.
« HEURES D’OUVERTURE » Entre 8 h 30 et 16 h 30 d’un JOUR OUVRABLE.
« INGÉNIEUR » Ingénieur ou cabinet de conseil en ingénierie qui est
autorisé à exercer la profession d’ingénieur au Nouveau-Brunswick.
« JOUR OUVRABLE» Toute journée autre que le samedi, le dimanche ou un
jour férié au Nouveau-Brunswick.
- 16 -
« LANGUES OFFICIELLES» Les deux langues officielles du Nouveau-
Brunswick au sens de la Loi sur les langues officielles, L.N.-B. 2002,
ch. O-0.5, ensemble ses modifications.
« ORDONNANCE » O RDONNANCE de conformité émise en vertu de
l’article 25 de l’Arrêté concernant les normes minimales régissant les
résidences de Saint John.
« PRÉSIDENT » Le président du COMITÉ D’APPEL.
« RÉSIDENCE » Résidence au sujet de laquelle un AVIS D’APPEL a été
communiqué au GREFFIER MUNICIPAL.
« VICE-PRÉSIDENT » Un vice-président du COMITÉ D’APPEL.
B.Interprétation
1. Intertitres : Les en-têtes, les intertitres et la numérotation du présent
document sont donnés pour la commodité du lecteur uniquement et n’ont
aucune incidence sur l’interprétation du document.
2. Genre et nombre : Le pluriel et le singulier s’appliquent indifféremment à
l’unité et àla pluralité, et le masculin et le féminin s’appliquent
indifféremment, suivant le contexte, aux personnes physiques de l’un ou
l’autre sexe ou aux personnes morales.
3. Sources législatives: Toute source législative apparaît en italique dans le
présent document. Dans chaque cas, la source vise également toutes les
modifications apportées à la loi, y compris les lois de remplacement, ainsi
que les règlements d’application. Dans le cas de références à d’autres
arrêtés de la municipalité, la source vise également leurs modifications, y
compris les arrêtés de remplacement.
4. Divisibilité: Le fait pour un tribunal judiciaire ou administratif compétent
de déclarer nul un article, une clause ou une disposition du présent
document n’a aucune incidence sur la validité de tout ou partie du
document.
C. Composition du Comité des appels sur les résidences non conformes aux
normes de Saint John et remplacements
1. Le COMITÉ D’APPEL est composé de cinqmembres, savoir le PRÉSIDENT et
quatre VICE-PRÉSIDENTS.
2.Tous les membres du COMITÉ D’APPEL doivent posséder les qualifications
suivantes :
- 17 -
a) être membre en règle du Barreau du Nouveau-Brunswick; et
b) avoir exercé activement le droit pendant au moins deux ans.
3. En outre, au moins un membre du COMITÉ D’APPEL doit maîtriser les deux
LANGUES OFFICIELLES.
4.Le CONSEIL COMMUNAL nomme tous les membres qui siègent au COMITÉ
D’APPEL.
5. Le CONSEIL COMMUNAL procède diligemment au remplacement, pour le
reste de son mandat, de tout membre du COMITÉ D’APPEL qui décède,
démissionne, n’a plus les qualifications requises ou est destitué.
D. Durée des mandats
1. Le CONSEIL COMMUNAL fixe la durée du mandat de chaque membre du
COMITÉ D’APPEL.
2. Le PRÉSIDENT demeure en fonction pendant la durée qu’a fixée le CONSEIL
COMMUNAL, aussi longtemps qu’il reste membre du COMITÉ D’APPEL.
3. Les VICE-PRÉSIDENTS demeurent en fonction pendant la durée qu’a fixée le
CONSEIL COMMUNAL, aussi longtemps qu’ils restent membres du COMITÉ
D’APPEL.
4. Dans le cas où l’audition d’un appel doit s’étendre sur plusieurs jours ou
que des appels concernant des lieux, une construction ou un bâtiment
identiques ou communs doivent être entendus successivement, le CONSEIL
COMMUNAL peut, en procédant au cas par cas, prolonger la durée du
mandat d’un membre du COMITÉ D’APPEL qui a entendu tout ou partie de
l’appel ou des appels jusqu’à la fin des audiences et du prononcé des
décisions.
E.Fonctions du président et du vice-président
1. Le PRÉSIDENT fixe les date, heure et lieu des audiences du COMITÉ
’APPEL.
D
2. En cas d’absence ou d’empêchement du PRÉSIDENT ou de vacance à la
présidence, un VICE-PRÉSIDENT peut assumer la présidence et exercer
toutes les attributions de la charge.
3. Toute référence au PRÉSIDENT dans le présent document s’applique
également au VICE-PRÉSIDENT autorisé à assumer la présidence.
- 18 -
F. Révocations
1. Toute nomination au COMITÉ D’APPEL est révocable au gré du CONSEIL
.
COMMUNAL
2. Un membre peut démissionner en présentant sa démission par écrit au
CONSEIL COMMUNAL.
3. S’il faut accroître le nombre des membres du COMITÉ D’APPEL, le CONSEIL
nomme les membres additionnels et modifie le présent
COMMUNAL
document en conséquence.
4. S’il faut diminuer le nombre des membres du COMITÉ D’APPEL, le CONSEIL
supprime les postes en trop et modifie le présent document en
COMMUNAL
conséquence.
G. Règles de procédure
1. Saisi d’un AVIS D’APPEL déposé conformément au paragraphe 9(1) de
l’Arrêté relatif aux lieux inesthétiques et aux bâtiments et constructions
dangereux dans The City of Saint John ou du paragraphe 27(1) de l’Arrêté
concernant les normes minimales régissant les résidences de Saint John, le
GREFFIER MUNICIPAL :
a)obtient du Service de la croissance et du développement
communautaire une copie de l’AVIS auquel ou de l’ORDONNANCE à
laquelle se rapporte l’AVIS D’APPEL;
b) en avise aussitôt le PRÉSIDENT du COMITÉ D’APPEL;
c)inscrit la date de réception au recto des originaux de l’AVIS D’APPEL
et de tous les documents présentés par l’appelant;
d) inscrit un numéro de dossier au recto de l’AVIS D’APPEL et de tous
les documents présentés par l’appelant;
e) conserve et classe les originaux de l’AVIS D’APPEL et de tous les
documents présentés par l’appelant;
f) transmet une copie de l’AVIS D’APPEL et de tous les documents
présentés par l’appelant, dont l’AVIS ou l’ORDONNANCE, au
PRÉSIDENT du COMITÉ D’APPEL;
- 19 -
g) transmet une copie de l’AVIS D’APPEL et de tous les documents
présentés par l’appelant à un AGENT CHARGÉ DE L’EXÉCUTION DES
ARRÊTÉS;
h) s’efforce d’identifier la LANGUE OFFICIELLE de prédilection de
l’appelant.
2. Mis au courant par le GREFFIER MUNICIPAL d’un AVIS D’APPEL déposé
conformément au paragraphe 9(3) de l’Arrêté relatif aux lieux
inesthétiques et aux bâtiments et constructions dangereux dans The City of
Saint John ou du paragraphe 27(3) de l’Arrêté concernant les normes
minimales régissant les résidences de Saint John, le COMITÉ D’APPEL tient
dans les soixante jours civils qui suivent, pendant les HEURES
D’OUVERTURE normales, une audience au sujet, selon le cas:
a) des lieux qui seraient inesthétiques;
b) des bâtiments ou des constructions qui seraient devenus dangereux
pour la sécurité du public du fait de leur délabrement ou de leur
manque de solidité;
c) des lieux, des habitations, des logements ou des constructionsqui
ne répondraient pas aux normes minimales énoncées dans l’Arrêté
concernant les normes minimales régissant les résidences de Saint
John ou le Règlement portant approbation du code d’entretien et
d’occupation des résidences qui a été adopté et intégrépar renvoi
dans ledit arrêté.
3. Au moins dix jours civils avant l’audience, le GREFFIER MUNICIPAL :
a) informe un
AGENT CHARGÉ DE L’EXÉCUTION DES ARRÊTÉS des date,
heure et lieu de l’audience.
b) avise l’appelant des date, heure et lieu de l’audience en lui
communiquant l’original ou une copie de l’avis d’audience de la
façon suivante :
(i) dans le cas où l’appelant est un particulier, par signification
en main propre ou par son affichage en un endroit bien
visible des lieux, du bâtiment ou de la construction,
(ii)dans le cas où l’appelant est une personne morale, par
signification en main propre à un de ses dirigeants,
administrateurs ou représentants ou à un gestionnaire ou
une personne qui paraît être responsable d’un bureau ou de
quelque autre établissement de la personne morale au
- 20 -
Nouveau-Brunswick ou par son affichage en un endroit bien
visible des lieux, du bâtiment ou de la construction,
(iii)dans le cas où l’appelant est représenté par un avocat
autorisé à accepter la signification, par signification à
l’avocat.
4. Avant d’entendre les parties, le PRÉSIDENT demande à l’appelant :
a) d’examiner l’AVIS ou l’ORDONNANCE reçue du GREFFIER
;
MUNICIPAL
b) de confirmer que cet
AVIS ou cette ORDONNANCE est bien l’AVIS ou
l’ORDONNANCE dont il interjette appel.
5. L’audition des observations et de la preuve par le COMITÉ D’APPEL se
déroule dans l’ordre suivant :
a) premièrement, il entend les observations et la preuve présentées par
l’appelant à l’appui de son AVIS D’APPEL;
b) deuxièmement, il entend les observations et la preuve d’un AGENT
’EXÉCUTION DES ARRÊTÉS à l’appui de l’AVIS ou de
CHARGÉ DE L
l’ORDONNANCE;
c) troisièmement, il donne la chance à l’appelant de réfuter les
observations et la preuve de l’AGENT CHARGÉ DE L’EXÉCUTION DES
ARRÊTÉS.
6. L’appelant qui désire abandonner son appel dépose un avis d’abandon
auprès du
GREFFIER MUNICIPAL ou lui confirme par écrit qu’il abandonne
son appel.
7. L’AVIS D’APPEL est réputé être abandonné si l’appelant ou son avocat ne se
présente pas aux date, heure et lieu énoncés dans l’avis d’audience.
H. Exercice des attributions
1. Chaque appel est entendu par un membre du COMITÉ D’APPEL que choisit
le PRÉSIDENT et qui a tous les pouvoirs et toutes les fonctions du
PRÉSIDENT à l’égard de l’appel.
2. Le quorum du COMITÉ D’APPEL est d’un membre.
3. En prenant sa décision à l’issue d’un appel relatifà des lieux qui seraient
inesthétiques, le COMITÉ D’APPEL doit tenir compte de ce qui suit :
- 21 -
a) le fait que les choses en question sont énumérées ou non au
paragraphe 6(1) de l’Arrêté relatif aux lieux inesthétiques et aux
bâtiments et constructions dangereux dans The City of Saint John;
b) l’endroit à partir duquel les choses en question sont faciles à voir;
c) l’emplacement et l’utilisation de la RÉSIDENCE;
d) toute observation ou preuve présentée à l’appui de l’AVIS objet de
l’appel;
e) toute observation ou preuve présentée par l’appelant ou son avocat.
4. En prenant sa décision à l’issue d’un appel relatif à desbâtiments ou à des
constructions qui seraient devenus dangereux pour la sécurité du public du
fait de leur délabrement ou de leur manque de solidité, le COMITÉ D’APPEL
doit tenir compte de ce qui suit :
a) l’article 13 de l’Arrêté relatif aux lieux inesthétiques et aux
bâtiments et constructions dangereux dans The City of Saint John,
qui dispose qu’un rapport émanant d’un ARCHITECTE, d’un
INGÉNIEUR, d’un inspecteur des constructions ou du prévôt des
incendies établissant qu’un bâtiment ou une construction est
délabré ou manque de solidité fait foi, en l’absence d’une preuve
contraire, du délabrement ou du manque de solidité de ce bâtiment
ou de cette construction;
b) toute observation ou preuve présentée à l’appui de l’AVIS objet de
l’appel;
c) toute observation ou preuve présentée par l’appelant ou son avocat.
5. En prenant sa décision à l’issue d’un appel relatifà des lieux, des
habitations, des logements ou des constructions qui ne répondraient pas
aux normes minimales régissant les résidences, le COMITÉ D’APPEL doit
tenir compte de ce qui suit:
a) les dispositions de l’Arrêté concernant les normes minimales
régissant les résidencesde Saint John et du Règlement portant
approbation du code d’entretien et d’occupation des résidences qui
a été adopté et intégré par renvoi dans ledit arrêté;
b)toute observation ou preuve présentée à l’appui de l’ORDONNANCE
objet de l’appel;
- 22 -
c) toute observation ou preuve présentée par l’appelant ou son avocat.
6. Si l’appelant abandonne son appel ou si l’appelant ou son avocat omet de
se présenter aux date, heure et lieu fixés pour l’audition de l’appel ou à une
date de remplacement, le COMITÉ D’APPEL :
a) constatant, preuve à l’appui, que l’avis d’audience a été signifié à
l’appelant ou à son avocat ou que l’avis d’audience a été affiché en
un endroit bien visible deslieux, du bâtiment ou de la construction
visés :
(i) retourne l’AVIS D’APPEL et tous les documents présentés par
l’appelant à l’adresse indiquée dans l’AVIS D’APPEL;
(ii) avise l’appelant par écrit, à l’adresse indiquée dans son AVIS
D’APPEL, de la décision du COMITÉ D’APPEL.
I.Publicité des audiences
1. Toutes les audiences du COMITÉ D’APPEL sont ouvertes au public.
J. Langue des procédures
1. Avant l’audition d’un appel, le PRÉSIDENT vérifie quelle est la LANGUE
de prédilection de l’appelant pour le déroulement de
OFFICIELLE
l’audience.
2. La « langue de l’appelant » pour l’audition de l’appel est la LANGUE
choisie par l’appelant, quelle que soit sa langue principale.
OFFICIELLE
3. L’appelant qui omet de dire au
PRÉSIDENT quelle est sa langue de
prédilection est réputé avoir choisi la LANGUE OFFICIELLE choisie par le
PRÉSIDENT, lequel demande alors à l’appelant s’il s’oppose à ce que
l’audience se déroule dans cette langue.
4. La traduction simultanée est utilisée dans les cas où la langue de l’appelant
LANGUE OFFICIELLE connue des membres du COMITÉ D’APPEL.
diffère de la
K. Droit aux services d’un avocat
1. La personne qui interjette appel est entendue par le COMITÉ D’APPEL et
peut être représentée par un avocat.
L.Enregistrement des actes du comité
- 23 -
1. Le COMITÉ D’APPEL consigne ses actes dans des dossiers et fait des
enregistrements sonores de ses audiences.
2. L’enregistrement sonore d’une audience peut être détruit douze mois après
l’audition de l’appel, si l’appelant n’a pas exercé son droit d’appeler de la
décision du COMITÉ D’APPEL devant la Cour du Banc de la Reine du
Nouveau-Brunswick en vertu du paragraphe 9(8) de l’Arrêté relatif aux
lieux inesthétiques et aux bâtiments et constructions dangereux dans The
City of Saint John.
M. Décisions
1. Le COMITÉ D’APPEL doit fournir une copie de sa décision à l’appelant dans
les quatorze jours suivant la date à laquelle il a rendu sa décision. La
décision peut confirmer, modifier ou annuler l’AVIS ou l’ORDONNANCE ou
proroger le délai pour s’y conformer.
2. Les décisions du COMITÉ D’APPEL sont datées, la date étant celle de la
décision.
3. Toutes les décisions du COMITÉ D’APPEL sont rédigées par le membre qui
exerçait la présidence.
N. Conflit d’intérêts
1. Un membre doit s’abstenir de participer à une audience s’il est en conflit
d’intérêts.
O. Rémunération et dépenses
1. Les membres du
COMITÉ D’APPEL reçoivent la rémunération suivante :
a) 1200 $ par journée d’audience.
2. Les membres du COMITÉ D’APPEL sont indemnisés des dépenses
nécessaires engagées raisonnablement et effectivement à l’occasion de leur
participation à une audience du COMITÉ D’APPEL.
P. Financement
1. La municipalité finance les activités du COMITÉ D’APPEL dans le cadre de
son processus budgétaire habituel.
2. La municipalité fournit ce qui suit au COMITÉ D’APPEL:
a) le lieu d’audience;
- 24 -
b) le matériel audio nécessaire pour enregistrer l’audience;
c) les services de secrétariat, au besoin;
d) le papier à lettres officiel, au besoin;
e) les autres services ou ressources connexes qui sont nécessaires au
bon fonctionnement du COMITÉ D’APPEL.
Q. Siège du COMITÉ D’APPEL
1. L’adresse du COMITÉ D’APPEL est la suivante :
Comité des appels sur les résidences non conformes aux normes de
Saint John
a/s The City of Saint John
Greffier municipal
e
2étage, Édifice de l’hôtel de ville
C.P. 1971
Saint John (Nouveau-Brunswick)
E2L 4L1
R. Questions non prévues
1. Le COMITÉ D’APPEL est habilité à trancher toute question de procédure non
réglée expressément dans le présent document.
- 25 -
Schedule “A” Annexe « A »
FORM 1 FORMULE 1
NOTICE OF APPEAL AVIS D’APPEL
File No.: _______________ Nº du dossier : _______________
BETWEEN:ENTRE:
________________________________, ________________________________,
Appellant(s), Appelant(s),
- and - - et -
THE CITY OF SAINT JOHN, THE CITY OF SAINT JOHN,
Respondent. Intimée.
Parcel Identifier: PID # Numéro d’identification de la parcelle: # NID
_____________________ _____________________
Parcel Address: _____________________________ Adresse de la parcelle : _________________________
__________________________________________ _____________________________________________
Owner(s) or Occupier(s): Propriétaire(s) ou occupant(s) :
Name: _____________________________________Nom : _______________________________________
Address: ___________________________________ Adresse : _____________________________________
________________________________________________________________________________________
Telephone: _________________________________ Téléphone: ___________________________________
Name: _____________________________________Nom : _______________________________________
Address: ___________________________________ Adresse : ____________________________________
________________________________________________________________________________________
Telephone: _________________________________ Téléphone: ___________________________________
The above named appellant(s) is (are) not satisfied L’appelant ou les appelants susnommé(s) n’accepte(nt)
with the terms and conditions set out in: pas les modalités ou les conditions qui sont énoncés
- 26 -
dans :
(a) a Notice that was given under section 7 of the (a) un AVIS qui a été donné en vertu de l’article 7 de
Saint John Unsightly Premises and Dangerous l’Arrêté relatif aux lieux inesthétiques et aux
Buildings and Structures By-Law;or bâtiments et constructions dangereux dans The
City of Saint John; ou
(b) an Order that was issued under section 25 of the (b)une ORDONNANCE qui a été émise en vertu de
Saint John Minimum Property Standards By-l’article25 de l’Arrêté concernant les normes
Law; minimales régissant les résidences de Saint John
and therefore appeals to the Saint John Substandard et fait ainsi appel devant le Comité des appels sur les
Properties Appeal Committee. résidences non conformes aux normes de Saint John.
The appellant’s grounds for this appeal are as follows Les motifs d’appel de l’appelant(s) dans le présent
(set out the grounds clearly but briefly):appel sont les suivants (énoncer les motifs de façon
claire et concise) :
___________________________________________ _____________________________________________
___________________________________________ _____________________________________________
___________________________________________ _____________________________________________
___________________________________________ _____________________________________________
___________________________________________ _____________________________________________
___________________________________________ _____________________________________________
Dated at ____________________ the _____ day of Fait à ______________________________________ le
____________________, 20___. ____________________ 20___.
_________________________________ __________________________________
Signature of owner or occupier Signature du propriétaire ou de l’occupant
The appellant(s) intends to proceed in the English \[ \] L’appelanta ou les appelants ont l’intention d’utiliserla
or French\[ \] language (Please check the appropriate langue française \[ \] ou anglaise \[ \] (Veuillez cocher la
box). case appropriée).
Please forward your Notice of Appeal by registered Veuillez faire parvenir votre AVIS D’APPEL par courrier
mail to the CityClerk within fourteen (14) days after recommandé au greffier municipal dans les quatorze
having been given the Notice or Order at the (14) jours qui suivent la notification de l’AVIS ou de
following address: l’ORDONNANCE à l’adresse suivante :
City Clerk’sOfficeBureau du greffier municipal
nde
15 Market Square, City Hall Building, 2 Floor 15 Market Square, Édifice de l’hôtel de ville, 2étage
P. O. Box 1971Case postale1971
- 27 -
Saint John, New BrunswickSaint John (Nouveau-Brunswick)
E2L 4L1E2L 4L1
Telephone: 506-658-2862 Téléphone : 506-658-2862
Facsimile: 506-674-4214 Facsimilé: 506-674-4214
Notes:Notes :
1.A Notice or Order that is not appealed within 1. Un AVIS ou une ORDONNANCE dont il n’est pas
fourteen (14) days after having been given or issued interjeté appel dans les quatorze (14) jours qui suivent
shall be deemed to be confirmed. la notification de l’AVIS ou l’émission de
l’ORDONNANCE est réputé confirmé.
2.On an appeal, the Saint John Substandard 2. Lors d’un appel, le Comité des appels sur les
Properties Appeal Committee shall hold a hearing résidences non conformes aux normes de Saint John
into the matter at which the owner(s) or occupier(s) doit tenir, sur le point en litige, une audience au cours
bringing the appeal has (have) a right to be heard and de laquelle le(s) propriétaire(s) ou l’occupant ou les
may be represented by counsel. occupants qui interjette(nt) appel a (ont) le droit d’être
entendu(s) et peut (peuvent) se faire représenter par un
avocat.
3.On an appeal, the Saint John Substandard 3. Lors d’un appel, le Comité des appels sur les
Properties Appeal Committee may confirm, modify résidences non conformes aux normes de Saint John
or rescind the Notice or Order, or extend the time for peut confirmer, modifier ou annuler l’AVIS ou
complying with the Notice or Order. l’ORDONNANCE ou proroger le délai pour s’y conformer.
4.The Saint John Substandard Properties 4. Le Comité des appels sur les résidences non
Appeal Committee shall provide a copy of its conformes aux normes de Saint John doit fournir une
decision to the owner(s) or occupier(s) of the copie de sa décision au(x) propriétaire(s) ou à
premises, building or structure who brought the l’occupantou aux occupantsdes lieux, du bâtiment ou
de la construction qui lui a (ont) interjeté appel dans les
appeal within fourteen (14) days after making its
decision. quatorze (14) jours suivant la date à laquelle il a rendu
sa décision.
5.The owner(s) or occupier(s) who is provided 5. Le(s) propriétaire(s) ou l’occupant ou les
with a copy of a decision from the Saint John occupants à qui une copie d’une décision a été fournie
Substandard Properties Appeal Committee regarding par le Comité des appels sur les résidences non
a Notice, may appeal the decision to a judge of The conformes aux normes de Saint John concernant un
Court of Queen’s Bench of New Brunswick within AVIS peut (peuvent), dans les quatorze (14) jours qui
fourteen (14) days after the copy of the decision was suivent, interjeter appel de la décision devant un juge de
provided to the owner(s) or occupier(s) on the la Cour du Banc de la Reine du Nouveau-Brunswick au
grounds that (a) the procedure required to be motif que (a) la démarche à suivre en vertu de l’arrêté
followed by the by-law was not followed, or (b) the n’a pas été suivie, ou (b) la décision est déraisonnable.
decision is unreasonable.
Agencies, Boards, and Commissions Policy Standard Reporting Template
Name Lord Beaverbrook Rink
Reporting Period Second Half - 2022
Mission/ To provide recreational opportunities to residents of the City of Saint John, with a focus on youth
Mandate recreation and sport.
Growth
KPI Target 1. Increase average Peter KPI Actual 1. Increased to a weekly average of
Murray weekly ice rentals roughly 24.94 hours rented
to 22 hours 2. Acquired 4 new customers (October
2. Acquire 3 new regular to December)
ice users during season 3. An average of 4 hours per week of
3. Provide public skating public skating are available at the LBR
at the LBR each week from October to December
# Employees #4 Full Time # Employees #4 Full Time
Current Year #3 Summer Staff Prior Year #2 Summer Staff
# Customers or #56 Renters # Customers or #51 Renters
Events Current Year #3 Tournaments/Events Events Prior Year #2 Tournaments/Events
Growth Objectives Increase ice/rink rentals as COVID-19 restrictions have been lifted for sport.
Provide summer ice rental opportunities at the Peter Murray Arena.
Provide more opportunities for the public to participate in recreational activities
(walking track and public skating)
Activities Worked with the City to provide summer ice at the Peter Murray. Provided
Undertaken to approximately 10 hours per week of free summer ice to the youth of Saint John
Achieve Growth thanks to local business sponsorships.
Objectives Contacted previous ice users as well as potential new users to fill any open pre-prime
ice times at the LBR.
Financial
KPI Target 1. Increase sign revenue by KPI Actual 1. Ice rental revenue up approximately
30% 55%
2. Decrease power expenses 2. Power expenses down approximately
by 5% 14.28%.
3. Accounts receivable net 3. Accounts receivable is approximately
30 days (working on new 40 days
policy for payment due
dates)
City of Saint John $155,000 City of Saint $155,000
Annual Subsidy John Annual
Current Year Subsidy Prior
Year
Actual Year-to-Date Budget Year-Prior Year-to-Date Results
Results to-Date
Results
Wages & Benefits $245,732.99 $230,000.00 $227,051.77
Goods & Services $235,173.37 $187,500.00 $251,871.49
# employees #4 Full Time #4 #4
#3 Summer Staff #2 Summer Staff
Agencies, Boards, and Commissions Policy Standard Reporting Template
Total Revenues $346,525.15 $262,500.00 $335,681.19
Total Expenses $480,906.36 $417,500.00 $478,923.26
Surplus/Deficit $-134,381.21 $-155,000.00 -$143,242.07
Variance COVID Restrictions
Explanations Increase in summer staff/decrease in full time staff
Summer staff grant
Overall increased costs
received parking commission revenue for 2022 yet
Rental and other associated fees of the Peter Murray Arena
Operations
KPI Target 1. Provide new summer student KPI Actual 1. Summer students trained at both
staff with ice machine training locations (Peter Murray & LBR). Peter
course (2 days) and on the job Murray ice machine training over 3
training (2 weeks) days as well as on the job training for
2. Policies and Procedures just under 2 weeks. LBR summer staff
update. Review of reports, etc. given on the job training over the
3. Weekly individual staff course of 1 week.
meetings and monthly group 2. Policies and Procedures document
meetings. developed and implemented
4. Hire 2 new full time staff September 1, 2022.
member 3. Weekly staff meetings continued in
person. Group meetings being
implemented once a month to go over
problems, guidelines, policy refreshers,
etc.
4. One full time staff hired while
searching for another.
Annual Performance 1. Staff meeting to go over all updated policies and procedures. Staff reviewed and
signed document to acknowledgement their understanding and acceptance.
2. Daily forms for summer students to complete during their shift. Operating on a trial
basis to potentially implement into the routine of full time staff.
3. Manager meets with staff either in person on a weekly basis.
Year to Date 1. New full time staff member has been trained for their rink attendant position.
Performance 2. Policies and Procedures updated for the LBR.
3. Meetings on schedule some are interrupted by staff vacation time and operating
other facility but mostly on track.
Top Risks Facing the 1. Any decrease in rentals
Organization 2. Increasing costs overall
3. Age of the building capital costs
Uptown
John’s
Directions
Plan
Saint
and
of
the
Mayor Reardon;
David Dobbelsteyn
–
Values
–
Heartbeat
Core
Developing
the
in
-
Directions
Mission,
Market
trategic
Project Introduction Project Endorsement Chairperson, City Market Steering CommitteeCityEngagementWhat We HeardVision,Challenges & OpportunitiesSFinal Steps
Outline
Challenges & Opportunities
Hours of operationStaffingGovernance & action implementationFinancial sustainabilityHeritage preservationVendor impacts, leasing & relocations Reconfiguring from 3 to 2 aislesNew internal
public seatingNorth & South Market StreetsBalancing resident & visitor needs
5
impact.
.
.
gather.
building
pride
and
overall
and
governance,
community
excellence
and
review
.
positive
experience,
a
and
storytelling
destination
of
Plan
move,
make
outdoors
sustainability
Directions
place
and
and
achieve
a
shop,
to
toStrategic
improve
operations.
the
Plan
.
Market
inclusion
indoors
and
space
the
together
Work
Make
ProvideEmbraceContinuously efficiency Implement leasing
Connect
12
7
Strategic 345
6
th
th
to 20
th
June 28
July
–
–
June 6
–
urvey
S
City
Council
our
teps
S
hape Y
SSteering Committee Review
Final
ENGAGEMENT SUMMARY AND BACKGROUND REPORT
is a companion document to the Strategic Plan, with an in-depth overview of
Cindy Christie, Melanie Colpitts, Michael Forestell, Becky Knox, Councillor Gerry Lowe,
2023-2033 Strategic Plan
Kieron Hunt, Taylor Mathiesen, Brianna Maxwell, David Paterson, Christina Wheeler.
Greg Cutler, David Dobbelsteyn, Tahlia Ferlatte, Andrew MacDonald.
Strategic Plan Background Report
The City of Saint John/Menaquesk is located is the traditional territory of the Wolastogiyik/Maliseet. The Wolastogiyik/Maliseet, along with their Indigenous neighbours, 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.The City of Saint John’s
Truth and Reconciliation Conceptual Framework (2021) recognizes the Truth and Reconciliation Commission’s Calls to Action directed at Municipalities, with a goal to advance efforts
directed toward Truth and Reconciliation with Indigenous people, with diligence, patience, consultation, respect, and care.DRAFTCity Market The engagement discussions, historical background
and case studies. The Strategic Plan was developed with oversight from a citizen and stakeholder Steering Committee, with a consultant team comprising Fowler Bauld & Mitchell Ltd. (“FBM”)
and Quay North Urban Development (“QNU”). AcknowledgmentsSteering Committee: Andy McPherson, Gilliane Nadeau, Mayor Donna Reardon, Ann Rickman, Nancy Tissington. City Staff: Consultant
team:
1
212263
....
.
................................
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Background Report Contents
Engagement OverviewConversation Summary: Ideas Discussed During EngagementHistorical BackgroundCase Studies
2023
Engagement Summary and Background Report
ENGAGEMENT OVERVIEW
Saint John City Market Strategic Plan
DRAFT
1 2
3
2023
Engagement Summary and Background Report
Saint John City Market Strategic Plan
DRAFT
2023
Engagement Summary and Background Report
Saint John City Market Strategic Plan
DRAFT
4
5
2023
May 5, 2022 Pop-up at the Market
Engagement Summary and Background Report
Saint John City Market Strategic Plan
DRAFT
Shape Your City SJ Engagement Event
week.
day
reaching more
market closed.
Make it easier/
(shorter hours).
Hours – open the
Partnership with
regional farmer’s
Markets, allowing
the farmers market
occasional Sunday
vendors to sell year-
round, on weekdays,
on the same
accessible for pop-ups
customers through the
Tourists were unhappy
More pop-ups
to visit SJ on Sundays
or after 6pm to find the Longer hours
only)
customers.
down early.
basics.
The in-person
More pop-ups on
could not attend.
I live uptown and
as I knew vendors
would be shutting
on the supper rush. in more / different
for market If the right vendors
weekend (2-3 days are there, one or two
a week might bring
extended open hours
at a time that people
done by 3pm, which
would easily eat here
if I could grab supper
3-4 times every week
Better hours
outside of the Uptown
community input for most food vendors are
misses out completely
working a typical 9-5
the Strategic Plan was
I stopped going at 5PM
here. Currently it seems
Hours and Pop-Ups
you do.
2023
High tide
around the edges)
(a bit rough/gritty
Keep it unique with
market history and
stories for residents,
Saint John character
Have someone to share
Keep the personality of
rafter height. not just for the visitors.
the place with anything
sign)
story?
hidden
background.
features
historical
Not mall.
Germain. Tell its
presence as subtle
Highlight
clock (need bigger Saloon was across
Keep rustic
the mobiles
Cornelius Sparrow’s
small under market
Bring back
Historical. Maintain
market feel.
Saint John 1st sign too
Engagement Summary and Background Report
history
Market.
continues.
of the building.
at SJCM. Honour
be consistent with
We love the special
every day - lunch,
Seek local Heritage
for supper. It is our Interior design and
tour of the Market -
the architecture and
Saint John. We have we have hosted to the vendor fit-up should
consider it iconic for
brought every visitor
colour, and lighting.
expectation to always
and whatever we need
that are hidden in the
family buy food there building’s heritage in
learned about all sorts
of interesting features
groceries and hope this
Many members of my
be able to buy food and
Designation for exterior
find interesting. Bring their signage, material, More pictures of history
building and appreciate
I’ve taken an after-hours
corners that many would
attention to those features
Heritage, Storytelling, and Character
Saint John City Market Strategic Plan
DRAFT
Ideas The Online Ideas Board asked residents for their Big Ideas on the Market’s vendor mix, physical design, and role in the community. Residents were able to view and comment on the
ideas of others. On May 5, 2022, approximately 70 people stopped by the In-Person Pop-Up Session to share their ideas about the City Market and what they hope the Strategic Plan will
help achieve. Comments from the Pop-up and the Ideas Board are included here, categorized by theme.6
7
2023
mingle.
Toronto.
days
busy days
during
more people in.
You don’t see this Adjust benches to
Utilize more of the
cruise ship
Better flow
– provide very little
Good for locals and
cruise passengers to
space for a business.
to be a walk-through
outdoor space. Invites
type of set-up in other
address congestion on
example in Montreal &
Don’t allow the market place as it is at present
Centre aisles are empty
markets in Canada, for
the City.
curiosity?
a walk-
through
Keep the
Having a outside to
ones and include
eat/drink
market as
progress and more
We want to regain
remove the repeated
encourages a slower The washrooms need a
Right now, you can
and inclusive, Modern. Need one at each end of
access and useage of
the market. Maybe even
South Market Street.
Perhaps a layout that others reflective of the
exit without stopping.
of destination (see public
Flags - could we please
so modern as to be a point
toilets in San Francisco!)
gallop from entrance to
re-do - should be accessible
ethnocultural groups in common area
Layout, Traffic Flow, and Design
Engagement Summary and Background Report
a library.
eating
action.
standing up.
Seating
Make space for
informal eating
seating for quick
where you
seen when not be relegated to
students to study
can see the
See and be
Lots of bar/counter
them placed inside.
of the building; have
Eating spaces should
outside the main part
More seating
outside of their home or
inside)
solarium.
might not be.
food customers.
and Sisters/Lords
More seating inside
tables next to Kim’s
Need a café
takes people out of the of a bustling market.
The atrium is good for
overflow seating but it
hides customers away. ... losing the ambiance
seating in the atrium.with seating
More outside tables for
the market (we love the before I knew there was
seating and redo of the
More comfortable lunch
Came here for two years Saint John City Market Strategic Plan
market setting and also
Instead, it can seem slow
and empty even though it
Seating
DRAFT
building
Better
destination.
physical
Bad fish smells
building Security
odd fishy smell.
strategy)
Not gonna lie, the
sometimes at side of
market does have an presence (or
time security guard.
Feels dirty for a food
maintenance
Would love to see a full-
Maintenance
chowder)
work.
Needs
Atrium
quality vendors
quality merch trinkets
No cheap
tastes of foodies.
Don’t like the poor-
needs some
vendors (e.g. seafood
Cater to sophisticated
More high quality food
(“trinkets from China”)
Quality
play
homes.
promoted.
great).
are great
(would be
Include a spot for
social media, with a
of the Old loyalist
Food tours
Promote live music on
program posted a week
in advance. Live music
an appropriate volume).
special draw, if it is well
A walking tour guide
only on the weekend as a
Minstrel Musicians to
Piped-in or live music (at
Entertainment
children\]
perfor-
Diverse
music & mances.
activities
Periode de Noël – Increased
plus d’activités et
musical shows for
Activités musique
Christmas period – musical activities\]
more activities and
show musicale pour
les fins de semaine.
traffic flow in mind
enfants \[translation: Organize events with
\[translation: weekend
local (celebrity chefs?)
Food events showcasing
multicultural
Events & Music
2023
for tourists
A “learn-how-to”
corner...(learn how
want that to change.
to tie a bowline knot,
inspired and not just
etc.) - with things you
that ideally are locally
ringing and would not
can learn in 5 minutes
We love the bell and bell
wall.
ambiance.photo
groceries.
of interest.
Small
Employ
Elevated
I can see the city climbing
platform.
market from my
use clause
Make a fantastic and
outside of Uptown. I
front door, but work
continuous
to the market’s historic
Community Corner -
uptown core to a large news and events, vendor
local events and areas
have to drive out of the unique media wall / spot
chain grocer to get my
for pictures - information
Small area dedicated to
platform for City facts and
events. Could work nicely as
food menus, market activity a contemporary counterpoint
schedules, live stream special
Engagement Summary and Background Report
activities.
Love the
Add services &
at night
I love the
get there.
them successful.
arts, locals night
people watch, listen to make something, etc.
shows that successful
Placemaking research different reasons why
Market but
and see what makes
about buying items. help someone, socialize,
anyone should go there.
music, learn something,
places provide at least 10
Look at other markets
take pictures, look at art,
in the market, such as
almost never
Don’t make everything
Monthly evening event
Eat a meal, drink a coffee,
special live music/wine,
outdoor lights
Liveliness, Activation and Experience
Saint John City Market Strategic Plan
DRAFT
8
9
2023
Toronto.
items
Baleman’s
(over gifts)
Ethnic
rentals
Bicycle Flowers
grocery
or seated Chair
massage school)
You don’t see this
Massage booth (10
– provide very little
partner with a local
fresh food and to-go
Speedy Mani booths
space for a business.
min increment slots,
type of set-up in other
example in Montreal &
replacement? Prioritize
Centre aisles are empty
markets in Canada, for
deli
back
Small
Pick-up Booth
A small
moose or
specialty
wine shop
Bring Java
flower shop
other coffee
Shoe repair
Full service
Dry Cleaner Drop-off/
Specific Vendor Ideas
Engagement Summary and Background Report
buyers.
Toronto.
circulate
samples.
and offer
different types of different types of
You don’t see this
more likely to have
– provide very little
Options for people to
space for a business.
price points - you are
type of set-up in other
sellers who will attract example in Montreal &
rent a spot at different
Food vendors
Centre aisles are empty
markets in Canada, for
basis.
shop for.
to tourist.
souvenirs.
If there are going
Accommodate more
same booths every
of bored seeing the
visitors or tourists, Target that 60% of
to be crafts and art
there is a perception from local farmers.
something new is a ethnically specialized
that there’s not a lot
- High Quality local the center aisle is for
smaller spaces that can
When I walk through Since the majority of
the market I get kind
More Shops for Saint
food vendors, like say, a
possibility of finding space is for local fresh produce in the market
time…Variety and the
it being 60%+ catered
available, let’s make it and smaller food vendors be rented out on a one-off
Johners - When I think there I would normally
food - More no-sprayed
Jamaican Patty Bar) with
(e.g., one-product offering
of the market I think of
Saint John City Market Strategic Plan
huge reason people shop.
local or at least regional
DRAFT
shops.
food)
COVID
Bit of a
something new?
Turn-over in the
grind for
Maintain
with grocery store
on specialty foods;
(as well as
Brunswick Square
vendors w/ market more on the
variety of bakeries &
vendors, with a focus
Would love to see city
other shops; coffee, tea
middle aisle – always
Should be a variety of
tourism/historical and Vendors very friendly.
Think it is welcoming.
retail offering
Vendors
drinks)
touristy.
locals
crowd.
actually for me.
Catch the
To appeal to local
& tourists vendor
(pre-show dinner/
and cruise crowds.
offerings should be
downtown; I love the
A quality attractive
unique but not only
end of work
Cater to theatre-goers
market would be open
of tourists &
I am a resident & work on weekends; not only
Gotta be mix
feel but there is so little
cater to business worker
Customers
local
artisans
Local
items
always
priority.
All N.B.
ARTISANS. :)
Provide space for
Need more
handmade
handcrafted
More hand made retail
handicrafts from local
Local and Hand-crafted
meals
shop :)
and-go
bake in Coffee!!
offerings
Take and
early AM.
More grab-
food & prepared food
Options for
Needs coffee
middle aisle
More alcohol
Maintain balance fresh
needed.
market.
bakery)
2023
foods
Bakery
Organic
no more fresh food
The core of a public
Island, etc - is a food
product for cruise ship
essentials (meat, fish,
market - St. Laurence, Kensington, Granville
One produce is enough;
Make sure you have the
Food vendors offer more
Food
side
vintage look
can’t see across)
with grocery store
Brunswick Square
market more on the
Hard to see
over them (now you
See things clearly –
the 90s you could see
better signage & with
Would love to see city
Height of benches – in
tourism/historical and
across side to
Engagement Summary and Background Report
in store.
stores do.
Better
smaller
Promote
box supermarkets.
prep boxes
City Market website
market is a public
workforce, so that the
vendors on Market to the Uptown
and more diverse food
boxes/meal Marketing
The owners of Slocum & Ferris do great work
is official clerk, etc.
Media. The Saint John
can pick up an idea for
video tours and options Include the manager
thousands of employees asset, that the Mayor
that explains that the
options, compared to big
Market food
should be revamped with
supper on their way home
to buy online and pickup
– this would provide better name and contact info
promoting through Social
social media.
similar to what grocery
Include an info display
Marketing and Visibility
Saint John City Market Strategic Plan
DRAFT
10
11
2023
Engagement Summary and Background Report
Saint John City Market Strategic Plan
DRAFT
Most would consider opening late (past 6 pm) one or more nights per week, however there are some challenges. Spring, summer, Fall and Christmas may work better than winter for extended
hours. There needs to be strong marketing and a critical mass, with all vendors being open. Most vendors would consider opening on Sundays but there are some challenges, and it is
often seen as contingent on cruises and other notable events. Owner-operators also enjoy having at least one day off a week. Sundays could be a markedly different day, with vendor make-up
and set of activities to make going on a Sunday a special and different experience.
••
In November 2022, we held meetings with Vendors to share initially formulated recommendations of the Strategic Plan, including changes to hours and layout changes. While there was concern
expressed about how the layout change would impact vendors, an ongoing requirement of the Strategic Plan and its implementation will be to work with vendors to see how the individual
needs of vendors can align with the larger needs and vision of the Market. A number of additional inputs from vendors (relating to topics including vendor mix, security, maintenance,
Market money, marketing, and operations) are included in the Conversation Summary below.
50% of the vendors opened in the last 5 years.9% opened between 6 and 20 years ago.41% have operated for more than 20 years. Most estimate that between 60 and 80% of their business
is from locals, and 20% to 40% from visitors.Most consider the City Market to be the best possible location for their business in the Saint John region.33% are satisfied with the City
Market’s Marketing efforts; while 28% are neutral and 38% are dissatisfied with current marketing efforts. Most vendors are interested in marketing efforts giving individual profiles
of businesses and products. Most agree that hours in the Market should be consistent among vendors, however there are some challenges. It can be difficult to justify staffing if there
is not business coming in during early morning or late afternoon. Owner-operators also need time for production and time off, so longer hours can be a problem for work-life balance.
•••••••
Vendor Survey Results and Vendor Meetings In summer 2022, an online survey was distributed to current vendors, using contact information provided by the City. Twenty-three vendors completed
the survey, including 15 full-time vendors (which is 71% of full-time vendors). Based on the vendors who completed the survey, we found that:This illustrates how the Market is comprised
of a mix of old and new: about half of the vendors are very new, and about half are very well established and historic. Other findings from the survey include:
2023
Engagement Summary and Background Report
CONVERSATION SUMMARY: IDEAS DISCUSSED DURING ENGAGEMENT
Saint John City Market Strategic Plan
DRAFT
2 12
13
2023
was
(one central
aisles layout
colour of benches
Turnover of vendors, including a trend from the Market being predominantly a fresh food market (i.e. multiple fish vendors, multiple produce vendors, etc.) to a market that also features
prepared foods and merchandise; The emergence of Saint John as a tourist and cruise ship destination in the 1990s;Changes in sanitation and heating; Lighting improvements;Replacement/restoration
of some windows;White paint applied to structural beams and walls; Red paint applied to benches; Changing flags; The connection to the pedway system; and The introduction of the solarium
on South Market Street and storage extension on North Market Street in the late 1980s as an effort to increase space and provide structural reinforcement.
••••••••••
thought that the red unattractive and should change to a more neutral colour. Some felt that theaisle and two smaller side aisles) was historical and important to maintain, while others
believed that this layout should be open for reconsideration as a two-aisle layout, as is put forward in the Strategic Plan. Through engagement and research, we came to appreciate
some of the changes that occurred in the Market between its 100th birthday in 1976 and today. Some of this comes from photos from the 1970s (See the Historical Background Section).
This has included at least the following:
Engagement Summary and Background Report
is
, and
North
should be
at the corner
, including
while others
paint
and along
flags,
plaza space
Saint John City Market Strategic Plan
less-often-told stories
South Market Street
tenant fit-up style requirements
DRAFT
Tell thethose of Indigenous peoples and under-represented groups (One example is Cornelius Sparrow’s Saloon that existed nearby on Germain Street); and Consider the storytelling and
public art opportunities in the of Germain Street and South Market Street, along Market Street.
updated evaluation of character and
••
Those we spoke to liked the eclectic individuality of the stalls. The Market should put consideration towards how they can both support businesses while also being compatible with the
Market. A number of more contemporary styled vendors have been introduced in recent years. Some we heard from believed that contemporary styles were out of place, while others considered
them a respectful counterpoint to the heritage of the building. It is relevant to consider Standard 11 in the Standards and Guidelines for the Conservation of Historic Places in Canada
(2nd Edition) which notes that new additions to a historic place should be “physically and visually compatible with, subordinate to and distinguishable from the historic place.” An
heritage-defining features and artifacts beyond the scope of this Strategic Plan but such a study could be considered when moving forward. There are countless artifacts in and around
the City Market. While every element is potentially historically valuable, the layers of visual messages and conflicting signage may be diminishing the overall coherence of the stories.
Some important elements ought to be more clearly highlighted or elevated within the space. Many of our conversations had to do with this very question of what was felt to be historically
significant. Some thought that the removed from bricks and beams to bring out the original materials, whereas others opposed this idea. Some appreciated the suggested changing or removing
the flags. Some
corridor
it will be 150
of historical photos of
;
locals to “rediscover”
. This is an opportunity to
photo bank
. Night tours and events provide
lead tours and manage artifacts;
Developing athe City Market;Partnering with a museum or community group toPlace interpretations or artifacts in the to Brunswick Place
•••
History and Storytelling The City Market, designated as a National Historic Site in 1986, is recognized as a centrepiece of Uptown Saint John and a place to tell the stories of the building,
the city and its people. The building is layered in history, with heritage-defining elements inside and out. Heritage is also reflected in the Market’s social and economic role as a
place of gathering and commerce. The governance structure of the Market is also of historic importance.The City Market opened in 1876: years old in 2026 think about the role of the
Market for the next 50 or 150 years, and how it continues to provide new experiences and connections in a heritage building. There may also be an opportunity at this anniversary to
access funding for capital improvements. The City Market is a primary destination for tourists, including cruise passengers and out-of-town visitors. Many we spoke to felt that the
storytelling approach is too tourist-focused and that there are opportunities for the Market opportunities to capture the interest of locals. Some of the display panels and community
notice boards seem to fade into the periphery and their location, content, or design may be reconsidered going forward - so that they are always relevant, and attractively maintained.
While some storytelling takes place passively through interpretive panels, the most engaging opportunities for storytelling take place through experiences and person-to-person interactions
with vendors, staff, residents, and tour guides. Storytelling suggestions noted through engagement include:
2023
Engagement Summary and Background Report
Saint John City Market Strategic Plan
DRAFT
14
Current physical features related to history and storytelling in the Saint John City Market
15
2023
Engagement Summary and Background Report
”
market ambassadors
can also be installed that
individual vendors and
on social media. Social media
Saint John City Market Strategic Plan
DRAFT
information display
There is a desire to see products profiled content could be improved with additional structure and planning, which might follow a weekly formula. For example, one day for specials for
food vendors for that week; one day for as a vendor Q&A; one day as a profile for non-food vendors and events.The City Market should be integrated into the experience of Uptown, and
it can be distinct and complementary to other key destinations nearby, including the Sunday Queen Square Farmers Market and the Area 506 Container Village. Some think about these destinations
as competition for the City Market, but this is not necessarily the case if each fostered a distinct appeal. Area 506 Container Village has a focus on live entertainment and may bring
people to the area to see events. The farmers market on Sunday can bring people to Uptown, and if the City Market was open, people may be drawn here to continue shopping and have lunch.
The City Market is distinct from the Farmers Market and the Container Village in that is open 12 months of the year and 6-7 days a week for day-to-day needs. On busy cruise ship days,
tour companies may brings thousands of people to the Market. While vendors near entrances find themselves providing visitor information, there can be consideration for providing more
formalized and appropriately located visitor information/customer assistance services at one of the entrances (“as staff or volunteers). Right now, Market staff are present, but people
might not be able to find them when they need them. A Market ambassador stand can provide wayfinding assistance, lost and found, a fridge to store purchases, and Market money. The ambassador
role can also help with those needing assistance or first aid. An explains the Market’s governance structure, the mission and core values of the Market, along with the Market manager’s
contact information. This may also be an opportunity for an information for Market activity schedules, and potentially an opportunity to have a comments wall or feedback chalk board.
and marketing/
dedicated staff-member
own brand
should be revamped with video tours and
Marketing and Branding Vendors, stakeholders, and residents alike commented on how marketing and branding could be improved. Based on the online survey responses, residents are not especially
aware of events at the Market (A relatively low number of survey respondents agreed with the statement “I am aware of events happening at the City Market”). It was commented that the
motto “A New Experience Every Time” does not generally ring true for residents, who tend to feel that the Market has an unchanging set of offerings. Residents ought to be advocates
for the quality and experience of the Market, and that this could be part of attracting friends-visiting-friends travellers. For this to be successful, it is important that the Market
remain front of mind for residents, and that they maintain an awareness and interest in the Market and its events and vendors. We received comments that the City Market website options
to buy online, along with a Market directory and additional information on parking, transit, and events. It is also important that a directory map and event information can be found
within the Market itself. There was a desire among vendors that the City Market have its communications distinct and independent from City’s communications and administration processes.
There is a suggestion that marketing be the responsibility of a rather than it being contracted out or part of the Market manager’s responsibility. The marketing manager could work
with Agents of Record, branding, social media, events, inbound marketing, website, marketing plan creation and execution, marketing return-on-investment reporting, working with City
and Provincial tourism groups, guest experience, working with tour companies, sponsorship, private events, and activations (such as murals, mobiles, demonstrations, and other community
initiatives).
2023
incubator
community
is another idea, where
learning and experiences,
which may be sponsored to
. Such a space would be available for rent
“learn-how-to” corner
purchasing and, but that it can also be a space where you can go for for which you can go and not necessarily spend money. For tourists, the unique experience (eating dulse or learning
about history for example) may be more popular than the physical souvenir. A you can learn something new in 5 minutes that appeal to residents and visitors alike (for example, learn
to tie a bow-line). Many we spoke t liked the idea of the City Market including a Market kitchen, offset rent. The Market kitchen could include regular cooking class. There is also
the option to engage cooking classes at the high schools. One concern about such a space is that it will need to be effectively programmed every day to ensure it is well used - some
analysis is required to ensure that there is demand and capacity for such a space to be well used. Another consideration is an kitchen by the day or by the hour for start-ups or pop-ups
in need of a professional kitchen for developing and showing off their product.
,
Engagement Summary and Background Report
stage
additional
seating within the
that make the City Market
to seating and the space can
Saint John City Market Strategic Plan
so people can see and be seen.
DRAFT
was desired, but it is important to manage
Saturdays and Sundays could represent
Events and Experience The City Market is well-known for events and community involvement, including artist-in-residence programs, and mobiles created by local students, Uptown Sparkles,
and Night Markets. People we spoke to would like to see options for community involvement and events including Uptown events such as Uptown Burger Week and events that celebrate multiculturalism,
(i.e. not only celebrating European holidays). It is key that vendors, partners, and promoters are aware and willing to participate so that there is a critical mass. The Night Market
on Thursday evenings on South Market Street is seen by some vendors as a success, but this has not been the case for all vendors, potentially due to wayfinding, marketing or critical
mass of complementary vendors. We heard many comments on ensuring liveliness and tidiness, with some commenting that the Market can feel like a “ghost town” on weekdays except during
the lunch hour rush. This in part had to do with vacancies, though some found the music is often not turned on, and that litter and clutter contributed to a lack of vitality. Bringing
in live music or performances and having a area this so that it does not impede communication between vendors and customers. It was noted that compelling experiences distinct from the
rest of the week to attract regional residents. This could involve a regular roster of performances and special events. Many wanted to see more Market Hall,Consideration should be given
to a central gathering and eating area that is family-friendly. A family-friendly lens help to ensure there are experiences for kids that go beyond simply shopping. Many we spoke to
noted that they would like to see a shift in focus whereby the Market is not just about 16
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Engagement Summary and Background Report
Saint John City Market Strategic Plan
DRAFT
Examples of events, experiences, storytelling and community connections at the City Market.
It can be especially difficult during special events and cruise ship days to get through the Market. Signage is varied in the Market and consistency in signage (above vendors or at eye
level) would help; and Some helpful options for navigation could include a directory map or stall numbers.Red colour of benches is highly visible;A straight path of travel means it
is easy to mental map the area for those with reduced or no vision;Charlotte Street entrance is easy to locate given it echoes;Charlotte St has audible crossing signal and bus stops;
andThe elevator at the pedway is a positive. Desirability for Market staff presence at a specific table or location so they can be found; Standardized and more highly visibility waste
stations is desirable - there is a specific company that specializes in accessible waste receptacles; andDesirability for more seating outdoors, with options for sun and shade.
•••••••••••
Considerations for individuals on the autism spectrum:What is working well:Additional comments:
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regular meetings with
are held. These check-ins can help
Those who have reduced vision have different considerations from those with no vision;Not a lot of contrast in the City Market; aisles are quite cluttered and lighting isn’t good. A
lot of times white canes get snagged on benches or debris;Signs are too high, color contrast and font important but not consistent; Lack of braille wayfinding;Audible signage is an
option;Digital board with audio (e.g., earbuds) could be a good way of increasing accessibility for (could be at an info Kiosk); Tactile markers, high visibility strips, and guidance
strips can also be installed on the concrete floor to aid navigation; and Germain Street entry and plaza hazardous (need for more visible and tactile distinction of steps, ramps and
benches).Bricks at Charlotte St are tripping hazard, especially in the spring when they shift;Sometimes push buttons for electric doors are not turned on;Counter tops and point of sale
machines may be too high to be accessible; and
•••••••••••
on the specific experiences of those with mobility challenges, those with vision loss, and those on the autism spectrum. It is recommended that as changes are contemplated within the
Market’s physical space and programming, stakeholder groups and the Abilities Advisory Committee identify partnerships or opportunities, and better ensure that contemplated changes
can improve the Market for all people, and avoid causing unintended negative consequences for some. Additional notes are provided below that relate to specific considerations for accessibility.Consi
derations for those with reduced or no vision:Considerations for wheelchair users:
Engagement Summary and Background Report
.
partnering with
“pay-it-forward” token
Saint John City Market Strategic Plan
whereby customers can buy a meal for
DRAFT
Inclusion and Accessibility All topic areas in this document relate to inclusion and accessibility. Our understanding of inclusion is informed by focus group meetings with a range of
agencies and service organizations in Uptown Saint John. The area has a growing population of new immigrants for whom the connection to the City Market is strong, especially as it relates
to food, cultural identity, and events. There is a desire to continue seeing foods at the Market representing cultures around the world. This can be supported through programs to incubate
small producers and smaller pop-up food vendors. Many who pass through the Market do not have the money available to make a purchase, and so opportunities to be in the space without
spending money can make the space more welcoming. Based on reports from Living SJ and the Human Development Council, Saint John has a level of poverty and child poverty rate that significantly
exceeds the New Brunswick average. The Market can consider taking a leadership role or facilitator role focusing on food security for those who have challenges affording and accessing
healthy food. This could take the form of agencies and vendors to fight food insecurity The City Market could look to organizations such as Second Harvest and coordinate the donation
of perishable foods that would otherwise become waste. This could be coordinated on a specific day of the week that is preferable for participating agencies and vendors (e.g. Sunday
night). Vendors may also consider systems, those in need. We also met with high school students, who have a distinct experience of the Market, and are seeking spaces to socialize and
feel welcomed. From an accessibility perspective, we discussed the experience of the Market with the City’s Abilities Advisory Committee. This conversation focused 18
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369
Engagement Summary and Background Report
258
Saint John City Market Strategic Plan
DRAFT
147
Evaluating accessibility at the City Market means looking at the details. 1. The plaza at Germain and South Market has angled stairs, slopes, and obstacles making it challenging for
those with vision loss to navigate.2. Clearly marked accessible parking spaces help visitors with mobility needs feel welcome.3. Charlotte Street entrance includes accessible parking
spaces, and transit. 4. Automatic door openers are located at key entrances.5. Most stalls contain ramping to improve accessibility in a challenging building.6. While the slope is a
challenge for some, the centre aisle and its connection to the pedway makes the Market a key link.7. Market aisles must be adequately wide to allow two-way wheelchair circulation. 8.
A variety of signage styles can make wayfinding challenging for some.9. Ensuring hallways are clear of clutter and other barriers to movement supports accessibility.
either year-round
Sundays
, with events, live music, and potentially a
distinct experience on weekends versus
Along with a desire to enforce current hours, there is a desire to extend hours. This may mean opening later for one or two nights a week,and being open onor during spring, summer, fall
and the lead-up to Christmas. This allows the Market to better serve locals as well as visitors, and to capture dinner and evening traffic. There is the option for the Market to be
a weekdays different layout or set of vendors. The experience of the Market at night is also something more people would like to experience.
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a draw unto itself and then the program can be promoted as an event (“Vendor Days at the Market”). Day vendors are typically most successful when surrounded by other day vendors of similar
quality standard. Monthly specialty days can also be promoted as a method of gaining exposure for the program to new vendor groups. For example: “Mompreneur Monday” one Monday a month,
featuring at-home, women-run businesses; or “Maritime Knits Day” once every month, featuring only knitted products; or “Thirsty Thursdays” featuring local breweries, distilleries, and
non-alcoholic craft beverage makers. Hot benching would require a consideration for storage and loading needs for pop-ups. An ever-changing mix of pop-ups allow for a variety of vendor
mix at different times, and they also will attract a variety of customers. This effort can contribute to “all day life” and “all week life” in the Market.
Closed or inactive Market stalls in the City Market
Engagement Summary and Background Report
with pop-ups
for vendors is one
overall marketing effort
hot benching,
Saint John City Market Strategic Plan
DRAFT
Hours Maintaining consistent hours of the key pieces of feedback we received from residents and vendors alike. Whereas the current lease structure requires vendors to be open during
set market hours, this has not traditionally been enforced, especially as the pandemic and staffing challenges have caused struggles for vendors. It is recognized that there is a staffing
challenge for vendors to commit to being open beyond the current practice, without knowing if business will improve as a result, or if business improvements take several months to materialize.
However, with awareness, attraction, and a critical mass of vendors open, staying open beyond typical office hours will allow vendors to capture customers leaving Uptown at the end
of the workday, as well as people who live Uptown but work outside of Uptown during the day. The current expectation from residents is that vendors generally close mid-afternoon. Any
change in practice will need to be consistently upheld, publicized, advertised, and maintained such that the expectation changes. Since customers are creatures of habit, it may take
time to see the benefits of the extended hours. This culture change can come alongside an that highlights a new commitment to vendor hours (along with events and other new reasons to
check out the Market).Pop-ups on the Benches are key to the vitality of the space, though these vendors also have other jobs and need time to produce their work. One option is to explore
that may be open only a few hours or a few days a week, but that the space may be filled by other vendors at other times (or the benches may be converted to high-top seating). For the
benches to be full it may be necessary to consider programming them Fridays and Saturdays only to start and increasing as demand merits. This will create a critical mass that will become
20
21
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Engagement Summary and Background Report
Saint John City Market Strategic Plan
DRAFT
information on
accessible parking
. There may be consideration
were often cited as an issue for the
near the Market.
also put forward. There are a number of parking lots near to the Market, and the website and print materials could be improved with parking options to increase the number of spaces Bathrooms
Market. This is one of the few public washrooms in the Uptown, and as such is can be very busy, especially during cruise ship days. Additional washrooms can be considered in or near
the City Market to accommodate increased demands. The bathroom also has a reputation a being a place where drug use occurs and so harm-reduction principles should be employed when considering
the design of washrooms in and around the Market. Washrooms can be improved to be accessible, gender neutral, and include a family restroom.
2023
(such as
given to a cross-flow between sides of the Market. There could be an important entry experience on the North and South sides, and there may be a hub in the middle that contains seating
or event space. Signage for key locations in the Market the solarium seating area and washrooms) appears inconsistent and could be improved with a more holistic approach to signage
and wayfinding more generally. The rustic or handmade nature of the signage is appreciated, but this should not be to the detriment of legibility for visitors, those whose first language
is not English, and those with reduced vision. Parking is considered a problem, especially for older generations and is often cited as a reason for some to prefer shopping at big box
retailers as opposed to coming to the Market. There is a struggle for some to carry purchases to their vehicle, and assistance could be offered. The opportunity for free parking for
pop-up vendors was
Engagement Summary and Background Report
, so that
Saint John City Market Strategic Plan
DRAFT
replacing the 3 aisles with 2 aisles
Mobility and Flow (Market layout)Many see and experience the Market as a space to pass through. This is emphasized by the straight shot from door to door. Many said that they pass through
the Market unaware of the vendors in the side stalls, and unaware that seating is available. Vendors along the sides of the Market would like to see this visibility improved. The design
and width of side aisles also means that there is some conflict between those who are stationary (mingling, browsing or waiting for food) with those who are going from point A to point
B. Narrow aisles presents a challenge for those with mobility devices, wheelchairs, and strollers. It is also challenging for bench vendor staff to have an appropriate location to sit
or to interact with customers. Historical photos show that the side aisles used to be significantly wider (See ”Historical Background”) Most people we spoke to were favourable of a
layout change that creates a meander. This can meanpeople entering the Market would choose to either walk along stalls on the north or south, with both aisles comfortably wide. This
would substantially increase the walk-by traffic for stall vendors and would also maintain the exposure for bench vendors along a central section. Some residents, vendors, and members
of the Heritage Development Board thought that status quo layout should be maintained for historic or business reasons. They commented that improvements to access and visibility could
be alternatively achieved by reducing the vertical blocking of sightlines by bench vendors, and/or by reducing the width of side vendors (i.e. reducing their footprint into the aisles).
We received some comments that locals will avoid the City Market on cruise-ship days because it is congested. Any improvements should consider how to manage flow during busy days and
allow for mingling and browsing, as well as faster moving shoppers to pass through. While the Market is traditionally considered as a long and linear experience, further thought can
be 22
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Engagement Summary and Background Report
Saint John City Market Strategic Plan
DRAFT
Seating currently in the market
was
to help create
to be a hybrid
mezzanine seating
more seating
removing or
outdoor seating options
updates to the seating, maintaining
Seating and Solarium Whereas the handful of seating options within the Main Market Hall are popular, the solarium seating is experienced as removed from the Market, and some visitors
are not aware that the seating exists. There is a desire to see introduced within the Market itself the ambiance of a bustling market. This could be central to the market hall and close
to prepared food vendors. There is also an option to consider benches or a small number of tables and chairs near entrances. These are important for those with reduced mobility. Seating
for bench vendors should also be considered in the design.Within the solarium, there were comments that seating seemed dated and uncomfortable. The seating area is also impacted by
temperature shifts and adjacent construction. Many would like to see accommodation for a variety of group sizes.Improvements can also be considered to waste receptacles and by providing
drinking fountains/water bottle refill, and microwaves. One consideration is to explore at the Germain Street end of the Market in order to allow additional options to sit, have events,
and experience the Market. This possibility should consider wheelchair accessibility and respecting the heritage of the Market’s roof structure. With seating brought into the main
market hall, the solarium becomes overflow seating. If sufficient seating is provided within the market hall, there is the opportunity to consider renovating the solarium structure
indoor/outdoor space. This would allow many more options for using South Market Street as a pedestrian priority public space. Further technical analysis will be required to understand
if this is a feasible option. Opinions on poor and picnic tables outdoors are awkwardly sloped. Some of this seating can be improved with investments in site furnishing.
2023
Current outdoor spaces at the Market
Engagement Summary and Background Report
could
has the potential to be a
is the location where loading
Saint John City Market Strategic Plan
DRAFT
plaza at Germain and South Market
Outdoor Spaces and Connections People we spoke with thought there needed to be a stronger connection between indoors and outdoors at the City Market. This can mean thinking about the
importance of entries at North Market Street and South Market Street towards a central “hub” within the Market. South Market Street pedestrian priority shared area, that is improved
with trees, planting, lighting, seating and murals to support night markets. The option to remove the solarium, if feasible, can widen and improve this space. In the future, South Market
Street may be used for loading in morning hours only, but become pedestrianized in the afternoons and evenings.North Market Street and unloading predominantly occurs and it can maintain
this utility. It can be improved murals. Thepresents design issues with sloping surfaces and angled stairs. It has the potential to be improved by considering public art, and improved
seating and circulation. It could be provided with an official name. Patios and Bike Racks on Charlotte Street be considered. Charlotte Street may be improved in the future for active
transportation and safety at the crossing. Some have proposed that the intersection of Charlotte can be a “Scramble” intersection. 24
25
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which, may
milestone in
to vendors, and regular
150th birthday
marketing effort for residents to
what’s new at the market: and
implementation “dashboard”;
updates
implementation approach,
An include an oversight body or committee and which engages vendors and stakeholders along the way;An online Regular meetings with vendors;Regular updates to members of the public; andA
concerted rediscover Working towards a 2026 date with goals reflecting the terms of improvements and events.
••••••
Implementation Implementing the Strategic Plan will take time, funding, and dedicated effort. Implementation tools to consider include:
Engagement Summary and Background Report
green
building
. There
It may also
and have a
further recycling,
, by looking at upgrades to
Saint John City Market Strategic Plan
DRAFT
Environmental Sustainability Sustainability goals can be front and centre for the City Market. These can mean improving energy efficiency lighting, heating, ventilation and building
envelope for the main building as well as the solarium structures. It could also mean introducing a roof or solar panels to the roof.mean looking into ways to composting and reducing
food waste is an anticipated federal ban on single-use plastic cutlery and foodservice ware. Typically, this would mean that vendors would switch to using compostable items and so composting
will need to be in place. However another option, which was piloted at the Forks in Winnipeg, was to introduce reusable cutlery and dishware market-wide system for dishwashing. At The
Forks Market in Winnipeg, a reusable dishware system was introduced in 2019, with centralized dishwashing.
. The
as well as rodent
business centre for
is desired, and security ought
cleanliness
pop-up vendor storage
to print and store records, as well as the
security presence
Maintenance and Security We received many comments on the overall sense of clutter, and that control could be improved. A to be separate from the duties of maintenance. Better maintenance
and utilization of storage spaces and mezzanine rooms is desired, including the option for upstairs areas could include a vendors potential to have a shared product photography light
box.
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Engagement Summary and Background Report
HISTORICAL BACKGROUND
Saint John City Market Strategic Plan
DRAFT
3 26
27
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City Market Interior(Source: Provincial Archives of New Brunswick Portfolio P171-23)City Market Interior (Source: Provincial Archives of New Brunswick Portfolio P171-22)
Engagement Summary and Background Report
Saint John City Market Strategic Plan
DRAFT
On June 16, 1986 the Saint John City Market was designated a National Historic Site of Canada. Over the years, restoration work was made possible by funding from the City of Saint John,
Parks Canada, and the Government of New Brunswick. The following is the statement of Heritage Value provided by Parks Canada (Sourced to Historic Sites and Monuments Board of Canada,
Minutes, June 1986.):The Saint John City Market was designated a national historic site of Canada in 1986 because: of its market hall interior, its commercial Second Empire façade on
Water Street and its two side elevations on North and South Market Street; it is a rare and distinguished surviving example of a 19th century building designed as a market.The Saint
John City Market illustrates the development of buildings designed specifically as markets in 19th century Canada. The solid, fire-resistant Saint John Market building was constructed
between 1874-1876 to the designs of New Brunswick architects McKean and Fairweather. It survived the Great Fire of 1877 and was renovated over the years, allowing it to remain an important
civic structure that continues to fulfill its original function.
Historical Background The City Market, designated as a National Historic Site in 1986, is recognized as a centrepiece of Uptown Saint John and a place to tell the stories of the building,
the city and its people. The building is layered in history, with heritage-defining elements inside and out. Heritage is also reflected in the Market’s social and economic role as a
place of gathering and commerce. The governance structure of the Market is also of historic importance.Historical Recognition Built between 1874 and 1876, the Saint John City Market
was designed in the Second Empire Loyalist style by New Brunswick architects McKean and Fairweather. The Market’s distinctive design was selected in a competition among local architects.
At the time, Saint John was one of the world’s leading shipbuilding centers, so it is no surprise that the roof of the City Market resembles the inverted keel of a ship. Hand-hewn timbers
and dove-tailed joints that have stood fast for more than century attest to the skill and experience of the builders. It narrowly escaped the great Saint John fire that swept through
the City in 1877. As the oldest continuing farmer’s market in Canada, it forms the historic centerpiece of a vital Uptown. The Royal Charter establishing the City of Saint John in 1785
provided for the operation of public markets, naming the Mayor of the city as Clerk of the Market with power to grant licenses to farmers, craftsmen and others to peddle their wares.
The ringing of the Market Bell every morning and evening, a tradition at the City Market, signals opening and closing of the day’s business. Today the keeper of that tradition is the
Deputy Market Clerk who oversees day to day affairs. The Market Clerk and staff still preside over the daily operation of the Market and report through the Market Committee to the Saint
John City Council.
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The prominent downtown location at the northwestern corner of King Square; The substantial, rectangular massing of the whole, and the three-and-a-half-storey massing of the front block;
The timber construction with brick facing; The Charlotte Street façade with its central entranceway flanked by two shallow pavilions crowned by pavilions, its classically detailed cornice,
the rhythm of alternating single and paired windows on the second and third floors, the large shop windows at ground level and decorated dormer windows, and the mansard roof; The elaborate
exposed timber truss work of the market hall with its decorative circular motifs in the spandrels of semi-circular arches that support twenty modified queen posts; The semi-circular
clerestory windows that run the length of the side elevations at the level of the tie beams, and the tall round-headed windows running along the side aisles; The wall brackets set between
the cast iron columns and tie beams that link the support structure to the walls; The decorative iron gates; and Its continuing use as a public market.
•••••••••
Parks Canada notes the following as the key Character-Defining Elements of the City Market:
Engagement Summary and Background Report
Saint John City Market Strategic Plan
DRAFT
28
The City Market as a meeting place (circa 1950) (Source: Provincial Archives of New Brunswick, Saint John Heritage Resource Collection, P338-693)City Market Post Card, circa 1976-1983,
via ebay
29
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Engagement Summary and Background Report
Saint John City Market Strategic Plan
DRAFT
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10. Meat Scale – The overhead rail is used to ferry meat from the loading area to the walk-in cooler or to be hung in the main aisles. Before the imposition of a fixed rent system, merchants
were charged a fee for everything they brought into the market to sell. The scale enabled the Deputy Market Clerk and his assistants to weigh products for which a fee by weight was
charged.11. Roof Rafters – The roof support system is built entirely from hand-hewn timbers and assembled in the same manner as a ship’s hull, the difference being that it is upside
down to form a roof rather than a hull.12. Delivery Entrances – The market has eight entrances that lead to North and South Market Streets. These entrances originally served as receiving
doors. In the era of horse and wagon, it was not uncommon for wagons to be driven into the market to ease the task of loading and unloading.13. The Aisles – The centre and side aisles
are occupied by bench merchants. Traditionally benches were rented by the day or week, with merchants frequently changing with the seasons. Today the merchants occupying the benches
are still referred to as bench merchants and still rent by the day and week. However, today’s merchants occupy the same benches year round. Many bench merchants have been at their locations
for over 10 years.14. Stalls – The shops located along the outside walls are referred to as stalls and the merchants that occupy them stall merchants. These long term occupants rent
by the year. Some of these shops have operated continuously for over 100 years with Slocum & Ferris dating back to 1895.15. Charlotte Street Tower – As you exit the market at Charlotte
Street, you pass under one of the two office towers that were part of the original 1876 City Market Building. The tower at the Germain Street entrance was removed in 1955.
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5. Ice-room – Before the days of electricity and refrigeration, block ice was the only source of refrigeration. To the left of the McDonald office is a large room with insulated walls
that was kept filled with blocks of ice to cool the walk-in cooler located below the ice-room in the area occupied by Winegarden Estates Ltd. Some of the overhead rail system that was
used to ferry meat into the cooler can still be seen.6. The City Market Walls – the City Market walls are built entirely of brick with no additional reinforcement. The walls are 12
inches thick and thicken to 24 inches where they support the roof rafters.7. Official City Crest (Above the doorway) -Its 4 symbols tell the story of a proud history in fishing, forestry,
shipping and industry.8. Market Gates – In 1880 wrought iron gates were installed at the top and bottom of the City Market to assist the Deputy Market Clerk in securing the building.
The gates were designed and built by local craftsmen.9. Steel Supports – The steel columns supporting the roof structure vary in height from 20 feet to 30 feet. The City Market floor
slopes down from Charlotte Street to Germain Street, a vertical drop of 10 feet.
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Engagement Summary and Background Report
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Saint John City Market Strategic Plan
DRAFT
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Historical Tour of the Market The City of Saint John website offers a self-guided historical tour, presented here to provide further historical background informing the strategic plan
development. (Source: City Market Website)1. Deputy Market Clerk’s Office – The Royal Charter establishing the City of Saint John in 1785, granted the City the right to operate public
markets. The charter named the Mayor of the City, Clerk of the Market, with the right to appoint a Deputy Market Clerk. The Deputy Market Clerk looks after the day to day operations
of the market form his office overlooking the market hall. The appointment of a Deputy Market Clerk by the Mayor still continues, the appointee being a municipal employee.2. The City
Market Bell – The City Market Bell, located over the Deputy Market Clerk’s office, is rung every day to signal the opening and closing of the market. Traditionally this is the task
of the Deputy Market Clerk.3. Mounted Moosehead – It is claimed that this moose was killed by hunters near Musquash about 1910. Musquash is a community located south of Saint John.
The moose was brought to the market to be butchered with the butcher keeping the head to display over his shop.4. McDonald’s Stained Glass Window – During the early years of the market
some of the merchants had office and storage rooms constructed over their stalls. This stained glass window is an example of the extent to which some merchants went to leave their name
in the market.30
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Engagement Summary and Background Report
Saint John City Market Strategic Plan
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CASE STUDIES
Indianapolis City Market
4
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Engagement Summary and Background Report
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Engagement Summary and Background Report
CSJEHF
CSJEHF
CSJEHF
Saint John City Market Strategic Plan
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Buy 2 Give 1
Owned by Department of
4 options: Merchant stall, Merchant
SNAP (food stamps) benefits and
Street-level metered parking available
Guided tours of City Market Catacombs (below market) offeredAdded to National Register of Historic Places in 1974Undergoing a redevelopment plan to demolish east wing of the building
and replace it with an 11-story, 60-unit residential building.
•••
Operating Model: Metropolitan Development, City of Indianapolis. Managed by 11 person Board of Directors. Volunteers run: Original Market set-up/tear-down, events, landscaping, and group
opportunities. Lease Rates:cart, Pop-up shops, and Farmer’s market. Parking: throughout Market East District, plus several parking garages within walking distance. Inclusion: Fresh
Bucks matching program increase access to produce for at-risk populations. food program during “Original Market” encourages patrons to buy additional products that are donated to help
those experiencing food insecurity. Of Interest:
Engagement Summary and Background Report
Indianapolis City Market
Available for any size event
Indoor public seating in
1821
Brick building built in 1886 to house
Food Hall Kiosks range from 130-
26,700 sq. ft., incl. mezzanine but
Saint John City Market Strategic Plan
22 permanent merchants offering
869,400 (2020)
Indianapolis, Indiana, United States
Mon to Fri 7am-4pm; Sat 8am-4pm;
DRAFT
Location:Population:Year of Opening: Facility Size: excl. wings Common Area Usage:Mezzanine. Outdoor public seating in outdoor plazas, plus bicycle parking. Community Facilities: rental
for $1000-$2500 (weddings, birthdays, race starting points). Outdoor stage available in West Plaza. Bicycle Garage Indy in East Wing.Building Type: the booming market, which had opened
in 1821, with mezzanine and modern wings added later. Hours: Weekly “Original Farmer’s Market” runs Wed 10am-1:30pm Tenant Sizes:700 sq. ft.Retail Spaces range from 130-2500 sq. ft.Tenant
Mix: wide variety of food & beverage, specialty retail, barber, bicycle shop, and Indy Black Chamber of Commerce. Additional merchants at “Original Farmer’s Market” on Wednesdays.
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initiative enhanced
Online ordering, curbside pickup, and delivery offered by participating vendors. Opened outdoor Dinky Rink in 2022, available during market hours by 90 minute reservation.Partner with
Public Library to sell used books for $1 each, generating approx. $25,000 since market opening.Brighten the Passage pedestrian experience.
••••
Of Interest:
Engagement Summary and Background Report
given
28,000 sq. ft.
Demonstration kitchen
Milwaukee Public Market
Owned & operated by Business
2005
Adaptive re-use of warehouse
Market stalls 200-400 sq. ft. while
38,500 sq. ft.
Permanent leases, plus 1 seasonal
Market on a Mission Grant
Saint John City Market Strategic Plan
18 vendors primarily offering mix of
577,200 (2020)
Market partners with local schools to
Milwaukee, Wisconsin, United States
Mon to Sat 10am-8pm; Sun 10am-6pm
DRAFT
Location:Population:Year of Opening: Facility Size: Vendor Leasable Space:Community Facilities: offers classes. Mezzanine available to rent for events (e.g., weddings)Building Type:
building Hours: Tenant Sizes:the restaurants, which have outdoor patio seating, are larger than 500 sq. ft.Tenant Mix: prepared food & beverage, some specialty retail and a seasonal
beer truck patio Operating Model: Improvement District; partners with Historic Third Ward Association.Lease Rates:beer truck patio Inclusion: offer students with special needs work
experiences with vendors. annually to local group providing services to youth or under-served individuals.36
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Engagement Summary and Background Report
Saint John City Market Strategic Plan
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in
allows vendors to
Bull Market
Festival Marketplace”
Owned by City of Boston.
15% of monthly sales for Push Carts;
18 restaurants, 35 colonnade eateries
Pushcart
Designated a National Historic Landmark, offering free tours. One of the first “the country used as a revitalization strategy for downtowns, with success leading to similar public market
initiatives in New York, Washington, Los Angeles, Miami and Baltimore.
••
Tenant Mix: in Food Fall, and over 40 specialty retail shops. Short term pushcarts. Operating Model: Leased to Boston Redevelopment Authority who leased it to Faneuil Hall Marketplace
Inc. for maintenance, tenancy, and custody. Lease Rates: $2500/month for Food Carts.Inclusion: test new products in low-cost, low-risk setting. Of Interest:
Engagement Summary and Background Report
200,000 sq. ft.
Faneuil Hall Marketplace (Quincy)
Faneuil Hall rented for
Indoor public seating in
1826
Faneuil Hall Marketplace (official
Quincy Market stores range from
359,800 sq. ft. (vendor, retail, and
Saint John City Market Strategic Plan
675,600 (2020)
Boston, Massachusetts, United States
Mon to Thurs 10am-7pm; Fri to Sat 10am-
DRAFT
Location:Population:Year of Opening: Facility Size: office space)Vendor Leasable Space:Common Area Usage:Quincy Market building on ground floor and 2nd floor mezzanine beneath dome.
Outdoor public seating in pavilion and streets between buildings. Community Facilities: events and classes. Buskers use pavilion and pedestrian mall open spaces. Building Type: name)
includes central Quincy Market (Greek revival), North and South Market Buildings (6-story brick buildings), and historic Faneuil Hall (former office of Mayor Quincy, after whom it is
still called). Open-air Pedestrian Malls occupy streets between the 3 parallel buildings.Hours: 9pm; Sun 12pm-6pm (may vary by store)Tenant Sizes:200-2000 sq. ft.North and South Market
stores from 300-4000 sq. ft.38
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initiatives: solar panels,
food gleaning program
biking incentive program
5 free city-owned surface parking lots with
Reputed to offer affordable high-quality produceSNAP (food stamps) benefits convert to Market Tokens and SNAP recipients receive 40% bonus via NY State Fresh Connect Program as incentive
to use SNAP at the Market Flower City Pickers collects food every market day, donating to community organizations and farmers Bike to the Market(gain Tokens) Greening the Market electric
vehicle ports, railway bridge conversion to AT trail, perennial garden
•••••
Parking: Trolley transporting patrons from lots May through October. Inclusion:
Engagement Summary and Background Report
non-profit
Rochester Public Market
Nutrition Education Centre
Rented for events
Owned & run by City of
1905 on current site (1827 in
Four 1-level market sheds, with
72,600 sq. ft.
Daily, seasonal, or annual leases
Saint John City Market Strategic Plan
Over 300 vending stalls selling local
211,300 (2020)
Friends of the Public Market
Rochester, New York State, United
Tues and Thurs 6am-1pm; Sat 5am-3pm;
DRAFT
Location:States Population:Year of Opening: City)Facility Size: Common Area Usage:(weddings, concerts). Public outdoor seating between buildings and sometimes under covered sheds for
events. Outdoor standing and picnic tables. Community Facilities: has demonstration kitchen offering classes, demos, and workshops. Free admission Special Events held throughout the
year (e.g., concerts, art show, flower show, food trucks, garage sales).Building Type: 1 indoor (Shed B or “Wintershed”) and 3 covered open-air (Sheds A, C, D) Hours: year-round Tenant
Mix: produce, variety of food & beverage, and retail. Operating Model: Rochester. manages Market Tokens, branded merchandise, tours, the Trolley, some events, and more. Lease Rates:available.
Rates vary by length, season, and if serving prepared food.40
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Engagement Summary and Background Report
Saint John City Market Strategic Plan
DRAFT
Andrew MacDonald.
is a companion document that contains an in-depth overview of engagement
aylor Mathiesen, Brianna Maxwell, David Paterson, Christina Wheeler.
T
ruth and Reconciliation
T
Cindy Christie, Melanie Colpitts, Michael Forestell, Becky Knox, Councillor Gerry Lowe,
2023-2033 Strategic Plan
Kieron Hunt,
ee:
ommitt
Greg Cutler, David Dobbelsteyn, Tahlia Ferlatte,
C
Strategic Plan Background Report
eering
The City of Saint John/Menaquesk is located is the traditional territory of the Wolastogiyik/Maliseet. The Wolastogiyik/Maliseet, along with their Indigenous neighbours, 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.The City of Saint John’s
Conceptual Framework (2021) recognizes the Truth and Reconciliation Commission’s Calls to Action directed at Municipalities, with a goal to advance efforts directed toward Truth and
Reconciliation with Indigenous people, with diligence, patience, consultation, respect, and care.DRAFTCity Market This document provides an updated and refreshed 10-year Strategic Plan
for the Saint John City Market. The Strategic Plan was developed with oversight from a citizen and stakeholder Steering Committee, with a consultant team comprising Fowler Bauld &
Mitchell Ltd. (“FBM”) and Quay North Urban Development (“QNU”).The discussions, historical background and case studies. AcknowledgmentsSt Andy McPherson, Gilliane Nadeau, Mayor Donna
Reardon, Ann Rickman, Nancy Tissington. City Staff: Consultant team:
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Strategic Plan Contents Cover Letter / Message from the Steering CommitteeThe City Market as the Heartbeat of Saint John’s UptownStrategic Plan at a Glance: Vision, Mission, Core Values
and DirectionsEngagement in Developing the PlanCase StudiesCore ValuesStrategic DirectionsDetailed Action Plan
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Strategic Plan 2023-2033
Saint John City Market Strategic Plan
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City Market
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Saint John City Market Strategic Plan
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Identifying the best use of floor space in the Market;Improving the customer experience;Aligning a vision for the Market with the goals and objectives of individual vendors; Design of
exterior spaces on Charlotte Street, North and South Market Street, and Germain Street; Marketing and branding; Modernizing the Market while maintaining its historic and heritage character;
and Examining of case studies from other markets.
Saint John City Market Strategic Plan
•••••••
that there are key changes needed. The intent of the Strategic Plan is to identify a path forward to effectively meet a set of shared aspirations. What the Plan covers The office tower
is not within the scope of this plan.The Strategic Plan is just the beginning. The year 2026 will mark the 150th birthday of the City Market. Now is the time to start planning for this
milestone and think about how the Market will continue to serve generations of Saint Johners.
DRAFT
is currently occupied by City departments). The City Market currently generates approximately $500,000 annually in revenue primarily from renting space to vendors. The City’s goals for
the Strategic Planning process include seeking recommendations on generating additional revenue (or reducing costs), towards being cost-neutral or profitable, while also fulfilling
its mandate to serve the community. How the Plan was developed The Strategic Plan development process ran from January 2022 to March 2023. It included community, vendor, stakeholder,
and staff engagement to inform the vision, mission, core values and key directions. The Steering Committee and consultant team considered community feedback in developing a set of Priority
Actions as well as a detailed Action Plan as a roadmap. This work included an Operations Audit to understand Market practices and provide options for operational improvements. The engagement
emphasized the Market’s rich history. Strong ties to the local community have allowed the City Market to be a valuable and well-regarded community asset. With some careful and thoughtful
planning, along with intentional capital investment, the City Market can maintain its reputation as the premier destination and gathering place for both locals and tourists in Saint
John. It is clear that the Market has great potential, but
The City Market – The Heartbeat of Uptown Saint John Located at 47 Charlotte Street, the Saint John City Market is Canada’s oldest continuously-operated farmer’s market. The Royal Charter
establishing the City of Saint John in 1785 named the Mayor of the city as Clerk of the Market with power to grant licenses to farmers, crafters and others to peddle their wares. The
building, designated a National Historic Site of Canada in 1986, was designed by architects J.T.C. McKean and G.E. Fairweather in the Second Empire style, and completed in 1876. Some
of the businesses in the market have been operating continuously for over 100 years. The 2023-2033 Saint John City Market Strategic Plan charts a Vision for the City Market with achievable
Key Directions so that this institution continues to thrive in an evolving Uptown, maintaining a place in the hearts of residents and visitors alike. Why a new Strategic Plan?Strategic
planning is a process that is instrumental to the success of an organization. It requires the leaders and stakeholders to take time to develop goals and objectives, along with a detailed
plan for how to achieve them. It requires thinking about what an institution is, where it has been, and where it is going. The City Market is one of the most visited sites in New Brunswick
with over one million visitors annually. In recent years however (and including during the pandemic), visitation and patronage to the Market has declined. During the pandemic, the City
identified that the City Market may be too reliant on tourists and office workers for its success. Going forward, the Market will need to be a place not just for tourists and office
workers during the lunchtime rush. It must also be well supported by locals, especially the growing number of residents who choose to call Uptown home. The total cost to operate the
building is estimated at approximately $1.1m annually (this includes the four-story tower that hosts office space and which
2023
Saint John City Market Strategic Plan
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6
Image: Feb 2022
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Saint John City Market Strategic Plan
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Saint John City Market Strategic Plan
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11
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Saint John City Market Strategic Plan
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Saint John City Market Strategic Plan
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Saint John City Market Strategic Plan
Imagery of case study markets
DRAFT
Seating A variety of flexible seating options are provided and seating is typically within view of vendors. Outdoor Spaces and Connections All of the markets offer outdoor spaces to
connect the indoor and outdoor spaces. Including areas that are sheltered from rain and sun can extend the use of the space outdoors. Environmental Sustainability The markets often
show off their sustainable infrastructure. For instance, the Forks has installed heat pumps, a rainwater basin, and low-flow toilets. Rochester has a living wall, electric vehicle charging
ports, and solar panels. Encouraging active transportation and transit is another tool used to show leadership in sustainability and healthy lifestyles.Governance Non-profit boards
of directors manage 3 of the 5 markets, while 2 are managed by municipalities. Of the two city-run markets, Rochester relies heavily on the Friends of the Public Market group, which
offers tours, runs events, and manages food access programs. Faneuil Hall is owned by the City and managed by a 3rd party, Faneuil Hall Marketplace Inc.
Key Takeaways from the Case Studies History and Storytelling All 5 markets have historic status and offer tours. Marketing and Branding Expanding Point of Sale options like the market
app, curbside pickup, and delivery can increase local draw and improve customer service, and market operations. Events and Experience The markets commonly feature demonstration kitchens,
events, venue rental opportunities, and observation areas to take in views of the area. Inclusion and Accessibility Markets commonly take on a food security role with the intent of
improving food access for vulnerable populations. Days of Operation Most case study markets operate seven days a week to meet the needs of locals and visitors alike. Vendor Mix and
Market Practices Most markets offering a variety of vendor/stall types, stall sizes, and leasing arrangements. This promotes a range of business types and support markets as a small
business incubator. Mobility and Wayfinding Markets offer generous aisles that balance the bustle and crowd, with flow. Several examples of wayfinding methods are included and most
include an up-to-date directory and floor plan of vendor locations.
2023
WHAT IT MEANS...Vendors and management share a high standard of excellence and work together so the Market lives up to its reputation as the premier destination in Saint John for local
foods, products, and services. Stories of the Market and Saint John are told through a holistic lens that showcases heritage, community, and creativity, with interactions making for
a memorable experience for visitors.The Market is a welcoming meeting place and the heart of a vibrant Uptown community, with a unique atmosphere, as well as a compelling set of shopping
experiences and events.The Market reflects a diverse and evolving community, with people of all ages, abilities, and cultures having a role to play.
The Market is operated in a way that recognizes and minimizes environmental impact, while promoting its postive in social wellbeing, heritage preservation, local economic benefit, and
affordability.Businesses are locally owned and operated, while local shoppers represent the foundation for the Market’s year-round success. (Visitors are drawn to the Market because
it is a genuine local experience.) The Market is a testing ground for new businesses, products, and ideas: There is something new every day at the Market.
CORE VALUEVendor and Market ExcellenceStorytelling and Visitor ExperienceGathering and ConnectionInclusionSustainabilityBy locals, For LocalsGrowth and Experimentation
Saint John City Market Strategic Plan
DRAFT
Core Values for the City Market The following Core Values were identified and refined through stakeholder engagement. Core values are intended to guide decision making as the Strategic
Plan is implemented over time.14
for Plan implementation
2023
destination
Priority Moves
community engagement
.
STRATEGIC DIRECTION Work together to achieve excellence Provide space to shop, move, experience, and gather.Connect indoors and outdoors.Make the Market a place of storytelling and pride.Embrace
inclusion and make a positive community impact.Continuously improve sustainability and overall building efficiency.Implement the Strategic Plan and review governance, leasing and operations.The
following symbols are used in the Strategic Plan Directions:Committee-identifiedComments from
Saint John City Market Strategic Plan
DRAFT
“...”
1234567
Strategic Plan Directions The seven Strategic Directions of the Plan work together with a goal to unlock and fulfil the City Market’s potential as a public market. Each Direction encompasses
a set of actions, with the Detailed Action Plan contained on pages 48 to 55 of the Strategic Plan. 15
Regularly meet with vendors / the vendor association to discuss mutual goals and proposals. Meet with business and newcomer groups to identify pop-up opportunities.Develop vendor or
product selection criteria and target new offerings wish-lists for various market categories (e.g. craft, merchandise, fresh foods, prepared foods).Increase diversity of offerings,
through pop-ups and smaller stall sizes where appropriate, and encourage efficient use of space for wider product range.As opportunities arise, relocate vendors for improved market
flow, organization, and co-tenanting. Introduce service vendors, potentially in main market hall, or alternatively in mezzanine, solarium areas or outdoor spaces.Ensure regular maintenance
and investments by vendors in fit-ups (i.e. interior improvements by vendors are aligned with lease renewals). Develop and maintain a marketing and communication plan, including updates
to social media and website. Introduce a “Market Outreach and Experience Manager” role. Develop an independent brand and logo for the City Market that is separate from the City’s.
Consider introducing volunteer roles (“Market Ambassadors,” “Hosts,” or “Honorary Clerks”) to assist customers and provide tours or interpretation, while providing a stronger sense
of community involvement.
5.6.7.8.9.10.11.12.13.14.15.
The Detailed Action Plan contains further information on these proposed actions.
Implement revised Monday to Saturday hours, enforce core hours, and advertise changes in hours. Explore and incrementally implement Sunday openings in the future.Encourage increased
spending by Uptown residents and workers (e.g. take-home suppers, evening events).Promote and maintain an optimal mix of vendor types.
1.2.3.4.
disappointed to find most vendors closed, despite advertised hours of operation. Engagement indicated that many local residents have a fondness for the Market but that they don’t necessarily
patronize it – most often for reasons of selection or hours. Research from the Destination Development Association indicates that 70% of all weekday consumer spending in North American
Cities takes place after 6 pm. When the Market is closed it is not productive for the community nor for businesses. Building customer demand and awareness may take time, so it is important
that a strong messaging strategy be employed prior to and while extending hours. The primary objective prior to a potential extension of the hours of operation is to ensure that tenants
will be successful during those hours. As such, the Market will need to provide the programming and communication to support the hours of operation and ensure that the public is well
informed. Programming to support extended hours will be important, including advertising evening bench vendors or pop-up tenants, scheduling buskers or performers in the evening, and/or
tenant tasting events.The increased level of programming suggested here may necessitate a role (in addition to the Market Manager) dedicated to marketing, community involvement, and
pop-ups.Specific Actions to Support Destination Excellence
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Saint John City Market Strategic Plan
DRAFT
Strategic Direction 1: Work together to achieve destination excellence.The City Market’s key assets include significant public loyalty, a sense of history, an attractiveness to visitors,
quality vendors, and a prime location. Residents engaged tended to agree that the vendors at the Market provide an exceptional level of quality, service and selection. The tenant mix
includes fresh foods, prepared foods, and merchandise. The Market in essence, has always been about food at its core, and the Market is well positioned as a food hall, while also providing
services and retail products to a lesser but equally important extent. A focus on food should guide programming efforts and event plans, as the Market continues to provide an experience
that is a unique combination of Farmer’s Market, Public Market, Food Hall and Entertainment Festival.Pop-ups or Bench vendors are critical to the character and success of the Market,
however many residents want to see a greater variety or rotation of products available, with a focus on goods that are locally made or made on site. A Bench program can look to achieve
a variety of vendors on specific days to create a “critical mass” of like vendors which offer a highly curated and vetted product mix. This mix can be promoted as an event (i.e. theme
days for certain vendor types). This rotation can create a sense of uniqueness, with a “what’s here today, may not be here tomorrow” mentality. Being open for business is a key struggle
for the Market, as most vendors effectively close mid-afternoon. Through our engagement, the majority of stakeholders indicated that the hours of operation are a primary concern. Inconsistent
hours among tenants negatively impacts both customer experience and sales productivity. A review of TripAdvisor Comments notes that many of the negative reactions to the City Market
stem from arriving at 3 or 4 in the afternoon and being 16
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Destination Excellence
The following specific vendor type ideas were noted as desirable to bring into the market. Fresh foods: Sliced meats and cheese deli; olives and olive oil; Specialty products (eggs,
mushrooms, maple products).Prepared foods: Coffee; Japanese; Thai; dinner service; ice cream; specialty bakery (e.g. donuts or cupcakes). Merchandise and crafters: leather-worker; glass-worker;
wood-worker; metal-worker; knitting; pottery; jewelry; craft supplies.Service Providers: Visitor information/Tourism NB; Dry Cleaner Drop-off/Pick-up Booth; flowers; shoe repair/shoe
shiner; knife sharpening/key cutting; barber; seated chair massage booth; yoga studio; and bike rentals.
Saint John City Market Strategic Plan
Establish consistent hoursHave staffing dedicated to outreach and experienceDevelop a clear marketing plan
Priority Moves for •••
DRAFT
“Longer hours, at least til 7pm, including food vendors. I live Uptown and would easily eat here 3-4 times every week if I could grab supper here. Currently it seems most food vendors
are done by 3pm, which misses out completely on the supper rush.”“I stopped going at 5PM as I knew vendors would be shutting down early.”
The motto “A New Experience Every Time” does not generally ring true for residents, who tend to feel that the market has an unchanging set of offerings.
“To appeal to local & tourists vendor offerings should be unique but not only touristy. ”“Saturdays need management presence, including a floor plan for pop ups and coordination of vendors.
We need someone looking after the overhead and live music (selection and volume) and collecting rent consistently. ”A relatively low number of survey respondents agreed with the statement
“I am aware of events happening at the City Market.”
Image: Nov 2022
ca)
.
(Image Source: harbourlightssj
CBC Harbour Lights at the City Market 2018
There are numerous benefits to the local community that can be achieved with the City Market. The Market can increase access to fresh and healthy food, benefit the local economy, and
serve as a gathering place for people from different ethnic, cultural, and socioeconomic communities. Over the last 20 years, malls and supermarkets have recognized the appeal of markets
and often co-opt the aesthetic and experience of historic markets, capitalizing on grab-and-go foods in particular. This shows the success and appeal of what places like the City Market
genuinely can offer.
are the top reason why people love
(Source: PPS, “10 Qualities of
“Seeing other people, opportunities for impromtu conversations, the unexpected sensory delights. This is what draws people back, again and again, to their favourite markets. But these
qualities don’t just happen; a great market must be carefully planned as a public gathering place and managed within a sustainable business structure.”Successful Public Markets.”)
PPS provides key insights and research into Public Markets as destinations. Their research finds that experiences markets:PPS notes that public markets encourage community and economic
development by keeping money in the local neighborhood and offering business opportunities for new vendors with a comparably low barrier to entry.
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(PPS) notes
Saint John City Market Strategic Plan
Project for Public Spaces
DRAFT
What Makes for a Great Destination A destination for locals Saint John’s Uptown is experiencing a period of strong residential growth and commercial vitality. The City Market has a key
role to play in the neighbourhood. It can also serve as a magnet for bringing regional residents to the Uptown for one-of-a-kind vendors, events, and experiences. The City Market
serve as places of commerce, but – unlike a shopping centre – it is a public space and all residents of Saint John have a stake. Despite the value of Markets for cities, the US-based
non-profit organization that North American public markets face many of the same challenges. These include: irregularity of ongoing investment, lack of management capacity, poor coordination
with other organizations, and increased competition from supermarkets. (PPS, “Kickstarting Market City Strategies,” March 2020). 18
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are extroverted,
Saint John City Market Strategic Plan
“No-Hassle Travellers” flashy people who seek secure group travel, allowing them to be pampered in luxurious surroundings while seeing all the main sights of a destination. Values include:
Consumption, confidence in advertising, aversion to complexity, and the importance of brands. They tend to be less interested in gaining a deeper cultural and historical understanding
of a place. A No-Hassle Traveller will seek comfort and “checklist travel” by sampling the must-see spots in order to talk about them on social media or with friends when they get home.
They are likely to attend food-related tours and dine out. (Source: Destination Canada, 2015)
The Strategic Plan responds to these profiles through a focus on how important genuine experiences are for these target markets.
DRAFT
are typically
The Benefits of Public Markets (PPS)
Challenge. They are less interested in big business and consumption of goods. A Cultural Explorer will seek out Living History, Culture, the Beauty of Nature, and Fun, Shared Experiences.
They are more likely than other travellers to visit exhibits and Historic Sites/Buildings, to go on Sightseeing Activities and partake in Hands-on Learning Activities, as well as Festivals
and Events. “Authentic Experiencers” understated travellers looking for authentic, tangible engagement with destinations they seek, with a particular interest in understanding the history
of the places they visit. Values include: Personal Control, Importance of Spontaneity, Culture Sampling, Everyday Ethics, Skepticism towards Advertising, and Ecological Concern. They
are less interested in the Joy of Consumption. An Authentic Experiencer will seek to understand about living history and culture. They are more likely than other travellers to visit
Exhibits, Architecture, Historic Sites/Buildings, and Museums.
seek opportunities to
What are 10 things to taste at the Market? 10 things to smell? 10 things to touch? 10 things to hear? 10 things to participate in?
“Cultural Explorers”embrace, discover and immerse themselves in the culture, people and settings of the places they visit. Values include: Importance of Spontaneity, Cultural Sampling,
Adaptability to Complexity, Pursuit of Novelty, Personal Control, Personal Escape, and Personal
•••••
A destination for visitors What visitors seek has also shifted over recent decades. Generally, there has been a shift in travel desires from collecting stuff to collecting experiences.
While souvenirs have a role, it is the interactions in the Market that will leave a lasting memory. The Canadian Tourism Commission developed an “Explorer Quotient (EQ) Case Study for
Tourism New Brunswick.” This study profiled a targeted approach to the three types of visitors profiled below. The Study describes the three EQ Profiles as follows:The challenge: Placemaking
for the City Market Project for Public Space coined the term “The Power of 10+” to define what makes places successful. The Power of 10+ is the idea that there should be at least 10
focal points or 10 potential experiences in a space. This principle leads to a depth of experience and meaning that makes places compelling, diverse, and experiential. As a concept,
it can guide the Market in its vendor mix, amenities, marketing, and events. We can think of this concept with questions like: These ought to be unique to the City Market and appealing
to a broad range of people.
Uptown Saint John Business Improvement Association branding
Marketing Developing a strong marketing and promotion program is vital to the long-term success of the Market. The City Market budgets approximately $60,000 annually on Marketing through
a contribution from vendors. The marketing strategy must reflect the brand of the Market to ensure it is attracting residents and visitors, while positively profiling vendors. Marketing
focus Digital and social media should be the focus of communications, especially through Instagram and Facebook. Social media approaches should provide followers a behind-the-scenes
peak, and opportunity for human interest stories centered on this place that everyone in Saint John has a fondness for. A highly curated and deliberate approach to authentic messaging
on social media will reinforce the loyalty of the City Market customer base and a renewed interest in patronizing the Market. This can include strategic partnerships with influencers
and online personalities for providing quality content, along with investment in geotargeted advertisement. Earned media - blog posts and articles written about the City Market but
which is not paid for or created by the Market - should be sought. This form of publicity is highly valuable and Market Management should constantly engage with local media contributors
and have an up-to-date list of local writers and including details on what topics they cover. Earned media content can include stories about new businesses, an anniversary of a long-time
tenant, a new product launch, or a community sponsorship. Market Management should be proactive in developing stories and generating organic media coverage to align with external media
trends and local stories.
2023
Saint John City Market Strategic Plan
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20
21
2023
.
Saint John City Market Strategic Plan
Signage and branding can invite community members to become involved
DRAFT
A strong and well-earned brand that is experiential;A strong first impression and a strong last impression;A critical mass or clustering of complementary businesses;Places to gather;Activities
and entertainment;Effective wayfinding; andEffective beautification and maintenance for appealing spaces and displays.
•••••••
Branding To be an outstanding destination, the City Market needs to maintain:(This list is adapted from the Destinations Development Association’s “Ingredients of an Outstanding Downtown.”)It
is recommended that the City Market consider a process of brand evolution, which can include distinguishing the identity and logo of the City Market from municipal assets to avoid confusion
and allow the Market to pursue a brand that is distinct from, but related to, that of the City. This brand evolution should include powerful and consistent social media templates and
design direction, signage templates, digital newsletter template, and website redesign. It is also recommended that a social media guide be developed based on principles of the brand
with detailed instructions for content and visual direction.
Programming The City Market has a well-developed and constantly evolving line-up of event programming. Events should be at the core of most communication about the Market to ensure constant
reinforcement of the message that “there is always something going on at the Market.” As such, it is recommended that Market Management create marketable events as much as possible
out of day-to-day operations. This can relate to establishing a critical mass and sense of quality and urgency for pop-up vendors. With pop-ups, it is important that customers see a
product as special, and that they might only be able to get it that day. Day vendors are most successful when surrounded by others of a similar quality standard. Monthly specialty days
can be promoted as a method of gaining exposure for new vendor groups. Examples could include “Mompreneur Monday,” with one Monday of every month, featuring small at-home, women-run
businesses; or “Maritime Knits Day,” featuring only knitted products; or “Thirsty Thursdays” featuring local breweries, distilleries, and non-alcoholic craft beverage makers. A focus
of special event programming should be to bring people inside the door and also to showcase tenants at events and see event visitors converted into customers for tenants. Marketing
and promotion must be strategic in who it is targeting to come to the property and efforts should be made to ensure they are educated in advance about the vendors. Food is and will
remain the core focus of the Market. Targeted events such as long table meals, sample Saturdays, food demonstrations, taste tours, and craft fairs are all examples of events that are
most applicable to the core business of the Market and opportunities to generate revenue. Additionally, some low-intervention, passive events such as buskers and live music are great
for ambiance, if positioned near a seating area, for example. Historical tours of the Market can also connect visitors with local stories and products.
Implement a two-aisle layout, with kiosk-style bench vendors, a central gathering and seating area, and public art – See Concept Illustration.Procure design and construction services
for a new style of benches/kiosks and seating. Introduce consistent and accurate wayfinding and provide Market Information Stands at main entrances with up-to-date market information.
Provide an updated vendor layout plan for the Market Information Stands and website.Improve bathroom design for quality, safety, capacity, inclusion, and accessibility, while advocating
for additional public washroom options to be provided in nearby locations, which may include Brunswick Square, temporary washrooms during the summer, or washrooms associated with Kings
Square. Scope design concept and costing estimate for a publicly accessible mezzanine as a raised level within the market hall. Review and require signage legibility standards for vendors,
potentially with graphic design assistance provided by the City.Improve solarium seating.Explore options for improving, replacing or modernizing the solarium. This can include improving
the connection between indoors and outdoors without reducing availability of indoor seating. (See also Action 3.1). Ensure the Market is operated with the goal of being a fun, animated,
safe place for people to shop and spend their time. This includes choosing music that is an appropriate volume (which may require updated audio systems) and managing the temperature
properly.
1.2.3.4.5.6.7.8.9.10.
Specific Actions to Support Providing Space The Detailed Action Plan contains further information on these proposed actions.
vitality to the Market, with a “see and be seen” objective. There is also the opportunity to include public art and performance space here. In the event that benches are redesigned or
replaced, it is recommended that they be designed such that empty Benches are movable, and flexible for configuration as long-tables or other event setups. When not occupied by vendors,
they should appear to be deliberately setup for eating at or gathering; whether with stools around them or just a foot rail at the base for standing. A thoughtful design can achieve
highly usable merchandising space for vendors as well as comfortable seating for customers. There is an opportunity to provide additional seating and access to new spaces in the Market,
by adding a publicly accessible mezzanine. Taken together these changes can contribute to rethinking the Market as an event rental venue. This also provides opportunity for additional
business to tenants in the property that might be set up to do catering or provide beverage service. The solarium space was felt by many to be a candidate for change. It provided critical
indoor seating, albeit climate control is a particular issue here and many felt the seating was dated. As an “out of the way” space, many visitors do not know that this seating exists.
With appealing seating options provided in the main market hall, the solarium becomes overflow seating – it may be rethought whether it is necessary in the future, or whether this space
can benefit from a redesign in its connection to outside alongside changes to South Market Street as a pedestrian priority street and extension to the Market experience (See also Strategic
Direction 3: Connect indoors and outdoors.) These changes would be complemented by improvements for consistent wayfinding and improvements to the public bathrooms (See also Strategic
Direction 5: Embrace inclusion.)
2023
Saint John City Market Strategic Plan
DRAFT
Strategic Direction 2: Provide space to shop, move, experience, and gather.A major move proposed in this Plan is to transition from the current three-aisle layout to a more spacious
and accessible two-aisle layout (See illustrative plan, page 24 to 25). This change means that people entering the Market would walk along stalls on the north or south, with both aisles
comfortably wide to serve customers, including those with mobility devices, and parents with strollers. This change would substantially increase the walk-by customer traffic for stall
vendors along either side of the Market and would also maintain the exposure for bench or kiosk vendors along a central section. Revising the layout and design of benches will also
impact stall leases that include bench space, used either for display, fridges or sinks. Almost every vendor will be impacted by this change, but this move has been identified as fundamental
to unlocking the value and vitality of the Market. The Bench program can be rethought, both in terms of its leasing and design. Bench vendors that are operating permanently may be transitioned
to permanent side stalls locations. The key goal of Bench vendor leasing is to provide vending space to small businesses at an accessible cost, as well as to provide a wide variety
and limited-time offerings to customers. A well-managed Benches program will evoke feelings by customers that there is “always something going on at the Market” and “always new products
to explore.” This can also lead to a sense that a certain product may not be available in the future. Benches/kiosks shown in the layout plan may be rented to a single vendor or may
be subdivided. A social seating and eating area in the centre of the Market is included in the layout, which serves to benefit nearby prepared food vendors, and add 22
23
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Providing Space
“Accommodate more ethnically specialized and smaller food vendors (e.g., one-product offering food vendors, like say, a Jamaican Patty Bar) with smaller spaces that can be rented out
on a one-off basis.”“It would be nice to be able to have a center section where there would be more seating and a proper area for entertainment instead of shoving performers in a corner
somewhere.”
“Came here for two years before I knew there was seating in the solarium.”“See and be seen when eating.”
Saint John City Market Strategic Plan
Implement a two-aisle layout, along with a renewed Bench/Kiosk programProvide seating in the main market hallProvide Wayfinding and info kiosk improvements
Priority Moves for •••
DRAFT
“There is nothing more annoying from a customers point of view than having to search for a vendor that you want to buy something from. Tenants should be easily visible.”
“Since the majority of the center aisle is for visitors or tourists, there is a perception that there’s not a lot there I would normally shop for.”
“Right now, you can gallop from entrance to exit without stopping. Perhaps a layout that encourages a slower progress and more curiosity?”
Image: Feb 2022
Hfsnbjo!Tusffu
2023
Saint John City Market Strategic Plan
DRAFT
24
Dibsmpuuf!Tusffu
25
2023
Saint John City Market Strategic Plan
DRAFT
2023
Saint John City Market Strategic Plan
DRAFT
26
27
2023
Saint John City Market Strategic Plan
DRAFT
view towards Germain Street
Current
2023
Saint John City Market Strategic Plan
DRAFT
28
29
2023
needs of vendors and shoppers.
Saint John City Market Strategic Plan
complement the historical character
A two-aisle layout, with benches that
of the market, while better serving the
DRAFT
view towards Germain Street
Potential
view towards Charlotte Street
Current
2023
Saint John City Market Strategic Plan
DRAFT
30
31
2023
vendors in the Market.
to most of the prepared food
A central meeting place adjacent
Saint John City Market Strategic Plan
DRAFT
view towards Charlotte Street
Potential
at the intersection of Germain and South Market Street with the goal of being a vibrant and accessible space that relates to both the neighbourhood and draws people into the market’s
indoor and outdoor vendors. Research cost and design, and/or procurement for City Market branded bicycle racks, repair station or e-bike rentals.Explore temporary, seasonal or permanent
conversion of Germain Street between North Market Street and King Street to pedestrian space. Evaluate loading/unloading practices and provision of loading spaces, adjusting as necessary
to balance business needs and outdoor space goals.Explore public art murals for North Market Street to improve street character and establish a connection to similar murals throughout
the Uptown, with the potential for a mural tour or festival.Support “Complete Street” streetscaping plans on Charlotte Street for walking, cycling, and patios. Consider a scramble intersection
at Charlotte Street, King Square N Street and South Market Street.
3.4.5.6.7.
The Detailed Action Plan contains further information on these proposed actions.
Develop South Market Street as a pedestrian active transportation priority space that accommodates the outdoor market, public art, seating, weather protection, and green space. Explore
future design potential for the plaza
1.2.
In the past, Germain Street between North Market and King Street has been closed to vehicle traffic to allow street festivals. This kind of event can be considered on a more permanent
or regular basis to strengthen the outdoor experience of the Market. The Market experience is an active one. When it comes to getting to the Market, safe, family-friendly, and tourist-friendly
connectivity via walking, cycling, transit, and mobility devices should be the priority. This is not to discount that many want or need to drive to Uptown and the Market – however this
can be an experience in which visitors stop and stroll throughout the area. While a lack of parking is perceived as an issue for some, there are at least three parking lots are located
within 150 mof the Market, while numerous nearby streets containing on-street parking. Improving the Market’s connection to accessible parking stalls may be an important consideration
however. The needs of deliveries and loading for the Market is another priority to maintain through public realm designs. North Market Street provides loading and access to the Market.
Beautification options here include murals. The pedway from Brunswick Square is another key connection to the Market, however it does not aesthetically relate to the Market – this
is another opportunity for storytelling, perhaps with event posters, historical displays or artifacts to introduce some of the stories and events in the Market and the local area.Specific
Actions to Support Connecting Indoors and Outdoors
2023
Saint John City Market Strategic Plan
DRAFT
Strategic Direction 3: Connect indoors and outdoors.The outdoor spaces represent the entry sequence and first impression of the Market. They should not be neglected. Especially during
the summer, the connection between inside and outside should be strengthened. The building face along Charlotte Street maintains its historic facade, while building faces on Germain
Street, North Market Street and South Market Street present a mix of historic elements and newer additions. The Night Market and other events in the summer represent chances to connect
inside and outside, with a combination of indoor and outdoor vendors and performers. Upon completion of adjacent construction, there is an opportunity for South Market to be a walking
priority street for the outdoor market, public art, and seating. (Loading can be restricted to the morning hours.) The physical design and hardscaping of South Market Street should
support this new use. This design should also consider how the solarium on the south side of the building serves as a stronger connection between indoors and outdoors. For stall vendors
on the south side, there may be the ability to use windows for ordering and pass-through. The plaza space at the corner of Germain and South Market is currently problematic in its design,
for example with various cross slopes and angled staircases that present hazards for those with reduced vision. A renovation of this plaza space can make the area more attractive and
usable. This may come with a naming opportunity, opportunities for temporary vending, improved seating, performance space and/or public art. 32
33
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Connecting Indoors
plaza at Germain Street as
“The atrium is good for overflow seating but it takes people out of the market setting and also hides customers away. A result of this is losing the ambiance of a bustling market. It
can seem slow and empty even though it might not be.”“Love the outdoor lights at night.”“How about making South Market Street a patio? Planters, string lights, music, etc. And dress
up the solarium.”“Parking uptown is experienced as a problem for patrons – try promoting the parking that is there (King St, Brunswick Square, Hero’s Beacon, Charlotte St, King Square,
HotSpot etc.).”
Saint John City Market Strategic Plan
Redesign the an extension of the Market, connected to improvements along South Market Street
Priority Moves for and Outdoors•
DRAFT
Those with visual impairments find the area’s slopes, stairs and angles unpredictable.
This can be an important gateway to the Market.
Image: May 2022
view of Plaza and South Market Street
Current
2023
Saint John City Market Strategic Plan
DRAFT
34
35
2023
impression of the Market.
Attractively designed public
spaces for events and a great first
Saint John City Market Strategic Plan
DRAFT
view of Plaza and South Market Street
Potential
Thoughtfully relocate and integrate the John Hopper Timepiece into the City Market interior, and meet with Arts Board to discuss integration of art and storytelling components. Introduce
storytelling elements and/or relocated existing market artefacts into the pedway connection to Brunswick Square. Conduct further analysis on heritage-defining features and storytelling
opportunities within the Market. Meet with the Heritage Development Board to receive feedback on storytelling approaches and physical changes to the City Market.
5.6.7.8.
The Detailed Action Plan contains further information on these proposed actions.
Prepare to celebrate the Market’s 150th birthday in 2026, through events and capital funding opportunities. Seek opportunities through events and displays to highlight under-represented
groups, incl. Indigenous communities, Black New Brunswickers and newcomers.Foster arts and culture, potentially with the programming of a Learning Corner, which includes interactive
arts, culture, and creation elements; and with potential for a flexible stage/bandstand. Consider City Market opportunities for Indigenous reconciliation; options that could be discussed
through consultation include: public art, storytelling events, the sale of authentic Indigenous products, Indigenous owned and operated vendors, artist-in-residence programs, or opportunities
in the Learning Corner.
1.2.3.4.
happen through interactions with vendors and staff, building tours, themed tours (such as tasting events), and interactive arts and culture events. As such, storytelling is highly connected
to marketing and programming efforts. Vendor training and knowledge sharing also plays a role. Pride of place comes through in the details and a critical consideration should look at
whether existing signage is maintained, accurate, and relevant. This storytelling approach, whether through signage or interaction, can and should include equitable representation of
Saint John’s cultural makeup and it may contribute to Indigenous reconciliation through vendor mix, murals, arts, and cultural creation. Further consultation is required to determine
the Market’s potential role in reconciliation. Specific Actions to Support Placemaking and Storytelling
2023
Saint John City Market Strategic Plan
DRAFT
Strategic Direction 4: Make the Market a place of storytelling and pride.As the oldest continuously-operated farmers’ market in Canada and a designated National Historic Site, The City
Market is a place to tell the stories of the building, the city and the community. The mainstay activity of the Market has always been buying, selling, and interacting with producers
– so vendors and Market staff should consider how they are making history and telling the story every day. The City Market will be 150 years old in 2026 and so the timing is right
for the Market to operate at its strongest, as it continues to provide new experiences and connections in a heritage building. There may also be an opportunity at this anniversary to
access funding from upper levels of government for capital improvements, restorations, and events.Storytelling can happen through interpretive signage or historical photos within and
near the Market. Interpretive signs illuminate the power of a place and its historic significance. Thoughtful and well-designed signage programs demonstrate community pride in local
heritage – they do more than just provide just information. They are also an opportunity to shed light on little known facts. The building itself is layered in history, with character-defining
elements inside and out. Many of these elements accrued over time and have become hidden, or they may be in plain sight but be somewhat inexplicable. Strategic signage or uncovering
can help to tell some of the stories. It is important to be deliberate about the important stories and how to tell them. Storytelling can 36
37
2023
Placemaking and
“More pictures of history at SJCM. Honour history.”“Keep it unique with Saint John character (a bit rough/gritty around the edges)”“Highlight hidden historical features”
Saint John City Market Strategic Plan
Celebrate the 150th birthday of the Market in 2026
Priority Moves for Storytelling•
DRAFT
“Have the Market be a venue for gatherings, photo ops, private functions. (seating inside the market would be key to this)”
“A “learn-how-to” corner...(learn how to tie a bowline knot, etc.) - with things you can learn in 5 minutes that ideally are locally inspired and not just for tourists.”
“Special Events - This is one of the most important things that we can do to bring people in. We need to create excitement and interest to the market on a steady basis. Each week/weekend
there should be new entertainment or event that will draw different groups of people to the market. We need the community to support us not the tourists.”
Image: Nov 2022
2023
Saint John City Market Strategic Plan
DRAFT
38
39
2023
Saint John City Market Strategic Plan
DRAFT
Further details on heritage and character-defining features are contained in the Engagement Summary and Background Report.
Historical imagery: (Right) City Market Interior (Provincial Archives of New Brunswick Portfolio P171-23)(Bottom left) City Market Post Card circa 1910-1913 (via ebay)(Bottom middle)
The City Market circa 1950 (Provincial Archives of New Brunswick, Saint John Heritage Resource Collection, Portfolio P338-693)(Bottom right) City Market Post Card, circa 1976-1983 (via
ebay)
pop-ups and/or introduce a culinary hub for community-based culinary, nutrition and food security programming. Embrace a role for promoting food security, through Second Harvest, or
programs with vendors and community groups or partnerships with farmer’s markets. Introduce small public amenities to improve usability in the City Market, such as microwaves and
water fountains. Introduce venue rental opportunities (e.g. weddings and corporate/community events). Investigate provision and utilization of accessible parking spaces, designating
additional parking spaces as accessible if needed. Improve bathrooms with a priority for safety, gender inclusion, accessibility, and supporting families. Support modernization of point-of-sale
technology with consideration for accessibility.When assessing market changes and vendors fit-ups, use an accessibility lens to meet the needs of persons of varying ability levels;
regularly seek feedback from the Abilities Advisory Committee. Provide regular community updates during Plan Implementation to spark knowledge and community interest in changes, and
to receive feedback.
5.6.7.8.9.10.11.12.
The Detailed Action Plan contains further information on these proposed actions.
live
physical
meaningful
rating system
disability or
and what are
level of
nationalEvaluating the City
Rick Hansen Foundation
for the community, customers, and
Maintain tradition of strong local presence and accessibility with community events and displays; and seek new opportunities to celebrate cultures and traditions that reflect all of
Saint John’s communities. Publicize opportunities for community members to become involved, through volunteering, and vendor or pop-up opportunities.Embrace a role for the City Market
to attract and support small business and social enterprises through partnerships with community and newcomer groups.Construct a professional incubator kitchen for short-term rental
by emerging businesses or
measures and certifies the
1.2.3.4.
permanent or temporary physicalwith someone who has.Accessibility Certification is athataccess of buildings and sites.Market against this program is an opportunity to systematically
understand the City Market’saccessibility, how it can improve,the barriersemployees. Design for accessibility also benefits parents with strollers, older populations, and those with
temporary injuries or disabilities. Improving the washrooms needs to be a focus for the Market, while there should be advocacy for additional public washroom options nearby to be
opened. Washroom improvements should be implemented using contemporary guidance that goes beyond building code minimums for inclusion and accessibility (For further resources, see p.
40). Specific Actions to Support Inclusion and Community Impact
2023
Saint John City Market Strategic Plan
DRAFT
Strategic Direction 5: Embrace inclusion and have a positive community impact.As a core value, inclusion should be considered in all decisions, so the Market continues to be experienced
as an accessible and equitable space that represents diversity and a community focus. A family-friendly lens to seating and the space can help to ensure there are experiences for kids
that go beyond simply shopping. The local area sees a high level of poverty and child poverty. Opportunities to be in the space without spending money can be pursued in a way similar
to how libraries act as active public spaces. The Market can consider community partnerships and taking a leadership role or enabler role focusing on food security for those who have
challenges affording and accessing healthy food. This can include promoting social enterprises (also known as community interest companies). Social enterprises are community-level organizations
with characteristics of both businesses and non-profits, combining entrepreneurship with a social purpose, for example to give back to the community or employ members of marginalized
populations.The option to incorporate a community kitchen or an incubator kitchen into the Market should be explored. Such a facility can showcase products and chefs, support growing
businesses, and be a space for culinary, nutrition and food security programming.The Rick Hansen Foundation notes that, in Canada, almost 50% of adults have or have experienced a 40
41
2023
Inclusion
“Poverty rate: A big portion of the community can only walk on through the market, and that’s it.”
“Options for people to rent a spot at different price points - you are more likely to have different types of sellers who will attract different types of buyers.”“Don’t make everything
about buying items. Add services & activities.”
Saint John City Market Strategic Plan
Provide programming and space for community, culture, and learningImprove the bathrooms
Priority Moves for ••
DRAFT
“The washrooms need a ‘re-do’ - should be accessible and inclusive. Modern. Need one at each end of the market. Maybe even so modern as to be a point of destination (see public toilets
in San Francisco!)”
The market doesn’t feel kid-friendly: “I would bring kids to the farmers market, but not the city market.”
Image: Feb 2022
2023
Saint John City Market Strategic Plan
DRAFT
42
43
2023
Saint John City Market Strategic Plan
DRAFT
.
Water bottle fill stations noting the impact from reducing single use bottles
Telling the sustainability story
Arlington’s Discovery Elementary School includes a building dashboard system to tell the story of the building’s sustainability features (image: VMDO Architects)
occupied patios.In response to planning federal legislation banning the use of single use plastic foodservice ware, introduce composting receptacles along with garbage and recycling,
and require vendors to use compostable plates and cutlery, and/or explore a reusable dishware system to reduce waste from single-use packaging waste and improve the dining experience.
Promote active transportation by improving the outdoor experience for the building, including canopies for weather protection, and bike parking (potential for bike-share or bike-rental
vendor or program could be considered as noted under 3.3). Promote or require the use of local, high-quality and low-carbon material and construction/vendor fit-ups. Provide educational
displays to explain City Market sustainability strategies and building upgrades, such as updates or a live dashboard for energy use, energy generation, and energy/water savings (This
can relate to reducing the use of single-use packaging.)
4.5.6.7.
The Detailed Action Plan contains further information on these proposed actions.
2023
Saint John City Market Strategic Plan
DRAFT
Continue to evaluate and implement building energy efficiency retrofits for heating, cooling, lighting and appliances, in collaboration with Saint John Energy. Continue to implement
water use efficiency upgrades. Consider solar and/or micro-wind turbine power generation options for the building’s rooftop, and/or options for green roof or
1.2.3.
Strategic Direction 6: Continuously improve sustainability and overall building efficiency.The Market must be guided by a commitment to a sustainable future and to improving the health,
economic and environmental well-being of the community. Supported by funding from Infrastructure Canada, the City Market has recently implemented building energy efficiency retrofits
in collaboration with Saint John Energy for heating, cooling, lighting and appliances. Such initiatives for building energy efficiency should continue. Sustainability initiatives can
extend into energy generation (for example, through installing solar panels). Waste reduction efforts should be explored, including composting and more sustainable food service materials.
One option is to explore a reusable dishware system, which would both reduce waste and improve the experience of dining in. To correspond with sustainability efforts, interpretive
signage or displays can be included that provide a tool for community education and advocacy on sustainability and waste reduction. Specific Actions to Support Sustainability 44
45
Sustainability
“Higher quality garbage and recycling containers and introduce a food waste recycling program.”“Need for consistent temperature in the solarium.”
Continue to implement building energy efficiency upgrades
Priority Moves for •
“Sustainability needs to be front and centre”
Image: May 2022
Establish a 10-year implementation body and framework to oversee Action Plan implementation. Explore changes in governance structure that would better enable efficient operations and
financial sustainability. Establish updated leasing procedures that could include: targeted new tenant outreach and merchandising; revised lease structure to incorporate percent-rent
leases; establish guidelines and criteria for overhold, month-to-month and temporary or flexible leases.Update tenant design and operations manual/handbook including updated and consistent
lease plansModernize point-of-sale technology and market money practices with consideration for convenience and accessibility. Establish transparent practices for preferential leasing
or lower barriers to entry for targeted business types (e.g. new small business start-ups, social enterprises, Indigenous-run businesses, and/or businesses run by newcomers or members
of marginalized groups.)
1.2.3.4.5.6.
Specific Actions to Support Implementation The Detailed Action Plan contains further information on these proposed actions.
2023
Saint John City Market Strategic Plan
DRAFT
Strategic Direction 7: Implement the Strategic Plan and review governance, leasing and operations.The intent of the Action Plan is to see key changes implemented over the next 10 years.
This requires a dedicated body or committee to track progress, oversee implementation, and work with management, vendors, and stakeholders. While there should be general alignment in
the principles and core values between the Market and the City, there also needs to be consideration for the uniqueness of the mandate for the Market, when compared to other City department
and operations. The Market should be governed in such a way that it can determine and focus on its own Mission, Vision and long-term priorities, within a financially sustainable framework.The
Market Manager and the implementation body will be required to fully understand the core values of the Market with a focus on continuity and structured accountability. Core values are
instrumental so that decisions are consistent rather than made on an ad hoc or reactionary basis to issues or opportunities as they arise. Tracking Key Performance Indicators will be
important, as will be maintaining a targeted list of desirable vendor types. Data gathering and record-keeping is necessary for measuring the effectiveness of marketing campaigns and
events. Modernizing the ability to purchase and redeem Market Money is fundamental for the success of the program. Equally important is ease for tenants to redeem gift certificates
for cash to ensure their participation in the program. This could include the option for electronic gift cards, or the ability to buy Market Money within the Market. 46
47
2023
Implementation
“We had a thriving business in the City Market for a very long time... We hope for the generations of vendors to come to be able to see the Market restored to what it once was and maybe
even a little better. It is going to take more than just one person trying to look after everything that needs to be done to rebuild what has been lost over the years. We have done
a good job at restoring the physical building but now it is time to take hard look at what makes the inside of the market (the heart and soul) and figure out what to do and where to
start.”
Saint John City Market Strategic Plan
Pursue governance changes to enable implementation of the Plan and financial sustainability of the Market
Priority Moves for •
DRAFT
Image: May 2022
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wider product range
s
or product
goals and proposals
aintain an optimal mix of vendor types.
10/11am to 7pm; Benches hours 10am to 3pm OR 2pm to 7pm. Peak season evenings
prepared or fresh food vendors.
t
m
for
mplement Sunday opening
organization, and
i
increased spending ,
few
business and
to Sa
Term” is 2026 to 2028; “Long
-
n
mutual
opportunities
Work together
craft, merchandise, fresh foods, prepared foods)
hours, advertise change in hours
up
of space
-
1:
evelop vendor
e.g.
2025; “Mid
Action Implement revised Moncore Explore and Encourage and workers (e.g. takePromote and Regularly meet with vendorsdiscuss Meet with popDnew offerings wish(Increase diversity of offerings,
through popsmaller stall sizeuse As opportunities arisemarket flowIntroduce service vendors, potentially in hall, or alternatively in mezzanine
outdoor spaces
-
and retail, along with a
Vendor & Market Excellence
7 8 9
term” is 2023
-
1.11.21.31.41.51.61.1.1.1.10
:
ic Direction
“Near
Mon to Sat. Open Sun & some Holidays from June to Sep and Dec
Saint John City Market Strategic Plan
Proposed hours: Stalls min hours: MoProposed mix for permanent vendors is 50% Prepared Foods (Quick
Core ValuesTiming: Strateg 1 to 9pm 2 predominantly craft
DRAFT
Detailed Action Plan This section provides details on specific Actions recommended for implementation over the next 10 years. 48
49
)
o
2023
alues
(V
if reusable
ers Market).
.
Why
with power and
.
Experimentation & Growth
$
$ $ $ $
—
to $$$to $$
$
$$
Cost Estimate
flexible bandstand area
potential for dishware return area
;
small
By Locals, For Locals
and Saint John culture; opportunities to subdivide stall;
Saint John City Market Strategic Plan
and
receptacles
season. Benefits of regular staffing include the opportunity t
-
and some aspects of vendor relations/training
potential for a
materiality
DRAFT
vendors
ups
-
ngagement
Marketing
OperationsOperations
EngagementE
Project type
Ensure it is designed in such a way that it will still be attractive and
Marketing and
Operations pop
,
Sustainability
Capital improvement
Capital improvement
Capital improvement,
other organizations (e.g Uptown, Envision, Port, Area 506, Farm
ups, etc.
-
.
$ = less than $100,000; $$ = $100,000 to $1m; $$$ = $1m or greater
collect options.
programming
-
-term
Inclusion
and
-
-term
-term -term
term and term and term and
---
to mid
Timing
-
ongoingongoingongoing
Ongoing
volunteers,
NearNearNear
NearNearNear
Cost Estimates:
Near
ions,
commerce/click
-
.
3
s
.
City
Gathering & Connection
by
a new
) to assist
connection to adjacent community spaces, such as potential community kitchen or learning corner
the
;
for
style bench
-
marketing, community relat
5
.
.
at main entrance
6
.
investments
term” is 2029 to 2032
aid, assist those with accessibility challenges, assist pop
.
-
-
up vending information; events at the Market and in the community; historical interpretation; management contact information; and the
-
with kiosk
improvements by vendors
Stands
or “Honorary Clerks”
and seating
,”
interior
s
volunteer roles (“Market
seating for vendors; opportunities to convert to seating when vacant; opportunities to move for events or seasonal reconfiguration; accessibility of
.
suggested to oversee
Outreach and Experience
rmation
is
oncept Illustration
ing
Storytelling & Visitor Experience
space to shop, move, experience, and gather
aisle layout,
kiosk
-
C
s (i.e
“Hosts
4
,”
up
up location, provide first
-
-
See
central gathering and seating area, and
fit
date market information
ntroduc
– -
Term” is 2026 to 2028; “Long
a
” role.
-
allows for product display/storage/signage; allows for views across the Market; complements heritage
Market Info
to
regular maintenance and
that is separate from the City’s.
-
s in
Provide
:
, including updates to social media and website
aligned with lease renewals)
n
2
rovide
2025; “Mid
seating for 50 to 60+ on a flat surface; variety of seating options for various group sizes; accessibility and comfort;
Ensure vendorare Develop and maintain a marketing and communication plaIntroduce a “MarketManagerDevelop an independent brand and logo for MarketConsider iAmbassadorscustomers and provide
tours or interpretation, while providing a stronger sense of community involvement Action Implement a twovendors,public art Procure design and construction servicesIntroduce consistent
and accurate wayfinding and pwith up
style of benches/
-
ensure sound quality and appropriate volume throughout the market or focused only in the seating area, so as not to interfere with vendors); integration with John Hooper Timepiece
(
microwave and water fountain; connection to washroom area
;
irection
1 2 3 5
Vendor & Market Excellence
sale; complements seating area design. staffed.
2 3
term” is 2023--
-
1.11.11.11.141.12.12.2.
of
c D
:
i
t-
“Near
A staff person, in addition to the Market Manager,
trateg
eating area design criteria:
Develop sustained Marketing across channels with profiles of vendors, calendar of events, and promotion in collaboration withVendor benches/kiosk design criteria:Information stand(s)
can include vendor map directory; leasing/pop
Core ValuesTiming: S 3 Regular website updates should be included, with links to vendors, as well as exploring options for e 4 5 opportunities to accommodate fridges/sinks as needed;display/poinSimpr
oved sound system public art; relationship to food vendors; connection to entries from North Market and South Market Streets; inclusion of waste, compost, and recyclingdishware is introduced
6 vision, mission, and core values of the Market. The Info Stand may be regularly staffed, or staffed with volunteers/summer students during the highexchange Market money, be a purchase
pickuseful when un
to reduce the
Experimentation & Growth
$$$
$ $ $
—
$$
Plan. This has the potential to
See 3.1
$$ to
By Locals, For Locals
defining features, and so the mezzanine design must be
-
operations
Operations
Sustainability
Capital improvementCapital improvementCapital improvement
Capital improvementCapital improvement
Capital improvement,
-
$ = less than $100,000; $$ = $100,000 to $1m; $$$ = $1m or greater
Inclusion
term
-term -term -term -term
-
term and
term
-
term to mid
-
ongoing
Mid
NearNearNearNear
Near
Cost Estimates:
Near
).
within
the an
Gathering & Connection
3.1
erly.
capacity,
ing
for a
n
7
.
Actio
reduc
safety, standards for
.
term” is 2029 to 2032
-
.
without
as a raised level
busiest of days and the City Market should advocate for additional public washroom options to be provided in nearby locations
legibility
, while advocating for
2023
.
graphic design assistance
seating. (See also
signage
(which may require updated audio
.
improving and modernizing
mezzanine
Storytelling & Visitor Experience
, which may include Brunswick Square,
8
.
quire
concept and costing estimate
indoor
defining features of the Market. The heavy timber structure and open volume of the Market are heritage
-
a metal structure above the Market hall toward the Germain Street end of the Market (“Lower Market”), as shown in the Concept
This includes choosing music that is
and managing the temperature prop
Term” is 2026 to 2028; “Long
-
. This can include improving the connection
, potentially with
sized events (100+ people) and has the potential to support destination service providers (e.g. barber, yoga studio, artist in residence). Design criteria for mezzanine: Seating
-
view and re
2025; “Mid
Provide an updated vendor layout plan for the Market Information Stands and websiteImprove bathroom design for quality, inclusion, and accessibilityadditional public washroom options
to be provided in nearby locationstemporary washrooms during the summer, or washrooms associated with Kings SquareScope designpublicly accessible Revendorsprovided by the CityImprove
solarium seatingExplore options for solariumbetween indoors and outdoors availability of Ensure the Market is operated with the goal of being afun, animated, safe place for people to
shop and spend their time.appropriate volume systems)
the market hall
-
Vendor & Market Excellence
5 6 7 8 9
term” is 2023
-
2.42.2.2.2.2.2.10
:
larger unisex public restroom with multiple stalls, prioritizing accessibility, inclusive of gender neutral and family washrooms. The Concept Illustration shows the washroom expanded
slightly,
“Near
on the City Market as one of the few public washrooms in the area
Saint John City Market Strategic Plan
Explore a The mezzanine design may be located as
Core ValuesTiming: 7 however it may not be feasible to accommodate crowds during theburden 8 incorporate the historic mezzanine and existing stairs on the south side of the Market,
and opportunities to bring the public into existing mezzanine spaces should be explored where possible. Mezzanine can include space for seating for midcapacity, accessibility, complements
heritagesensitively designed to not obscure it.
DRAFT
50
51
)
2023
alues
(V
Why
Experimentation & Growth
$ $
—
$$
$$$
$ to $$
$ to $$$
Cost Estimate
By Locals, For Locals
Saint John City Market Strategic Plan
DRAFT
Project type
Sustainability
Capital improvementCapital improvementCapital improvementCapital improvement
Capital improvementCapital improvementCapital improvement
$ = less than $100,000; $$ = $100,000 to $1m; $$$ = $1m or greater
-term -term -term -term -term
-term
Inclusion
-term
changes based on further analysis of its energy efficiency and building structural
longlong
to midto midto midto mid
Timing
- - - -
Near
season seating currently in the solarium must be offset by increased provision of seating within the
-
Cost Estimates:
Near to
NearNearNearNearNear to
for a more regular or permanent conversion to a plaza. This future use can be supported by a landscaping
City
with
bike
-
, King
Gathering & Connection
.
.
10
St
.
represented groups or figures in Saint John History.
-
can be considered
can be considered for improvements or
,
pedestrian active
term” is 2029 to 2032
11
-
.
Uptown, with the potential
that accommodates the
.
streetscaping plans on
the
pace
s
Energy Efficiency)
indoors and outdoors
Storytelling & Visitor Experience
9
.
public art, seating, weather protection,
,
character and establish a connection to
priority
and South Market St.
to pedestrian space
a scramble intersection at Charlotte
Term” is 2026 to 2028; “Long
e to the solarium should consider that any resulting reduction in 12
-
street
“Complete Street”
g
tion 6.1 (Building
branded bicycle racks, repair station or e
.
Connect
Ac
:
3
arket
xplore temporary, seasonal or permanent conversion
2025; “Mid
South Market Street adjacent to the City Market can support morning loading, then be closed to vehicle traffic most of the day. The design can support priority for people walking,
Action Develop South Market Street as atransportationoutdoor marketand green spaceExplore future design potential for the plaza at the intersection of Germain and South Market StreetResearch
cost and design, and/or procurement for MrentalsEof Germain Street between North Market Street and King StreetEvaluate loading/unloading practices and provision of loading spaces, adjusting
as necessary to balance business needs and outdoor space goals.Explore public art murals for North Market Street to improve for a mural tour or festival.Support Charlotte Street for
walking, cycling, and patiosConsiderSquare N St
the goal of being a vibrant and accessible space that relates to both the neighbourhood and draws people into the market’s indoor and outdoor vendorssimilar murals throughout
-
for any chan
esign
irection
e d
Vendor & Market Excellence
4 5 6 7
term” is 2023
-Th
connection to the interior of the City Market.
3.13.23.33.3.3.3.
c D
.
:
The redesign of
i
“Near
and using mobility devices through improved hardscaping, and introduction of seating, planters, public art, bike racks, and overhead lighting. Space should support outdoor vending and
contains a clear
This section of Germain Street has been closed in the past for street parties and
trateg
The current design, with angled benches and sloping surface make the space challenging to effectively use. An improved plaza design can be flattened and may contain flexible or movable
seating, public art,
quirements
The solarium, in coordination with
Core ValuesTiming: S 9 reMarket Hall.cycling, entrance and 10 vending space, and/or a bandstand. The plaza may be named in recognition of under 11 and hardscaping design efforts to
improve usability of the space
)
alues
(V
Why
ion.
Experimentation & Growth
$
$ $ $
— — —
$ to $$
to a wide range of local residents and
Cost Estimate
.
By Locals, For Locals
and
ResearchResearchResearch
Operations
to ensure that spaces and activities in the market are
sensitive relocation of artifacts. The study may also comment on the
Engagement
Project type
can encompass exterior and interior architectural elements, the history of
Engagement and EngagementEngagement and
Sustainability
Capital ImprovementCapital Improvement
Capital Improvement
study
would be
and potentially
$ = less than $100,000; $$ = $100,000 to $1m; $$$ = $1m or greater
-term
-term
Inclusion .
term
-term
term to
-
-
term and term and term and
---
2026
to midto mid
Timing
-
OngoingOngoingOngoing
Mid
r-
Near
Near
NearNearNear
Cost Estimates:
NearNea
and pride
.
.
to
14
Gathering & Connection
; and with
Corner.
Indigenous
.
birthday in
12
and newcomersand meet with
.residence
relocated existing
,
-
th
elementsdefining features
-
in
which includes
or
-the John Hopper
,
earning
L
term” is 2029 to 2032
-
and/
within the Market.
orner
a place of storytelling
C
the Arts Board, along with City staff and the Hooper Family, as the public art piece needs to be relocated to an indoor locat
2023
integrate
and creation
,
public art, storytelling events, the
:
earning
through events and displays
L
Storytelling & Visitor Experience
analysis on heritage
represented groups, incl
-
Black New Brunswickers
13
relocate and
,
.
into the City Market interior
Term” is 2026 to 2028; “Long
-
artefacts into the pedway connection to
Make the market
opportunities
:
4
2025; “Mid
Prepare to celebrate the Market’s 1502026, through events and capital funding opportunitiesSeekFoster arts and culture, potentially with the programming of a interactive arts, culturepotential
for a flexible stage/bandstandConsider City Market opportunities for Indigenous reconciliation; options that could be discussed through consultation includesale of authentic Indigenous
products, Indigenous owned and operated vendors, artistprograms, or opportunities in the Thoughtfully Timepiece Arts Board to discuss integration of art and storytelling componentsIntroduce
storytelling elements market Brunswick Square. Conduct further and storytelling opportunitiesMeet with the Heritage Development Board to receive feedback on storytelling approaches
and physical changes to the City Market.
Action highlight undercommunities
-
.
relocation recommendation is put forward by
Vendor & Market Excellence
Timepiece
Direction
2 3 4 5 6 7 8
term” is 2023
-
4.14.4.4.4.4.4.4.
:
ic
“Near
The establishment of new spaces or events at the market will only be effective if there is capacity to ensure they are properly programmed. Action 1.13 notes
Saint John City Market Strategic Plan
Timepiece
ocation of the
In coordination with design of seating area, consider potential for a small flexible bandstand area with power and improved sound system (ensure sound quality and appropriate volume
throughout the market
TheThis study would represent an update to heritage studies from the 1980s that led to registration as a National Historic Site. The
Core ValuesTiming: Strateg Note: the introduction of a “Market Outreach and Experience Manager” role. A central aspect of the role effectively and consistently programmed, and that opportunities
to participate are effectively advertised and fairly allocated 12 or focused only in the seating area, so as not to interfere with vendors)1314 use, entrepreneurship, food, and culture.
The goal of such work is to identify and evaluate any proposed changes, and to support a storytelling strategy that can appealvisitors through visitor experience initiatives, interpretative
signage, programming, events, restoration of building elements, rel
DRAFT
52
53
)
2023
alues
(V
Why
Experimentation & Growth
$
$$
to
or $
$
— — — — —
$$
—
$ to —
focus on supporting community groups for
Cost Estimate Revenue generator
may be integrated with the incubator
(with a
By Locals, For Locals
Saint John City Market Strategic Plan
support community groups. In either case, the program will require
DRAFT
Operations
Operations
EngagementEngagementEngagementEngagementEngagement
Project type
Operations and Operations and Operations and Operations and Operations and
better
.
Sustainability
Capital improvement
Capital improvementCapital Improvement
Capital Improvement
$ = less than $100,000; $$ = $100,000 to $1m; $$$ = $1m or greater
term
--term -term -term
Inclusion
-term
-term
to midto midto midto mid
Timing
- - - -
OngoingOngoingOngoingOngoingOngoing
Mid
Near
Cost Estimates:
NearNearNear
Near
,
focus on supporting small business) and a “community kitchen”
. or
-
with
ups,
-
; and
to
and/or
with a
Gathering & Connection
(
through
persons
short
gender
and
ies.
ups
-
for
water
15
.
used space. If a dishware system is implemented (See Action 6.4), dishwashing
based culinary
famil-
approach
-
vendors fit
and
with farmer’s
sale technology
for safety,
-
term” is 2029 to 2032
presence and
John’s communities
-
and have a positive community impact
of
-
meet the needs of
local
programming
point
ncubator kitchen
microwaves
for community
i
and supporting
for community members
opportunities (e.g. weddings and
amenities to improve usability in
, and ensure it is a well
l
as
partnershipsevents).
an “incubator kitchen”
or
ation of
Storytelling & Visitor Experience
both
or programs with vendors and
accessibility.
, designating additional parking spaces
emerging businesses or pop
professional
oderniz
a
small public
/community
Term” is 2026 to 2028; “Long
tradition of strong
-, accessibility
.
Embrace inclusion
rental by
for operating the space may be offset through sponsorship.
:
up opportunities.
an accessibility lens to
-
5
An incubator kitchen may better support small businesses, whereas a community kitchen approach may
discussed options of
)
2025; “Mid
Action Maintain accessibility with community events and displaysseek new opportunities to celebrate cultures and traditions that reflect all of Saint Publicize opportunities become involved,
through volunteering, and vendor popEmbrace a role for the City Market to attractsupport small business and social enterprisespartnerships with community and newcomer groups.Construct
term nutrition and food securityEmbrace a role for promoting food security, through Second Harvest,community groupsmarketsIntroduce Introduce venue rentacorporateInvestigate provision
and utilization of accessible parking spacesas accessible if needed. Improve bathrooms with a priority inclusionSupport mconsideration for When assessing market changes and use
introduce a culinary hubthe City Market, such fountains.
-
space. Costs
Vendor & Market Excellence
1 3 4 5 6 7 11
term” is 2023
-
5.5.25.5.5.5.5.5.85.95.105.
:
ic Direction
“Near
classes, for example.
/culinary hub
The Strategic Plan process
Core ValuesTiming: Strateg 15 cooking ongoing programming and maintenance to be a successkitchen
)
alues
(V
Why
Experimentation & Growth
$
to $$
— —
TBC TBCTBC
$ to $$
—
improvementimprovementimprovement
Operations cost Operations cost Operations cost
Cost Estimate
By Locals, For Locals
.
Operations
Engagement
Project type
Sustainability
efficiency
Capital ImprovementsCapital ImprovementsCapital ImprovementsCapital ImprovementsCapital ImprovementsCapital Improvements
-
$ = less than $100,000; $$ = $100,000 to $1m; $$$ = $1m or greater
-term -term
Inclusion
building
term
to long
-
-
term
to midto mid
Timing
- -
OngoingOngoingOngoing
Ongoing
Mid
Near
overall
Cost Estimates:
NearNear
-
e
.
.
relat
and
ups
outdoor
Gathering & Connection
-
lan
. )
the
ntroduce
, and/or
16
power
quality
-
This can
feedback from
potential for bike
compostable (
vendor fit
ooftop
/
(
sustainability and
use packaging
reusable dishware
-
, high
efficiency upgrades.
use
term” is 2029 to 2032
d patios.
-
.
to
)
by improving
local
use
use packaging.
wind turbine
-
-
xplore a
2023
implement building energy
e
regularly seek
water
;
vendors
heating, cooling, lighting and
vendor or program could be
, and to receive feedback
, and/or
Storytelling & Visitor Experience
for
dashboard for energy use, energy
levels
to spark knowledge and community
and/or micro
collaboration with Saint John Energy
rental
-
receptacles along with garbage and
in
the use of single
as noted under 3.3
options for the building’s r
cutlery
,
ability
Term” is 2026 to 2028; “Long
or require the use of
egular community updates during P
-
to reduce waste from single
and
Continuously improve
dered
:
carbon material and construction
-
varying
6
ng a dishwashing location and necessary staffing support.
mplementation
2025; “Mid
ofthe Abilities Advisory Committee. Provide rIinterest in changes Action Continue to evaluate and efficiency retrofitsappliancesContinue to implement Consider solar generation options
for green roof or occupieIn response to planning federal legislation banning the use of single use plastic foodservice ware, icomposting recycling, and require system waste and improve
the dining experience.Promote active transportation experience for the building, including canopies for weather protection, and bike parkingshare or bikeconsiPromote lowProvide educational
displays to explain City Market sustainability strategies and building upgrades, such asupdates or a live generation, and energy/water savingsto reducing
plates
-
Vendor & Market Excellence
12 5 6 7
term” is 2023
-
5.6.16.26.36.46.6.6.
:
ic Direction
“Near
Saint John City Market Strategic Plan
This would require establishi
Core ValuesTiming: Strateg 16
DRAFT
54
55
)
2023
alues gement
(V
Why
Experimentation & Growth
$
— — — —
___
.
Cost Estimate
By Locals, For Locals
Saint John City Market Strategic Plan
DRAFT
OperationsOperationsOperations
Operations
GovernanceGovernance
Project type
Sustainability
$ = less than $100,000; $$ = $100,000 to $1m; $$$ = $1m or greater. Goals of a governance change would include improving operations capacity, financial
-term
-term -term
Inclusion
-term
to midto midto mid
term (2023)
Timing
-
- - -
Near
Immediately
governance, leasing and operations
outside expertise
Cost Estimates:
Near
NearNearNear
17
.
Gathering & Connection
and review
that would
manual/handbook
referential leasing
term” is 2029 to 2032
-
ups, social enterprises,
-
Plan implementation
Strategic Plan
Action
the
month and temporary or flexible
sale technology and market money
-
-
Storytelling & Visitor Experience
in governance structure
to
of
-
-
s
year implementation body and
-
18
.
.
run businesses, and/or businesses run by
-
with consideration for convenience and
hange
Term” is 2026 to 2028; “Long
-
c
rent leases; establish guidelines and criteria for
-
Implement
:
7
sales, and to better ensure the Market’s ability to fulfil its Mission, Vision, Core Values, and Action Plan.
-
2025; “Mid
Action Establish a 10framework to overseeExplore Establish updated leasing procedures that could include: targeted new tenant outreach and merchandising; revised lease structure to incorporate
percentoverhold, monthleases.Update tenant design and operations including updated and consistent lease plansModernize pointpracticesaccessibilityEstablish transparent practices for
por lower barriers to entry for targeted business types (e.g. new small business startIndigenousnewcomers or members of marginalized groups.)
better enable efficient operations and financial sustainability
-
of
-
Vendor & Market Excellence
2 3 5 6
term” is 2023
-
7.17.7.7.47.7.
:
ic Direction
“Near
The roles of this body may also include leading fundraising, setting financial sustainability targets, reviewing and recommending governance structure/resourcing changes, and leading
ongoing enga
A governance review or change would include feedback from staff, elected officials, stakeholders, and
Core ValuesTiming: Strateg 17 with vendors, elected officials, advisory committees, stakeholders, and community members.18 sustainability, leasing, point
2022
ANNUAL
REPORT
SAINTJOHNTRANSITCOMMISSION2022ANNUALREPORT1
TABLEOFCONTENTS
3
LeerfromtheChair
Businesspro ŋ leperformancereporng 4
5
Keyaccomplishmentsandmilestones
6
ManagementdiscussionandanalysisReport
toBoardofDirectors
8
on2022Audit
SaintJohnTransitCommission 2
FinancialStatements
ͻYĻĻƦ {ğźƓƷ WƚŷƓ ĭƚƓƓĻĭƷĻķ ͵͵͵
Transit provides a safe, reliable, aordable,
and customerfocused service that contributes
to growth, advances sustainability goals, and
encourages everyone to choose transit.
Stantec Report Vision
SAINTJOHNTRANSITCOMMISSION2022ANNUALREPORT2
FROMTHECHAIR
Lastyear,theSaintJohnTransitCommissionapprovedan ambiousproject
plantomodernizethetransitsystem andimproveservice.In2022,we
beganimplementaonwithrecordcapitalinvestmentofover$4M.Leases
wereapprovedforourvery ŋ rstallelectricbuses:a40footmodelfromBYD
andsix20footmodelsfrom.Thelaer,anaccessiblelow Ť oor
model,isthe ŋ rstofitskindinNorthAmerica.Itwillbeusedinourall
electricondemandservicecalledSaintJohnFLEX.
ourondemand
Capitalinvestmentsarealsosupporngthedeploymentof
mobileapp,electronicpaymentsystem,ebuscharging,computeraideddis
patch,automatedvehiclelocaon,stopannouncementsandotherimprove
mentstobeimplementedin2023.TheSaintJohnTransitCommission
consideredanewfarepolicy,providedpassesforrefugeesfromwartorn
countriesandimplementedfreefaresforthosethatareblind.
Ridershipis trendingtowardsprepandemiclevels,ashaveservicehours.In
October,Route15beganoperangtwohoursearlierinthemorning,hours
wereextendedonRoute9andfrequencyincreasedatcommonstopson
Routes3and9.InDecember,theIrvingOilFieldHousejoinedthetransit
systemviaRoute1,creanggreateraccesstorecreaon,ŋ tness,sports,
daycareservices,andothercommunityprogramingprovidedbytheYMCA.
Theseachievementswouldnotbepossiblewithoutouramazingsta,and
supportfromCommonCouncilandthefederalgovernment.Colleaguesfrom
othertransitagencieshaveremarkedthatthe TransformingTransitproject
wouldtake ŋ veyears ormoreundernormalcircumstances.Notonlyhasour
teamcompressedthismelinesigni ŋ cantly,buttheyhavedonesothrough
extraordinarysupplychaindisrupons.TheCommissionwouldliketothank
everyoperator,dispatcher,mechanic,supervisorandmanagerwhohas
madetheimpossiblehappen.
2022SAINTJOHNTRANSIT
COMMISSIONMEMBERS
Ihesitatetosingleoutanyoneperson,becauseithastrulybeenateam
eort,buttheleadershipofouroutgoing DirectorIanFogan mustberecog
nized.WecongratulateMr.Foganonhisaccomplishmentsandhisnewrole
NickCameron,Chair
asCommissionerofInfrastructurefortheCityofSaintJohn.Iwouldalsolike
KurtPeacock
torecognizethededicaonand genuinecaretheSaintJohnTransitCom
missionersshowforourriders andtheirexperienceusingtheservice.
TinaCollins
TheCommissionwouldliketothankSaintJohnCommonCouncilfortheir
NevilleCrabbe
enthusiasmandpriorizaonoftransit.Areliable,highfrequencytransit
CouncillorGerryLowe
servicefacilitatessustainablegrowthandcommunityinclusionbyproviding
CouncillorBrentHarris
greateraccesstojobs,housing,educaon,healthcare,recreaon,familyand
CouncillorGregStewart
friendsacrossSaintJohn.
NickCameron
Chair
SaintJohnTransitCommission
SAINTJOHNTRANSITCOMMISSION2022ANNUALREPORT3
BUSINESSPROFILE
TheSaintJohnTransitCommissionwasestablishedin1979bythe
CityofSaintJohnto ownandoperatescheduledpublictransitservice
inthecity.SaintJohnTransitisthe largestpublictransitsystemin
NewBrunswick intermsofbothmileageandpassengers.PreCovid,
ridershipwasabout2.1millionpassengerridesperǤĻğƩΓƷŷğƷƭabout
50%higherthantheaverageforCanadiancieswithapopulaonof
between50,000and150,000.
In2022,SaintJohnTransitbegantooperaonalizetheStantecAudit.
The TransformingTransit projectisdesignedtoensurethattheservice
operatessustainably*,beerservescurrentriders,aractsnewriders
andadoptsindustrystandards.
*ŋ nancially and environmentally
PERFORMANCEREPORTING
2022SERVICEATAGLANCE
2022KPITarget2022KPIActual
73,000
OperangRevenue/costrao,$0.42
Totalservicehours
comparablerateis$0.35
abovetarget
70
Costpervehiclehour,$128.16
comparableis$106.78
belowtarget
Employeesfullmeandpartme
Expenseperrider,$6.26
39
comparableis$5.34
belowtarget
40footdieselbusesinservice
Raoofannualridershipper 20.85
populaon.28.5
belowtarget,improving
1
2021(16.6)
40footelectricbusinservice
Transitcoverage:85%ofGoalof85%withroutere
populaonwithin800M
designandondemandservice
723
ofabusstop
ontarget
Busstops
Ridersperrevenuehour 2022:20.5
comparableaverageis 22
belowtarget,improving
21
Routes
2021:16.14
2020:15.62
1,495,488
2019:21.18
2022ANNUALREPORT
SAINTJOHNTRANSITCOMMISSION4
KEYACCOMPLISHMENTSANDMILESTONES
Thegraphicbelowshowsselectmilestones
andmelinesassociatedwiththe
TransformingTransit project.
2022
January10
TransformingTransitproject
presentedto SaintJohn
May27
CommonCouncil
SpareLabs selectedas
ondemandFLEXappprovider
June20
20footelectric
Karan Jestdemo
July19
vehicleunveiled
40footelectric BYDvehicle
unveiled
August16
Preliminary inventory of721
stopscompleted
September8
Masabi selectedaselectronic
fareprovider
Fall
Chargingstaons installed
atSaintJohnTransit
October23
OperaonsCentre
Peakhourfrequencyincreased
onRoutes3and9and
November16
ParaTransitAccessibilityPlan pre
sentedtoSaintJohnAbilityAdvisory
December12
Committee,Transitsubcommittee
Sixleased Karan20foot
electricbuses arrivefrom
Türkiye
December27
Stopsextended on
Routes1and15
2023
SAINTJOHNTRANSITCOMMISSION2022ANNUALREPORT5
MANAGEMENTDISCUSSION
ANDANAYLSIS
th
OnJanuary16,2023,IrejoinedtheSaintJohnTransitteamandIam
pleasedtoprovidemyperspectiveforthe 2022AnnualReportofthe
SaintJohnTransitCommission.
AstheformerDirector,IledTransitinitiativesfrom2016to2019.Up
onmyreturn,itbecamequiteevidentthatTransithasbecomeatop
priorityforCommonCouncil.Iamthrilledatthestrategicplanningpro
cessesthatarewrappedaroundthe TransformingTransit projectand
thesupporttheprojecthasreceived.
The transformationplan laidoutinlate2021,withexecutionbegin
ningin2022andextendinginto2023,hasbeenagamechanger.The
plancontainstimelinesandstepstosecurethetechnologyandopera
tionalcapacityweseeinothersuccessfultransitsystems.Systemsfor
tripplanningandelectronicfarepayment,computeraideddispatch
(CAD),automaticvehiclelocation(AVL)andthenecessaryresources
aredesignedtobringahigherlevelof customerservice,increase
ridership,andsupporta convenient,sustainableandmodernized
transitservice.
In2022,wemadea strategicinvestment inanappforourondemand
FLEXservice,andplannedforinvestmentinsystemsforelectronic
fares,tripplanning,stopannouncements,andvehicleprocurementfor
ourtransformedtransitservice.
ͻ!ƭ ǞĻ ƭƷƩğƷĻŭźĭğƌƌǤ
Ourridersbegantoseechangesinlate2022,withtheintroductionof
15minutepeakserviceonthe/źƷǤƭmostheavilyusedrouteandroute
enhance service, ridership
andstopchangestoreflectourridershiponotherfixedroutes.Some
źƭ źƓĭƩĻğƭźƓŭ͵ͼ
ofthesechangeswereinpreparationfortheintroductionofourFLEX
service.
2022
OurFLEXserviceisaprimaryresultofadecarbonizationstudystarted
73,000 servicehours
attheendof2021thatpositionedTransittobecomean earlyadopter
1,
ofzeroemissionvehicles fortheCityofSaintJohn.Acquiringsix20
footelectricvehiclesandplacingtheminatechnologicallyenabledon
demandservicehasnumeroustransitagenciesacrossCanadatracking
oursuccess.
2021
72,000 servicehours
Admittedly,wehavefaceda fewchallenges withourelectricvehicles.
1,161,984
Mostnotableisthedelayeddeliveryofthevehiclesandhiringofnew
driverstosupportournewservices.
2020
Thesefactorscontinuetobea challenge forallbusinessasweemerge
72,000 servicehours
from theimpacts ofCovid19pandemic.
1,123,165
LikeotherTransitauthorities,ridershipforSaintJohnTransitwasstill
feelingtheeffectsofthepandemicin2022.
SAINTJOHNTRANSITCOMMISSION2022ANNUALREPORT6
MANAGEMENTDISCUSSION
ANDANAYLSIS
Ridersandrevenueswereupfrom2021whichenabledadditionalser
vicestostarttobeputbackinplace.TheTransitteamisencouragedby
this,andweareconfidentthetrendwillcontinuein2023.
In2022,wesawourriderswhodependontheservicetogettowork,
appointments,schoolandfor transportationneedsineverydaylife
starttoreturntoprepandemiclife.Aswestrategicallyenhanceser
vice,ridershipisincreasing.
In2022wearesawa 35%increase inrevenuefrom2021whichis
r
positive,butnotbacktolevelsprepandemic.Fromanexpensepe
spective,wesawasubstantialincreaseinfuelandinsurancecost.In
addition,wehadanunplannedfailureofourĬǒźƌķźƓŭƭheating,ventila
tion,andairconditioning(HVAC)system.Thenetofthishasusfinishing
2022with adeficitof$216,993.
sCanada,Transitreportson
Basedonindustrystandardsfromacros
asetof keyperformanceindicators(KPIs)thataremeasuredand
monitoredclosely.2022Ridershipreached1,495,488riders up29%
from2021.Thisgaveusaratioofridersperpopulationof20.8,up25%
from2021.Weareheadedinthecorrectdirectionbutbelowour
targetof28.5.
Weareconfidentthatthechangeswehaveplannedfor2023will
TheSaintJohnTransitCommission
enableusto reachourtargets.
wouldliketothank:
IanFogan,formerGeneralManager,supportedbytheleadershipofthe
SaintJohnTransitemployees
SaintJohnTransitCommissionwasclearlyinstrumentalinsettingallof
thisinmotion.Hisvisionandhardworkisclear.
TheCityofSaintJohn
LƒthrilledwiththeengagementofstaffatSaintJohnTransit.They
NBPower
areasmallteambuttheircontinuedprofessionalismandabilityto
SaintJohnEnergy
adoptandintegratenewtechnologyandprocessesisremarkable.The
Transitteamcontinuestoembracethenotionthatweare oneteam
TheProvinceofNewBrunswick
withcrossfunctionalsupportfromnumerousareasacrossCityopera
TheFederaonofCanadian
tions.ThankyoutoCityStaffforcontinuedsupportinimprovementof
theTransitservice.
Municipalies(FCM)
Whilethe TransformationTransitproject issignificant,wearejust
DameraBusCorp
gettingstarted!Ifyouthought2022wasawesome,staytunedin2023!
TheSaintJohnAbility
AdvisoryCommiee
IBIGroup
IanMacKinnon
Wood
GeneralManager
SaintJohnTransit
SAINTJOHNTRANSITCOMMISSION2022ANNUALREPORT7
REPORTTOBOARDOF
DIRECTORSONTHE
2022AUDIT
(DELOITTE)
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AUDITEDFINANCIAL
STATEMENTS2022
(DELOITTE)
SAINTJOHNTRANSITCOMMISSION2022ANNUALREPORT
Agencies, Boards, and Commissions Policy Standard Reporting Template
Name Saint John Transit Commission
Reporting Period July 01,2022 to December 31, 2022
aźƭƭźƚƓΉ
The Saint John Transit Commission was established by the City of Saint John to operate the public
ağƓķğƷĻ
transit system, in alignment with the municipal and transportation plans (PlanSJ & MoveSJ). The City
has the obligation under the legislation to finance all net operating and capital expenditures. The
Commission has full power and authority to maintain and operate a public transit system.
In 2021, the Saint John Transit Commission signed a Managed Services Agreement with the City
of Saint John and Transforming which will see a multi-year system
redesign focused on providing better service and sustainability for the system.
Growth
KPI Target 1. Ratio of annual KPI Actual 1. 2022: 20.8 Below Target, improving
Ridership per population. 2021: 16.6
(How well is Transit
used) Target: 28.5
2. Transit coverage: 85% 2. Goal of 85% with route re-design and on-
of pop within 800m of a demand service: On Target
bus stop
3. Riders per revenue 3. 2022: 20.5, Below Target, improving
hour comp avg 22 2021: 16.14
(measures service hours 2020: 15.6
and ridership as a ratio 2019: 21.18
of effectiveness)
# Employees 71 # Employees 2021:67
Current Year Prior Year 2020:70
2019: 89
# Customers or 73,000 service hours# Customers 2021:72,000 Service hours & 1,161,984 riders
Events Current 1,495,488 riders or Events 2020:72,000 service hours & 1,123,165 riders
Year Prior Year 2019:97,000 service hours & 2,054,260 riders
Growth Objectives The goal is growth in ridership and revenues by redesigning the service to provide
flexibility and sustainability though a better service offering.
Activities Six New 20-foot electric buses leased (Q2-2022) commissioned (Q1-2023)
Undertaken to One New 40-foot electric bus leased (Q3-2022), commissioned (Q4-2022)
Achieve Growth On-demand software supplier procured (Q3-2022), implementation in (Q1-2023)
Objectives New Electronic fare provider procured (Q3-2022), implementation in (Q3-2023)
Charging hardware procured (Q2-2022) and installation to be completed in (Q1-2023)
--2022), launched (Q1-2023)
Saint John Flex-North area defined (Q4-2022), launch (Q3-2023)
--2022), launch (Q3-2023)
Three Rapid routes defined (Q3-2022) and launched (1-Q4-2022, 2-Q3-2023)
Developed and released RFP for CAD/AVL(Q4-2022) and implementation (Q4-2023)
Hiring on-going to enable sustainability and on-demand service (Q3-2022 to Q4-2023)
Bus stop inventory completed (Q3-2022)
Bus stop levels of service defined (Q3-2022)
Bus stop signage designed (Q3-2023)
Agencies, Boards, and Commissions Policy Standard Reporting Template
Financial
KPI Target 1. Operating Revenue/cost KPI Actual 1. $0.42 Above Target
ratio Comparable rate is
$0.35
2. Cost per vehicle hour. 2. $128.16 BelowTarget
Comparable is $106.78
3. Expense per rider, 3. $6.26 Below target
comparableis $5.34
City of Saint John $5,273,690 City of Saint John $5,044,787
Annual Subsidy Annual Subsidy
Current Year Prior Year
Actual Year-to-Date Results Budget Year-to-Prior Year-to-Date Results
Date Results
Wages & Benefits $5,681,482$5,861,403 $5,353,886
Goods & Services $3,674,150$2,655,347 $2,661,742
# employees 71 70 67
Total Revenues $3,864,946$3,243,060 $2,857,092
Total Expenses $9,355,631$8,516,749 $8,015,628
Surplus/Deficit $(216,995) $(0)$(113,749)
Variance Major increase in fuel prices and insurance caused unplanned operating expenses.
Explanations Unplanned HVAC repairs
Also, budget variance due to system investments that will be recovered from
successful funding sources (RDC, FCM)
Agencies, Boards, and Commissions Policy Standard Reporting Template
Operations
KPI Target 1. On-time performance KPI Actual 1. TBD CAD/AVL system in
(How often do buses arrive at procurement
stops as scheduled).
Target TBD
2. Wrench time % 2. TBD Management
(Productive time of information system to be
maintenance). Industry implemented for
standard is 65% maintenance.
3. Maintenance cost per 3. 2022: $24.03
vehicle hour. Target TBD 2021: $24.20
4. Avg Fleet Age. 4. 2022: 9.0 years
(6-year target) 2021: 9.5 years
5. Travel Time Ratio (Auto vs 5. TBD, project underway to
Transit). Target TBD measure.
6. CO2 emissions to align 6. TBD with project outcome
with Greening the Fleet
project. Target TBD
Annual Performance The SJTC is currently reviewing our current fleet management system, the
Co and our proposed Computer Automated
Dispatch / Automated Vehicle Locator (CAD/AVL) to develop future benchmarks.
SJTC will work in conjunction with the Performance Management Team to
develop appropriate Key Performance Indicators (KPI).
Year to Date Complete transit turnaround will take multiple years to complete. Project is
Performance tracking well, on target and on budget.
Top Risks Facing the Appropriate funding for continued system redesign.
Organization Sustainable capital plan for Transit.
Ability to replace aging fleet through capital expenditures.
Hiring Challenges.
Greening / electrification of the transit system.
Annual
Report
Saint John Trade and Convention Centre
Tel 506-693-1327 1 Market Square www.saintjohntradeandconventioncentre,com
Saint John, New Brunswick
Table of Contents
_______________________________________________________
_____________________________________________________________
____________________________________________
__________________________________________________________
To Our Funding Partners
Strategic Highlights
With lingering gathering restrictions still impacting the meetings industry in early 2022, a
deliberate shift in focus was deployed to capture additional local and regional small meeting
business resulting in the centre surpassing budget in both meeting room rental and in AV
commission.
Financial Highlights
Required contribution reduced by $193,278 to budget despite a decrease in revenue of
$56,201. Main drivers for this improvement were unplanned wage subsidy and vacant
positions. Some operation accounts were underspent due to supply chain issues. Some
budgeted expenses for 2022 will roll over into 2023 as a result.
Operating Highlights
2022 had a slow start with lingering meeting restrictions but volumes increased steadily
through out the year. During the year the centre benefited from considerable pent up demand
for local and regional events as well as limited return to annual events such as Rocmaura
Foundation Fundraiser, Dance Quest, and Christmas parties.
Looking Ahead
In 2023 the center will see a return to larger conventions in a meaningful way. Port Days is
returning for the first time since COVID and the centre will host 4 more National Conventions
during the year Canadian Nuclear Society, Catholic Womens League, ERAPPA, and PCMA.
The PCMA conference is a unique opportunity secured with the collaborative efforts of
Discover Saint John and Envision that will bring 300 professional meeting planners to the city
showcasing our city as a destination for future events.
Business Profile
Vision Drive economic impact for city businesses by bringing travelers to Saint John and
introducing the city as a great place to live, work and invest.
Mission Statement To operate a first class convention centre and favour the development
of the tourism industry within the metropolitan region of the city and the Province of New
Brunswick.
Governance Saint John Trade and Convention Centre Oversight Committee
Chair- Peter Murray
Reports to Regional Facilities Commission
Current Full Time Staff
Floor Operations Manager
Sales Manager
Event Manager
Admin Coordinator
Director of Finance .5
Hourly staff Houseperson, Maintenance and Cleaning
Drivers of Success for 2022
The shift in focus to local and regional events began in 2021 served the center well in 2022.
Revenues were above budget despite less than optimal conditions at the start of the year that
resulted in the shift of a number of large events included in the revenue budget. This,
combined with prudent expense management, generated results significantly better than
budget.
Management Discussion and Analysis
Overview
Despite a slow start to the year, the team at the Saint John Trade and Convention Centre
managed to conditions and achieved one of the best financial results in the history of the
centre. Pent up demand in the back half of the year was a big factor in these resultscoupled
with the return of some banner events like Rocmaura Gala and Dance Quest.
Expenses were down across the board. Wages were underspent due to unplanned subsidy
and vacant positions. Other expenses savings resulted due to the nature of the business and
to supply chain issues. Some under spent accounts will roll over to 2023 as availability for
required supplies and repairs improves.
Key Performance Indicators
KPI #1 - Reduce required contribution by 10% - actual reduction 99%
KPI #2 Reduce payroll to 70% of 2019 level actual reduction to 43% of 2019 including
subsidy
KPI #3 Increase meeting room revenue 10% over budget actual increase to 7.2 %of total
KPI #4 Improve bottom line by $5000 with increased meeting revenues actual increase over
$193,278
Forecast
Year to date revenues for 2023 are in line to budget and expenses are trending slight under
forecasted levels. The centre is well on track to be at or under budgeted contributionfor the
year.
January Fundy Gymnastics Atlantic Competition
February Bobbys Hospice Gala
March ERAPPA planners convention
th
April HMCS Brunswick 100 year anniversary
May Port Days
June Canadian Nuclear Conference
August Catholic Womens League
September ERAPPA all members convention
October Global Seafood Alliance Conference
November PCMA National Convention 300 Professional Meeting planners
from across Canada first time ever in Saint John unique opportunity to showcase
the city and position our destination for future national conferences
Company Information
Saint John Trade and Convention Centre
1 Market Square
Saint John, New Brunswick
Tel 506-693-1327
www.saintjohntradeandconventioncentre,com
Statement of revenue and Statement of revenue and Statement of revenue and
expenses ofexpenses ofexpenses of
The City of Saint John The City of Saint John The City of Saint John
Trade and Convention Centrerade and Convention Centrerade and Convention Centre
December 31, 20December 31, 20December 31, 2022 22 22
Independent Auditor’s Report1–2
Statement of revenue and expensesStatement of revenue and expensesStatement of revenue and expenses3
Notesto the financial statementstatementstatement4–5
Deloitte LLP
th
44 Chipman Hill, 7Floor
Saint John, NB E2L 2A9
Tel: 506-389-8073
Fax: 506-632-1210
www.deloitte.ca
IndependentAuditor’sReport
To the Mayor and Common Counselof
The City of Saint John
Opinion
We have audited the accompanying statement of revenue and expenses of The City of Saint John Trade
and Convention Centre (the “Centre”), for the year ended December 31, 20and Convention Centre (the “Centre”), for the year ended December 31, 20and Convention Centre (the “Centre”),
for the year ended December 31, 2022, and other explanatory
information (the “financial statement”). This financial statement was prepared by management in statement”). This financial statement was prepared by management in statement”). This
financial statement was prepared by management in
accordance with the provisions of the management agreement between The City of Saint Johnaccordance with the provisions of the management agreement between The City of Saint Johnaccordance
with the provisions of the management agreement between The City of Saint John
(the “City”) and Hilton Canada Co. dated June 1, 1984 with an amendment dated September 4, 2014.(the “City”) and Hilton Canada Co. dated June 1, 1984 with an amendment dated September
4, 2014.(the “City”) and Hilton Canada Co. dated June 1, 1984 with an amendment dated September 4, 2014.
In our opinion, the accompanying financial statement of the Cn our opinion, the accompanying financial statement of the Cn our opinion, the accompanying financial statement of the Centre
entre entre for the year endedfor the year endedfor the year ended
December 31, 2022 are prepared, in all material respects, in accordance with the provisions of the are prepared, in all material respects, in accordance with the provisions of the are
prepared, in all material respects, in accordance with the provisions of the
management agreement between the City and Hilton Canada Co. dated June 1, 1984 with an amendment management agreement between the City and Hilton Canada Co. dated June 1, 1984 with an
amendment management agreement between the City and Hilton Canada Co. dated June 1, 1984 with an amendment
dated September 4, 2014.
Basis for Opinion
We conducted our audit in accordance with Canadian generally accepted auditing standards (“Canadian We conducted our audit in accordance with Canadian generally accepted auditing standards
(“Canadian We conducted our audit in accordance with Canadian generally accepted auditing standards (“Canadian
GAAS”). Our responsibilities under those standards are further described in the GAAS”). Our responsibilities under those standards are further described in the GAAS”). Our responsibilities
under those standards are further described in the Auditor’s Responsibilities
for the Audit of the Financial Statementsfor the Audit of the Financial Statementsfor the Audit of the Financial Statements section of our report. We are independent of the section of
our report. We are independent of the section of our report. We are independent of the Centre in
accordance with the ethical requirements that are relevant to our audit of the financial statements in accordance with the ethical requirements that are relevant to our audit of the
financial statements in accordance with the ethical requirements that are relevant to our audit of the financial statements in
Canada, and we have fulfilled our other ethical responsibilities in accordance with these requirements. Canada, and we have fulfilled our other ethical responsibilities in accordance
with these requirements. Canada, and we have fulfilled our other ethical responsibilities in accordance with these requirements.
We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for We believe that the audit evidence we have obtained is sufficient and appropriate
to provide a basis for We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for
our opinion.
Emphasis of Matter – Basis of AccountingBasis of AccountingBasis of Accounting
We draw attention to Note 1 to the financial statements, which describes the basis of accounting.
Thefinancial statements are prepared to assist the Centrein complying with the provisions of the
management agreement between The City of Saint John (the “City”) and Hilton Canada Co. dated
June 1, 1984 with an amendment dated September 4, 2014.
As a result, the financial statements may not be suitable for another purpose. Our opinion is not modified
in respect of this matter.
Responsibilities of Management and Those Charged with Governance for the
Financial Statements
Management is responsible for the preparation of the financial statement in accordance with the
provisions of the management agreement between the City and Hilton Canada Co. dated June 1, 1984
with an amendment dated September 4, 2014, and for such internal control as management determines
is necessary to enable the preparation of financial statements that are free from material misstatement,
whether due to fraud or error.
In preparing the financial statements, management is responsible for assessing the Centre’s ability to
continue as a going concern, disclosing, as applicable, matters related to going concern and using the
going concern basis of accounting unless management either intends to liquidate the Centreor to cease
operations, or has no realistic alternative but to do so.
Those charged with governance are responsible for overseeing the Centre’s financial reporting process.
Auditor’s Responsibilities for the Audit of the Financial Statements
Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are
free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that
includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an
audit conducted in accordance with Canadian GAAS will always detect a material misstatement when it
exists. Misstatements can arise from fraud or error and are considered material if, individually or in the
aggregate, they could reasonably be expected to influence the economic decisions of users taken on the
basis of these financial statements.
As part of an audit in accordance with Canadian GAAS, we exercise professional judgment and maintain As part of an audit in accordance with Canadian GAAS, we exercise professional judgment
and maintain As part of an audit in accordance with Canadian GAAS, we exercise professional judgment and maintain
professional skepticism throughout the audit. We also:
Identify and assess the risks of material misstatement of the financial statements, whether due to Identify and assess the risks of material misstatement of the financial statements,
whether due to Identify and assess the risks of material misstatement of the financial statements, whether due to
fraud or error, design and perform audit procedures responsive to those risks, and obtain audit fraud or error, design and perform audit procedures responsive to those risks, and obtain
audit fraud or error, design and perform audit procedures responsive to those risks, and obtain audit
evidence that is sufficient and appropriate to provide a basis for our opinion. The risk of not nt and appropriate to provide a basis for our opinion. The risk of not nt and appropriate
to provide a basis for our opinion. The risk of not
detecting a material misstatement resulting from fraud is higher than for one resulting from error, as detecting a material misstatement resulting from fraud is higher than for one resulting
from error, as detecting a material misstatement resulting from fraud is higher than for one resulting from error, as
fraud may involve collusion, forgery, intentional omissions, misrepresentations, ofraud may involve collusion, forgery, intentional omissions, misrepresentations, ofraud may involve
collusion, forgery, intentional omissions, misrepresentations, or the override of
internal control.
Obtain an understanding of internal control relevant to the audit in order to design audit procedures Obtain an understanding of internal control relevant to the audit in order to design
audit procedures Obtain an understanding of internal control relevant to the audit in order to design audit procedures
that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the that are appropriate in the circumstances, but not for the purpose of expressing an
opinion on the that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the
effectiveness of the Centre’s internal control. ’s internal control. ’s internal control.
Evaluate the appropriateness of accounting policies used and the reasonableness of accounting Evaluate the appropriateness of accounting policies used and the reasonableness of accounting
Evaluate the appropriateness of accounting policies used and the reasonableness of accounting
estimates and related disclosures made by management.estimates and related disclosures made by management.estimates and related disclosures made by management.
Conclude on the appropriateness of management’s use of the going concern basisConclude on the appropriateness of management’s use of the going concern basisConclude on the appropriateness
of management’s use of the going concern basisof accounting
and, based on the audit evidence obtained, whether a material uncertainty exists related to events and, based on the audit evidence obtained, whether a material uncertainty exists related
to events and, based on the audit evidence obtained, whether a material uncertainty exists related to events
or conditions that may cast significant doubt on the or conditions that may cast significant doubt on the or conditions that may cast significant doubt on the Centre’s ability to continue
as a going concern.
If we conclude that a material uncertainwe conclude that a material uncertainwe conclude that a material uncertainty exists, we are required to draw attention in our auditor’s ty exists,
we are required to draw attention in our auditor’s ty exists, we are required to draw attention in our auditor’s
report to the related disclosures in the financial statements or, if such disclosures are inadequate, to report to the related disclosures in the financial statements or, if such disclosures
are inadequate, to report to the related disclosures in the financial statements or, if such disclosures are inadequate, to
modify our opinion. Our conclusions are based on the audit evidence obtained up to the damodify our opinion. Our conclusions are based on the audit evidence obtained up to the damodify
our opinion. Our conclusions are based on the audit evidence obtained up to the date of our
auditor’s report. However, future events or conditions may cause the Centreto cease to continue as
a going concern.
We communicate with those charged with governance regarding, among other matters, the planned
scope and timing of the audit and significant audit findings, including any significant deficiencies in
internal control that we identify during our audit.
Chartered Professional Accountants
\[DATE\]
The City of Saint John
Trade and Convention Centre
Statement of revenue and expenses
Year ended December 31, 2022
20222022
2021
BudgetActual Actual
Notes
$$$
(Unaudited)
1
Revenue
Room rental 197,350 211,580 74,475
Commissions on food and beverage
sales and sundry revenue 265,500 195,068 47,993
462,850 406,648 122,468
Direct expenses
Wages and benefits 69,07369,073 63,771 69,120
Laundry 16,80016,800 12,804 4,766
Supplies 20,00020,000 3,122 714
105,873105,873 79,69679,696 74,600
356,978356,978 326,952326,952 47,868
Overhead expenses
tttttt
Salaries and benefits 405,964405,964 249,861 94,121
Cleaning and maintenance 35,79235,792 19,669 10,661
ffffff
Advertising and promotion 25,94425,944 13,944 13,944
Miscellaneous expense 7,2007,200 12,133 75,198
Garbage removal 10,66110,661 10,350 10,350
Legal and audit 9,0009,000 8,625 8,450
aaaaaa
Equipment rental 3,060 3,168 3,060
Gas 4,994 2,770 1,338
Telecommunication 4,200 2,617 2,160
rrrrrr
Water heating chargesWater heating chargesWater heating charges 8,000 1,756 5,084
Postage, printing and stationeryPostage, printing and stationeryPostage, printing and stationery 8,600 1,625 1,000
Licenses 1,365 1,065 1,273
Entertainment 3,000 8 —
Outside services 13,560 (1,055) 35,782
Travel and training 8,500 — 148
DDDDDD
549,839 326,536 262,569
Operating surplus (deficit) for the year (192,862) 416 (214,701)
Expenses not paid directly
by the Centre
Management fee 198,940 211,689 201,373
HVAC utility/maintenance 134,714 107,459 137,551
Real estate tax 83,028 80,269 75,746
Electricity 32,604 17,617 32,604
449,286 417,034 447,274
Total expenses 1,104,998 823,266 784,443
Total deficit for the year (642,148) (416,618) (661,975)
The accompanying notes are an integral part of the financial statements.
Page 3
The City of Saint John
Trade and Convention Centre
Notes to the financial statement
December 31, 2022
1.Revenue
Under the terms of the management agreement dated June 1, 1984, with amendment dated
September 4, 2014, Hilton Canada Co. pays to theSaint John Trade and ConventionCentre
(“Centre”) a percentage of gross revenue forfood and beverage with cost of sales, including
product and labour costs, being the responsibility of Hilton Canada Co.
The Centre is responsible for all other operating costs.
2.Government assistance
In response to the COVID-19 pandemic, the federal and provincial governments have been
implementing programs to help companies that are experiencing financial difficulty. During the eriencing financial difficulty. During the eriencing financial difficulty. During the
year the Company recognized $24,207 ($111,507 in 20in 20in 20212121) in wage subsidy, which was netted ) in wage subsidy, which was netted ) in wage subsidy, which was netted
against salaries and benefits.
3.Management agreement – Saint John Trade and Convention CentreSaint John Trade and Convention CentreSaint John Trade and Convention Centre
This financialstatementhas been prepared in accordance with the provisions of the en prepared in accordance with the provisions of the en prepared in accordance with the provisions of
the
management agreement between the City of Saint John (the “City”) and Hilton Canada Co.management agreement between the City of Saint John (the “City”) and Hilton Canada Co.management
agreement between the City of Saint John (the “City”) and Hilton Canada Co.
The Centre is ownedby the City and managed by Hilton Canada Co. under an amended by the City and managed by Hilton Canada Co. under an amended by the City and managed by Hilton Canada
Co. under an amended
management agreement dated September 4, 2014. The original agreement dated June 1, 1984 agreement dated September 4, 2014. The original agreement dated June 1, 1984 agreement dated September
4, 2014. The original agreement dated June 1, 1984
had a 20 year term with options to renew for three consecutive 10 year periods. One 10 year had a 20 year term with options to renew for three consecutive 10 year periods. One 10 year
had a 20 year term with options to renew for three consecutive 10 year periods. One 10 year
renewal period remains. According to the terms of this agreement, the City is responsible for . According to the terms of this agreement, the City is responsible for . According to the
terms of this agreement, the City is responsible for
the operating loss of the Centre. In addition to the operating loss under this agreement, the City operating loss of the Centre. In addition to the operating loss under this agreement,
the City operating loss of the Centre. In addition to the operating loss under this agreement, the City
incurs common area costs and management fees which are reflected in the general operating incurs common area costs and management fees which are reflected in the general operating incurs
common area costs and management fees which are reflected in the general operating
fund of the City’s consolidated financial statementsfund of the City’s consolidated financial statementsfund of the City’s consolidated financial statements.
With the establishment of the Greater Saint John Regional Facilities Commission in 1998, With the establishment of the Greater Saint John Regional Facilities Commission in 1998, With
the establishment of the Greater Saint John Regional Facilities Commission in 1998,
operating deficits, management fees and property taxes included in common area costs are operating deficits, management fees and property taxes included in common area costs are operating
deficits, management fees and property taxes included in common area costs are
shared with the municipalities making up the Greater Saint John Regional Facilities Commission.shared with the municipalities making up the Greater Saint John Regional Facilities Commission.shared
with the municipalities making up the Greater Saint John Regional Facilities Commission.
These costs are allocated in proportion to the tax bases of the municipalities.These costs are allocated in proportion to the tax bases of the municipalities.These costs are allocated
in proportion to the tax bases of the municipalities.
4.Recording of assets and liabilitiesRecording of assets and liabilitiesRecording of assets and liabilities
The City’s investment in the structure and related equipment, furnishings and fixtures is
reported on the Capital and Loan Fund balance sheet of the City.
5.Greater Saint John Regional Facilities Commission Act
Under the regional Greater Saint John Regional Facilities Commission Act, pursuant to 87(2)(a)
of the Municipalities Act, councils of the participating communities of Grand Bay Westfield,
Quispamsis, Rothesay and Saint John are required to pay contributions towards the operation of
regional facilities, which include the Centre. The amount of contribution is calculated on the net
operating cost for each facility covered under the Municipalities Act, in proportion to the tax
base of the contributing municipality.
Page 4
The City of Saint John
Trade and Convention Centre
Notes to the financial statement
December 31, 2022
6. Budget figures
The 2022 budget figures that are presented on the Statement of revenue and expenses for
comparison with the actual figures were provided by the Centre’smanagement and have not
been audited.
Page 5
Agencies, Boards, and Commissions Policy Standard Reporting Template
NameSaint John Trade and Convention Center
Reporting Period July 1- December 31, 2022
Mission/
Mandate To operate a first class convention centre and foster the development of the tourism industry within the
region and the province.
Growth
KPI Target 1. Rebuild revenue KPI Actual 1. Meeting room rental for the year
streams post COVID was up $14,230 to budget and
by focusing on meeting $137,105 to 2021. This is a 7.2%
room rentals for 2021. increase over budget and is a
Target Increase very strong result given the slow
Meeting Room rental start to the year with the lingering
by 10% over budget effects of COVID.
2. Bottom line results were better
2. Improve bottom than budget by $199,287 well
line by $5000 as a surpassing the target of $5000.
result of increased Despite some unplanned savings
contribution from due to rebates and backorders, the
meeting only events results achieved are a significant
improvement over any other year in
recent history.Pre-covid the average
annual contribution required was
$450,000
# Employees #8.5 # Employees # 20
Current Year Still ramping up from Prior Year Prior to COVID
COVID
# Customers or 139 Local Events # Customers or 78 Local Events
Events Current Year 26 Regional Events Events Prior 17 Regional Events
6 National/Intl Year
Growth Objectives Increase revenue from highest flowing revenue streams Room rental and AV
rental by 10% over previous years
New strategy for business evaluation to ensure highest use of space and least labour
to generate maximum revenue. Reduce required contribution by 10%
Activities Re-evaluate pricing strategy and structure to ensure methodology fully addresses
Undertaken to demand conditions and perishable nature of our inventory (renews everyday)
Achieve Growth Improve room rental capture for large events through packaging, revising pricing
Objectives structure, and improving marketing of space capabilities
Financial
KPI Target 1.Reduce required KPI Actual 1. YTD finished at more than 99%
subsidy by 10% over reduction in required subsidy as
2019 compared to 2019
2. Restructure staffing 2. Total payroll for 2022 is at 43%
model to reduce payroll of 2019 expense including wage
as a percentage of subsidy. Full year subsidy for 2022
total subsidy. Reduce was $24,207; with and additional
payroll to 70% of $137,198 generated in operational
2019 levels. savings as compared to 2022 budget.
While some savings were as the result
Agencies, Boards, and Commissions Policy Standard Reporting Template
3. Increase Meeting of vacant positions, payroll costs were
Room Rental and AV closely managed to matchexpense
comprise larger portion with revenue while ensuring sufficient
of sales mix. Target resources allocated to future years
50% of total events solicitation.
revenue 3. Meeting Room rental and AV
comprise 88% of revenue stream
YTD 2022.
City of Saint John $575 Full year City of Saint John $ 226,838 Budget 2022
Annual Subsidy Annual Subsidy $ 215,493 Actual 2021
Current Year Reduction in subsidy Prior Year $ 148,372 Actual 2020
required 99% Major COVID impacts in 2020
Actual Year-to-Date Budget Year-to-Prior Year-to-Date Results
Results Date Results
Wages & Benefits $313,632 $480,106 $163,241 (includes $87,300 in
subsidy)
Goods & Services $93,592 $209,582 $174,721 (includes one time
restructuring costs of $74,409)
# employees #8.5 # 15 #20 pre COVID
Total Revenues $406,649 $462,850 $122,649
Total Expenses $ 407,224 $689,688 $ 476,486
Surplus/Deficit $-575 $-226,838 $-215,493
Variance Reduced expenditures in many line items due to back orders and availability of
Explanations required supplies and materials. Some costs will roll over into 2023 as unplanned
expenditures due to delays as a result of supply chain issues.
Residual wage subsidy of $24,207 not repeating
Vacant positions at various times during the year creating one time payroll savings
Reduced spend for operational costs due to lack of convention events
Strong contribution from meeting room rental and AV improving flow
Operations
KPI Target 1.Improve ratio of KPI Actual 1.Full year hourly wages down
set up labour to 5307 to budget and 5354 to last
room rental revenue year. Hourly labour down 40%
Target- decrease to 2019 when adjusted for one
set up labour by time anomalies.
20%
2.Increase 2. Meeting room rental revenue
conversion on leads grew as a percentage of total
for meeting space by revenue over previous years and
revamping offerings reached 7.2% over budget; almost
Target increase hit target despite unanticipated
meeting room residual COVID impacts in first half
revenue by 10% to of year.
budget 3. AV revenue up 21.9% to
3. Implement budget Very strong results
meeting packages to especially when factoring the
secure additional number of large events planned at
revenue streams time of budget that did not proceed
Target - increase in 2022 but moved into future
AV revenue by years.
10% to budget
Agencies, Boards, and Commissions Policy Standard Reporting Template
Annual Performance 1.Continuedfocus on meeting room rental and AV revenue to ensure financial
success while convention business rebounds
2. Cost containment key lever in achieving results as revenues continue to
underperform due to early year COVID impacts.
3. High success rate in rebooking 2021 and 2022 events to future years
4. Minimal spinoff to local economy due to absence of national and international
events in 2021. Return of national and international events further delayed
until June 2022.
Year to Date 1. $40,500 increase to budget for most profitable revenue segments despite
Performance slow start to the year.
2. Payroll savings of $161,405 to budget impacted largely by vacant positions
3. Operational cost savings of $94,083 driven by supply shortages and lack of
large events requiring additional operation expenses.
4. Cost savings are heavily impacted by macro economic factors such as labour
market dynamics and supply chain issues. Approximately 50% of the cost
savings realized were to due to external market conditions and will likely
result in some additional spend in 2023 as the centre looks to resupply in
areas essential for proper service levels, and complete building maintenance
deferred due to lack of available parts.
Top Risks Facing the 1. Ability of other venues to offer complimentary room rental for food and beverage
Organization events
2. Economic conditions impacting meeting and travel budgets
3. Air lift into Saint John
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Facilities Committee Development of new revenue streams.
1. CONTINUOUS IMPROVEMENT ITEMS2. CHECKS AND BALANCES3. BUSINESS DEVELOPMENT 3
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ANNUAL REPORT 2022
Saint John Aquatic Center Commission
2
OPENING LETTER FROM THE CHAIRPERSON
Saint John Aquatic Center Commission
50 Union Street, Saint John, New Brunswick E2L 1A1
www.aquatic.nb.ca
Saint John Aquatic Center Commission Annual Report 2022
3
BUSINESS PROFILE
VISION
Centre of Excellence with a commitment to making a contribution to the health and vitality of
the community.
MISSION STATEMENT
The Canada Games Aquatic Centre, through its supporting communities of the Fundy region, will
contribute to the health and well-being of the citizens of these communities and the people of New
Brunswick.
The Canada Games Aquatic Centre will provide a diversity of aquatic programs and other services it is
uniquely qualified to deliver. It will provide high-quality programs and services to increase participation
in aquatics and aquatic sports, and encourage active living for all ages and abilities. The facility will
provide a venue for aquatic sports and sporting events.
In achieving its mission, the Canada Games Aquatic Centre staff will optimize facility usage and operate
in an ethically, morally, and fiscally responsible manner.
SAINT JOHN AQUATIC CENTER COMMISSION
(Current membership, at time of report preparation)
Name: Representing:
Shalene Losier Chair Quispamsis
Peter Murray Vice Chair Saint John
Gillian Miller Treasurer Grand Bay-Westfield
David Connell Saint John
Rheal Guimond Rothesay
Amy Shanks Saint John
Marc Dionne Director of Parks and Recreation City of Saint John
Councillor Greg Norton ex officio Mayor - City of Saint John
Jodie Forgie ex officio Finance Commissioner City of Saint John
Saint John Aquatic Center Commission Annual Report 2022
4
PRIMARY ACCOMPLISHMENTS AND IMPACTS
The first quarter of 2022 was strongly impacted by closures and restrictions related to the pandemic.
Rebuilding of membership and patronage was underway by the second quarter, with a steady increase
in revenue for the second half of the year.
As part of the agreement for COVID-19 Relief funding, a Revitalization Plan was developed by the Saint
John Aquatic Center Commission in partnership with the City of Saint John. The plan was approved by
Saint John Common Council in September of 2022 and focuses on three areas:
revenue, as well as ongoing work to identify efficiencies and any other opportunities for cost
savings.
accountability and transparency through robust reporting from the management of the Canada
Games Aquatic Centre. This includes reporting to the Saint John Aquatic Center Commission and
the reporting requi The
schedule was recently revised to include any reporting and presentation requirements requested
by the newly formed Regional Facilities Committee of the Fundy Regional Service Commission.
The final part of the Plan focuses on Business Development to establish new revenue streams.
The Revitalization Plan project team, comprised of representation from the Saint John Aquatic
Center Commission, anager, and senior staff from
the City of Saint John, identified a need to recruit a resource for a one-year contract to focus solely
on business development to ensure implementation of new initiatives and realization of revenue
are expedited. This work is now underway.
A few key highlights and accomplishments from 2022 include:
An increase in social media presence and engagement, and improvement of overall brand
recognition for the organization (e.g., Fiddle Edd campaign, Faces of CGAC)
The completion of an Accessibility Review by Ability NB
The launch of a new Member Perks program
A revamp of the birthday party package offering
The introduction of mini sessions to bridge the gap between regular sessions of swimming
lessons
The completion of a review of the Health and Safety Program by a consultant,
funded by Post-Secondary Education, Training, and Labour
(Working NB)
The negotiation of collective agreements
The installation of solar panels
Grant South
Saint John Aquatic Center Commission Annual Report 2022
5
Major events hosted at the Canada Games Aquatic Centre in 2022 include:
TIDE Time Trials March
SwimNB Long Course Provincial Championships March
Ann Phillips NB Artistic Swimming Provincial Championship April
Canada Games Time Trials May
Special Olympics Meet June
Atlantic Cup Swimming Championship July
Water Polo Competition November
Premier Swim Meet December
In addition to ongoing operations within the facility, Canada Games Aquatic Centre staff provided
lifeguarding services at six area beaches, including: Fisher Lakes, Lily Lake, Dominion Park, Little River
. Lifeguarding services and swim instruction werealso
successfully provided at the qplex in Quispamsis.
MANAGEMENT DISCUSSION AND ANALYSIS
OVERVIEW OF PERFORMANCE FOR PAST THREE YEARS (2020, 2021, and 2022)
Challenges related to the COVID-19 pandemic placed significant constraints on overall operations during
the past three years. Revenues suffered due to forced shutdowns, restrictions in place due to the
Order, and an overall reduction in usage as a result of
general apprehension in the community related to participating in public activities.
With the significant decrease in overall revenue, there were difficulties in 2021 paying payroll for staff of
the Canada Games Aquatic Centre. That said, the facility did manage to continue operations, while also
remaining in compliance with any Mandatory Order restrictions.
The exceptional financial challenges of 2021 carried into 2022, which put the continued operation of the
facility in jeopardy. Fortunately, COVID Relief Funding provided by the municipalities allowed the facility
to reopen following the mandatory shutdown in January. Memberships and other key profit centres are
still recovering to pre-pandemic levels; however, there was a steady increase in revenue by the third and
fourth quarters of 2022.
DISCUSSION OF CURRENT YEAR FINANCIAL RESULTS (2022)
As noted in the appended audited financial statements, the 2022 calendar year resulted in an operating
surplus of $22,615.
Saint John Aquatic Center Commission Annual Report 2022
6
Although COVID-19 continued to impact revenue significantly in the first quarter, the year finished with
an overall increase in revenue over the previous year. Items of note include:
Facility rentals A period of closure of the facility and impacts from pandemic-related
restrictions resulted in a lower number of lane rentals and aquatic events in 2021. Lifting of
restrictions near the end of the first quarter in 2022 resulted in an increase in bookings and
events, contributing to a year-over-year increase in revenue.
Instructional programs The introduction of mini sessions contributed to an increase in
revenue, along with the increase in demand after the community had paused on such activities
for a period of time due to the pandemic.
Massage therapy Revenue decreased significantly from the previous year. This decrease is
partially offset by a decrease in the associated wages; however, work continues to rebuild this
client base.
In terms of expenses, a decrease in wages reflects the period of closure in January, as well as the
reduction in massage business. As patronage increased, costs associated with higher facility usage also
increased; examples include items such as pool chemicals, hot water, and cleaning supplies. There were
also expenditures delayed in 2021 due to cashflow constraints that needed to be addressed in 2022,
such as repairs and supply purchases.
A combination of the COVID Relief funding and mitigation efforts related to expenses allowed
operations to remain on budget for 2022.
Full-time Equivalents in Workforce
There were 27 FTEs at the end of 2022. This represents a decrease from the 29 FTEs noted at the end of
2021. (Note: These figures are based on active employees in the payroll system at the end of the
respective calendar years.)
Governance and Policies
During the 2022 calendar year, Lloyd Foote completed his role as Chair of the temporary Finance
Committee for the Saint John Aquatic Center Commission. There were no other changes related to the
membership of the Commission.
With regard to policies, the Saint John Aquatic Center Commission adopted a Service Animals
Accommodation policy on November 22, 2022, for all patrons and employees of the Canada Games
Aquatic Centre. This policy is in alignment with the requirements and criteria outlined by the New
Brunswick Human Rights Commission.
Key Performance Indicators
The following are targets for Key Performance Indicators (KPIs) established for 2022, as well as the
outcomes:
Saint John Aquatic Center Commission Annual Report 2022
7
1. Target:
Outcome:
facility complied with full closure for two weeks in January. Activities were capped until
restrictions were lifted in mid-March.
2. Target: To have sufficient staff in place to carry out external contracts and summer swimming
lessons at the facility.
Outcome: Due to a lack of swim instructors, summer swimming lessons at the facility were
reduced to offerings on Tuesdays only. External contracts were carried out as scheduled.
3. Target: To maintain sufficient staffing levels within the facility.
Outcome: There were many staff out due to COVID, as well as challenges in finding certified
staff in aquatics; however, services were maintained.
Canada Games Aquatic Centre Revitalization
The Saint John Aquatic Center Commission signed a Memorandum of Understanding with the City of
terms of this MOU specified that the Commission and facility management would work collaboratively
with the City to identify new revenue streams for the Canada Games Aquatic Centre. This goal is to
ensure the long-term sustainability of the facility, while continuing to provide valued services to the
community.
There was a commitment to present the plan for this new model to the Mayor and Council of the City of
Saint John. The plan was presented and approved on September 6, 2022, along with approval to fund a
one-year contracted resource to expedite plan implementation and revenue realization.
An update on the implementation of the plan is to be provided to Saint John Common Council by July 1,
2023. The Saint John Aquatic Center Commission is looking forward to a bright future for the Canada
Games Aquatic Centre.
AUDITED FINANCIAL STATEMENTS
Appendix 2022 Audited Financial Statements (prepared by Deloitte)
Saint John Aquatic Center Commission Annual Report 2022
Agencies, Boards, and Commissions Policy Standard Reporting Template
NameSaint John Aquatic Center Commission
Reporting Period January 1 to December 31, 2022
Mission/
Mandate
CANADA GAMES AQUATIC CENTRE
VISION
Centre of Excellence with a commitment to making a contribution to the health and vitality of
the Fundy region.
MISSION STATEMENT
The Canada Games Aquatic Centre, through its supporting communities in the Fundy region, will
contribute to the health and well-being of the citizens of these communities and the people of New
Brunswick.
The Canada Games Aquatic Centre will provide a diversity of aquatic programs and other services it is
uniquely qualified to deliver. It will provide high-quality programs and services to increase participation
in aquatics and aquatic sports, as well as to encourage active living for all ages and abilities. The facility
will provide a venue for aquatic sports and sporting events.
In achieving its mission, the Canada Games Aquatic Centre staff will optimize facility usage and operate in
an ethically, morally, and fiscally responsible manner.
Growth
KPI Target KPI Actual
1. Grow membership 1.Membership revenue surpassed that of
to achieve 2022 2021; however, it was below budgeted
revenue budget target. amount due to January closure and other
restrictions in place in early-2022.
2. Remain operational
2. The Mandatory Order required a 2-week
for 51 weeks (1-week
closure in January, resulting in a new target
maintenance shutdown
to remain operational for 49 weeks. That
in December).
target was met.
3. Develop new
3. have
aquatics programming.
been approved and are scheduled for Q1/Q2
of 2023.
# Employees # Employees
Current Year 27 FTE* Prior Year 29 FTE*
*Based on payroll at *Based on payroll at year-end, 2021.
year-end, 2022.
# Customers or # Customers or
Events Current Year 821 Members* Events Prior 702 Members*
Year
*Based on snapshot at *Based on snapshot at year-end, 2021.
year-end, 2022.
Agencies, Boards, and Commissions Policy Standard Reporting Template
Growth Objectives
Given ongoing pandemic, focus on rebuilding business and attracting members to
return to the facility.
program for fall 2022.
Work with Aquatic Clubs as they work to rebuild their participant baseand attract
more event rentals for their sports to the facility.
Activities
Undertaken to
Achieve Growth
Objectives Marketing campaigns undertaken and news releases issued with the goal of increasing
positive coverage, as well as overall awareness of the facility and its amenities (e.g.,
fitness centre).
Approved for funding from PRO Kids to provide
priority neighbourhoods (Q1 of 2023). ASD-South confirmed two schools will be
(2023).
Ongoing communications with Aquatic Clubs and potential event hosts resulted in a
year-over-year increase in revenue from pool rentals for clubs, meets, and other
aquatic events.
Financial
KPI Target KPI Actual
1. Avoid operating 1. Based on year-end audited
deficit by mitigating financials, after the approved
revenue loss from $615,221 subsidy, there is an
ongoing pandemic with operating surplus of $22,615 for 2022.
reduction in expenses.
2. Application successful; full amount
2. Apply for Taxpayer of $25,399.51 in interest refunded and
Relief - Cancel or subsequently distributed to funding
Waive Penalties and municipalities.
for denied
CEWS claims. 3. Project Team created with City to
research and develop plan.
3. Develop finalized and
approved by the Saint John Aquatic
reduce operating Center Commission and the Greater
subsidy going forward. Saint John Regional Facilities
Commission. It was presented to, and
approved by, City of Saint John
Common Council on Sept6, 2022.
City of Saint John City of Saint John
Annual Subsidy $406,593 (Budgeted) Annual Subsidy $401,025 (Budgeted)
Current Year Prior Year
Actual Year-to-Date Budget Year-to-Prior Year-to-Date Results
Results Date Results
Wages & Benefits
$1,804,870 $1,966,733 $1,664,571
Goods & Services
$813,450 $741,350 $694,088
Agencies, Boards, and Commissions Policy Standard Reporting Template
# employees
27 FTE* N/A 29 FTE*
*As of Dec 31, 2022. *As of Dec 31, 2021.
Total Revenues
$2,025,714* $2,092,862 $1,545,511
*Includes $250,000 in
COVID Relief Funding.
Total Expenses
$2,618,320 $2,708,083 $2,358,659
Surplus/Deficit
($592,606) ($615,221) ($813,148)
GSJRFC Subsidy: GSJRFC Subsidy: GSJRFC Subsidy:
$615,221 $615,221 $599,000
$22,615 surplus ($214,148) deficit
Variance
Explanations Although COVID-19 continued to impact revenue significantly in the first quarter, the
year finished with an overall increase in revenue over the previous year. Items of note
include:
Facility rentals A period of closure of the facility and impacts from pandemic-related
restrictions resulted in a lower number of lane rentals and aquatic events in 2021. Lifting
of restrictions near the end of the first quarter in 2022 resulted in an increase in
bookings and events, contributing to a year-over-year increase in revenue.
Instructional programs The introduction of mini sessions contributed to an increase in
revenue, along with the increase in demand after the community had paused on such
activities for a period of time due to the pandemic.
Massage therapy Revenue decreased significantly from the previous year. This
decrease is partially offset by a decrease in the associated wages; however, work
continues to rebuild this client base.
In terms of expenses, a decrease in wages reflects the period of closure in January, as
well as the reduction in massage business. As patronage increased, costs associated with
higher facility usage also increased; examples include items such as pool chemicals, hot
water, and cleaning supplies. There were also expenditures delayed in 2021 due to
cashflow constraints that needed to be addressed in 2022, such as repairs and supply
purchases.
A combination of the COVID Relief funding and mitigation efforts related to expenses
allowed operations to remain on budget for 2022.
Operations
KPI Target KPI Actual
1. To have zero 1. Zero violations of the Mandatory
violations of the Order occurred.
Provincerestrictions, the facility complied
Order. with full closure for two weeks in
Agencies, Boards, and Commissions Policy Standard Reporting Template
January. Activities werecapped until
restrictions were lifted in mid-March.
2. To have sufficient
staff in place to carry
out external 2. Due to lack of swim instructors,
contracts and summer swimming lessons at the
summer swimming facility were reduced to offerings on
lessons at the Tuesdays only. External contracts
facility. were carried out as scheduled.
3. To maintain 3. There were many staff out due to
sufficient staffing COVID, as well as challenges in
levels within the finding certified staff in aquatics;
facility. however, services were maintained.
Annual Performance
1. z the long-
term sustainability of the Canada Games Aquatic Centre.
2. Continue to provide the largest lifesaving and leadership programs (swimming
instruction) in New Brunswick.
3. Continue to successfully deliver aquatics operations at area beachesin Saint John
and Quispamsis, as well as at the qplex.
Year to Date
Performance 1. A Revitalization P
Council on Sept 6, 2022. A one-time funding amount was approved for a one-year
contracted resource to assist with implementation of the plan to expedite realization
of revenue.
2. The first session of swimming lessons of the year had a delayed start due to the
closure but was able to be completed. Summer swimming lessons ranon a reduced
schedule due to staffing challenges; however, the fall session provided a full lineup
of lessons. New 5-week mini sessions were added to bridge the gap between regular
sessions (the first one took place in December).
3. Aquatic operations at beaches and the qplex proceeded as scheduled.
Top Risks Facing the
Organization 1. Aging infrastructure impacting offerings/amenities (e.g., the steam room and a
hot tub were out of service for a few weeks in 2022; an air handling unit was not
functioning for a full week).
2. Staffing shortages impacting the ability to deliver programming (e.g., summer
swimming lessons lineup was reduced).
3. Additional waves of COVID-19 impacting the comfort level of the public, which
could impact revenue, as well as potentially restrict the ability to operate in the
future.
4. Changerooms are not gender neutral and facility has challenges related to
accessibility. There is increasingly more usage by transgender persons. Also,
changerooms do not permit a support worker of the opposite gender to remain with
a client that requires assistance. Ability NB conducted an Accessibility Review in
September 2022 and provided a report that is being referenced for accessibility
funding applications.
5. Overall increases in the cost of goods, services, and energy due to inflationcan
impact the ability to remain on budget with expenses.
Dƚğƌƭͪ
*
reference
WiFi connections
questions
answered
*not including
eResources
computer uses
= over 500
items per day!
-
Agencies, Boards, and Commissions Policy Standard Reporting Template
NameSaintJohn Free Public Library
Reporting Period December 31, 2022
Mission/
The Saint John Free Public Library, with 3 locations (Central Library in Market Square, West
Mandate
Branch, and East Branch) has been offering public library services and programs for 135+ years.
Over 140,000 people enter our libraries every year. Our large collection of physical books,
magazines, DVDs, CDs, etc. is supplemented with a digital collection of eBooks and audiobooks,
through the New Brunswick Public Library Service. Locally we provide the public with access to a
collection of more than 215,000 items, and access to the provincial collection of more than 1.8
million items. We offer free programs to people of all ages and backgrounds that help our
neighbors to learn, play, create, connect, read, and succeed. These programs and services are
designed to respond to the educational, informational, cultural, and recreational needs of our
residents.
Growth
KPI Target 1. Traffic/Visitors KPI Actual 1.Traffic/Visitors 149,659
100,000 2. Programs Offered - 1018
(91,812 in 2021) 3. Items Borrowed/Circulation 185,225
2. Programs Offered
500 (305 in 2021)
3. Items
Borrowed/Circulation
170,000 (164,587 in
2021)
# Employees #1 # Employees #1
Current Year Prior Year
# Customers or # 149,659 Library # Customers or # 91,812 in 2021
Events Current Year Visitors Events Prior
Year
Growth Objectives To increase library visitors, number of programs offered, and number of items borrowed.
Library KPIs were significantly lower in 2020 and 2021 due to the COVID-19 pandemic.
Growth objectives revolve around returning to pre-pandemic numbers and traffic.
Activities Worked with community partners to increase number of library programs offered to
Undertaken to our community.
Achieve Growth Rearranging library spaces to suit community needs to make the library space more
Objectives user friendly.
Increased in house marketing of collections and items in order to promote circulation.
Agencies, Boards, and Commissions Policy Standard Reporting Template
Financial
KPI Target 1. Increase KPI Actual 1. Photocopying Revenue increased to
photocopying services $6603.58
offered at library = 2. Library room rentals resumed Dec
target revenue $5000. 2022.
2. Resume offering 3. Telephone and internet was
Room rentals to $3,848.11 under budget in 2022.
generate revenue.
3. Audit Library
Internet and Telephone
Services to make
potential savings.
City of Saint John $471,800.00 City of Saint John $471,840.00
Annual Subsidy Annual Subsidy
Current Year Prior Year
Actual Year-to-Date Budget Year-to-Prior Year-to-Date Results
Results Date Results
Wages & Benefits $42,944.50 $42,000.00 $38,408.28
Goods & Services $ 0 $ 0 $ 0
# employees #1 #1 #1
Total Revenues $7550.31 $0 $6,397.93
Total Expenses $478,785.09 $471,800 $480,355.63
Surplus/Deficit $565.22 $ -$2,117.70
Variance Deficit in 2021 due to renovations to West Branch Library location.
Explanations Minor surplus in 2022 due to savings (pre audit numbers).
Operations
KPI Target 1. Increase number KPI Actual 1. 2816 new library memberships in
of new library 2022
memberships 2. 11,054 program participants in
annually to 2500 2022
(2207 in 2021) 3. 11,719 reference questions
2. Increase number answered in 2022
of program
participants to 5000
(3349 in 2021)
3. Increase number
of in-depth reference
questions/patron
consultations to
10,000 annually
(9971 questions in
2021)
Annual Performance 1. 2816 new library users/memberships in 2022
2. 11,054 programs participants in 2022
3. 11,719 reference questions answered (in-depth consultation and information
sessions with library patrons)
Agencies, Boards, and Commissions Policy Standard Reporting Template
Year to Date 1.2816 new library users/memberships in 2022
Performance 2. 11,054 programs participants in 2022
3. 11,719 reference questions answered (in-depth consultation and information
sessions with library patrons)
Top Risks Facing the COVID-19 drastically reduced the librarys ability to offer programs to our
Organization community. With the lifting of restrictions, we have been able to resume our regular
operations. We are working hard to adapt our services, so that we can continue to
offer support to our community in the event of shutdowns.
Financial statements ofinancial statements ofinancial statements of
Saint John Free Public LibrarySaint John Free Public LibrarySaint John Free Public Library
December 31, 2022 2022 2022
Independent Auditor’s Report1–2
Statement of financial positiontatement of financial positiontatement of financial position3
Statement ofoperations and accumulated surplusoperations and accumulated surplusoperations and accumulated surplus4
Statement of changes intatement of changes intatement of changes innet financial assetsnet financial assetsnet financial assets5
Statement of cash flowstatement of cash flowstatement of cash flows6
Notes to theNotes to theNotes to thefinafinafinancial statementsncial statementsncial statements7–10
Deloitte LLP
Brunswick House
th
44 Chipman Hill, 7Floor
Saint John NB E2L 2A9
Canada
Tel: +1 (506) 632 1080
Fax: +1 (506_ 632 1210
www.deloitte.ca
Independent Auditor’s Report
To the Board of Commissionersof
Saint John Free Public Library
Report on the Audit of the Financial StatementsStatementsStatements
QualifiedOpinion
We have audited the financial statements of Saint John Free Public Library (the “Organization”), which We have audited the financial statements of Saint John Free Public Library (the
“Organization”), which We have audited the financial statements of Saint John Free Public Library (the “Organization”), which
comprise the statement of financial position as at December 31, 2022, and the statements of operations comprise the statement of financial position as at December 31, 2022, and the statements
of operations comprise the statement of financial position as at December 31, 2022, and the statements of operations
and accumulated surplus, statement of changes in net financial assets and cash flow for the year then us, statement of changes in net financial assets and cash flow for the year then
us, statement of changes in net financial assets and cash flow for the year then
ended, and notes to the financial statements, including a summary of significant accounting policies ended, and notes to the financial statements, including a summary of significant
accounting policies ended, and notes to the financial statements, including a summary of significant accounting policies
(collectively referred to as the “financial statements”).(collectively referred to as the “financial statements”).(collectively referred to as the “financial statements”).
In our opinion, except for the possible effects of the matter described in the except for the possible effects of the matter described in the except for the possible effects of the matter
described in the Basis for Qualified Opinion
section of our report, the accompanying financial statements present fairly, in all material respects, the section of our report, the accompanying financial statements present fairly,
in all material respects, the section of our report, the accompanying financial statements present fairly, in all material respects, the
financial position of the Organization as at December 31, financial position of the Organization as at December 31, financial position of the Organization as at December 31, 2022, and
the results of its operations, its 2022, and the results of its operations, its 2022, and the results of its operations, its
accumulated surplus, changes in its financial assets, and its cash flows for the year then ended in accumulated surplus, changes in its financial assets, and its cash flows for the year
then ended in accumulated surplus, changes in its financial assets, and its cash flows for the year then ended in
accordance with Canadian public sector accounting standards (“PSAS”).accordance with Canadian public sector accounting standards (“PSAS”).accordance with Canadian public sector accounting
standards (“PSAS”).
BasisforQualifiedOpinion
The Organization derives revenue from donations, the ion derives revenue from donations, the ion derives revenue from donations, the completenessof which is not susceptible to
satisfactory audit verification. Accordingly, our verification of these revenueswas limited to the amounts
recorded in the records of the Organization and we were not able to determinewhether any adjustments
might be necessary to recorded contributions, the excess of revenues over expenses, cash flows from
operations for the year ended December 31, 2022, current assets as at December 31, 2022, and net
financial assets as at January 1 and December 31 for the 2021 year. Our audit opinion on the financial
statements for the year ended December 31, 2022 is modified accordingly because ofthe possible effects
of this scope limitation.
We conducted our audit in accordance with Canadian generally accepted auditing standards (“Canadian
GAAS”). Our responsibilities under those standards are further described in the Auditor’s Responsibilities
for the Audit of the Financial Statements section of our report. We are independent of the Organization in
accordance with the ethical requirements that are relevant to our audit of the financial statements in
Canada, and we have fulfilled our other ethicalresponsibilities in accordance with these requirements.
We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for
our opinion.
ResponsibilitiesofManagementandThoseChargedwithGovernancefortheFinancial
Statements
Management is responsible for the preparation and fair presentation of the financial statements in
accordance with PSAS, and for such internal control as management determines is necessary to enable
the preparation of financial statements that are free from material misstatement, whether due to fraud
or error.
In preparing the financial statements, management is responsible for assessing the Organization’s ability
to continue as a going concern, disclosing, as applicable, mattersrelated to going concern and using the
going concern basis of accounting unless management either intends to liquidate the Organization or to
cease operations, or has no realistic alternative but to do so.
Those charged with governance are responsible foroverseeing the Organization’s financial reporting
process.
Auditor’sResponsibilitiesfortheAuditoftheFinancialStatements
Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are Our objectives are to obtain reasonable assurance about whether the financial
statements as a whole are Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are
free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that tatement, whether due to fraud or error, and to issue an auditor’s report that tatement,
whether due to fraud or error, and to issue an auditor’s report that
includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an includes our opinion. Reasonable assurance is a high level of assurance, but is
not a guarantee that an includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an
audit conducted in accordance with Canadian GAAS will always detect a material misstatement when it audit conducted in accordance with Canadian GAAS will always detect a material misstatement
when it audit conducted in accordance with Canadian GAAS will always detect a material misstatement when it
exists. Misstatements can arise from fraud or error and are considered material if, individually or in the exists. Misstatements can arise from fraud or error and are considered material
if, individually or in the exists. Misstatements can arise from fraud or error and are considered material if, individually or in the
aggregate, they could reasonably be expected to influence the economic decisions of users taken on the aggregate, they could reasonably be expected to influence the economic decisions
of users taken on the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the
basis of these financial statements.
As part of an audit in accordance with Canadian GAAS, we exercise professional judgment and maintain As part of an audit in accordance with Canadian GAAS, we exercise professional judgment
and maintain As part of an audit in accordance with Canadian GAAS, we exercise professional judgment and maintain
professional skepticism throughout the audit. We also:professional skepticism throughout the audit. We also:professional skepticism throughout the audit. We also:
Identify and assess the risks of material misstatement of the financial statementsIdentify and assess the risks of material misstatement of the financial statementsIdentify and assess
the risks of material misstatement of the financial statements, whether due to
fraud or error, design and perform audit procedures responsive to those risks, and obtain audit fraud or error, design and perform audit procedures responsive to those risks, and obtain
audit fraud or error, design and perform audit procedures responsive to those risks, and obtain audit
evidence that is sufficient and appropriate to provide a basis for our opinion. The risk of not evidence that is sufficient and appropriate to provide a basis for our opinion. The risk
of not evidence that is sufficient and appropriate to provide a basis for our opinion. The risk of not
detecting a material misstatement resulting frodetecting a material misstatement resulting frodetecting a material misstatement resulting from fraud is higher than for one resulting
from error, as m fraud is higher than for one resulting from error, as m fraud is higher than for one resulting from error, as
fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of fraud may involve collusion, forgery, intentional omissions, misrepresentations, or
the override of fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of
internal control.
Obtain an understanding of internal control relevant to the audit in order to desiObtain an understanding of internal control relevant to the audit in order to desiObtain an understanding
of internal control relevant to the audit in order to design audit procedures
that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the that are appropriate in the circumstances, but not for the purpose of expressing an
opinion on the that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the
effectiveness of the Organization’s internal control.
Evaluate the appropriateness of accounting policies used and the reasonableness ofaccounting
estimates and related disclosures made by management.
Conclude on the appropriateness of management’s use of the going concern basis of accounting
and, based on the audit evidence obtained, whether a material uncertainty exists related to events
or conditions that may cast significant doubt on the Organization’s ability to continue as a going
concern. If we conclude that a material uncertainty exists, we are required to draw attention in our
auditor’s report to the related disclosures in the financial statements or, if such disclosures are
inadequate, to modify our opinion. Our conclusions are based on the audit evidence obtained up to
the date of our auditor’s report. However, future events or conditions may cause the Organization
to cease to continue as a going concern.
Evaluate the overall presentation, structure and content of the financial statements, including the
disclosures, and whether the financial statements represent the underlying transactions and events
in a manner that achieves fairpresentation.
We communicate with those charged with governance regarding, among other matters, the planned
scope and timing of the audit and significant audit findings, including any significant deficiencies in
internal control that we identify during our audit.
(To be signed Deloitte LLP)
Chartered Professional Accountants
Saint John, New Brunswick
Date of the auditor’s report
Saint John Free Public Library
Statement of financial position
As at December 31, 2022
2022 2021
Notes
$$
Assets
Cash and cash equivalents
Operating 30,343 70,969
Restricted – special funds 573,378 637,337
Harmonized Sales Tax receivable 19,864 32,153
3
Investments 218,411 230,533
Tangible capital assets 436,140 345,199
1,278,137 1,316,191
Liabilities
Accounts payable and accrued liabilities 19,607 12,469
Deferred revenue — 39,280
19,607 51,749
555
Commitments
666
Accumulated surplus and net financial assetsAccumulated surplus and net financial assetsAccumulated surplus and net financial assets 1,258,5301,258,530 1,264,442
ttttt
The accompanying notes are an integral part of the financial statements.The accompanying notes are an integral part of the financial statements.The accompanying notes are an integral
part of the financial statements.
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DDDDD
Page 3
Saint John Free Public Library
Statement of operations and accumulated surplus
Year ended December 31, 2022
2022 2021
Notes
$$
Revenue
4
Operating grant 471,800 470,357
Donations 69,748 85,799
Investment income 12,017 4,621
Other income 11,205 9,497
Photocopying 6,607 6,197
Grant income 3,997 20,663
Rental income 210 81
Unrealized gain on investments — 15,594
575,583 612,809
Expenses
Rentals 184,391184,391 185,349
Maintenance 138,890138,890 164,000
Salaries and benefits 47,32147,321 61,685
Security 40,98140,981 35,721
Office administration 37,60037,600 22,980
tttttttttttt
Materials 31,465 21,934
Utilities 27,683 25,548
ffffffffffff
Miscellaneous 25,620 20,662
Amortization 21,587 —
Outside services 13,833 18,544
Unrealized loss on investmentsUnrealized loss on investmentsUnrealized loss on investments 12,122 —
aaaaaaaaaaaa
581,494 556,423
Operating (deficit) surplus Operating (deficit) surplus Operating (deficit) surplus (5,912) 56,386
rrrrrrrrrrrr
Accumulated surplus, beginning of yearAccumulated surplus, beginning of yearAccumulated surplus, beginning of year 1,264,442 1,208,056
Accumulated surplus, end of yearAccumulated surplus, end of yearAccumulated surplus, end of year 1,258,530 1,264,442
The accompanying notes are an integral part of the financial statements.The accompanying notes are an integral part of the financial statements.The accompanying notes are an integral
part of the financial statements.
DDDDDDDDDDDD
Page 4
Saint John Free Public Library
Statement of changes in net financial assets
Year ended December 31, 2022
2022 2021
$$
Operating (deficit) surplus (5,912) 56,386
Net financial asset, beginning of year 1,264,442 1,208,056
Net financial asset, end of year 1,258,530 1,264,442
The accompanying notes are an integral part of the financial statements.
t
f
a
r
D
Page 5
Saint John Free Public Library
Statement of cash flows
Year ended December 31, 2022
2022 2021
$$
Operating activities
Operating (deficit) surplus (5,912) 56,386
Non-cash item
Unrealized (gain) loss on investments 12,122 (15,594)
Amortization expenses 21,587—
Changes in non-cash working capital items
Harmonized Sales Tax receivable 12,289 (9,902)
Accounts payable and accrued liabilities 7,138 (8,618)
Deferred revenue (39,282)300
7,942 22,572
Investing activities
Net proceeds from investments— (686)
Purchases of tangible capital assets (112,528)(112,528) (345,199)
(112,528)(112,528) (345,885)
Net change in cash during the year (104,586)(104,586) (323,313)
tttttt
Cash, beginning of year 708,306 1,031,619
Cash, end of year 603,721 708,306
ffffff
The accompanying notes are an integral part of the financial statements.The accompanying notes are an integral part of the financial statements.The accompanying notes are an integral
part of the financial statements.
aaaaaa
rrrrrr
DDDDDD
Page 6
Saint John Free Public Library
Statement of cash flows
Year ended December 31, 2022
2022 2021
$$
Operating activities
Operating (deficit) surplus (5,912) 56,386
Non-cash item
Unrealized loss (gain) on investments 12,122 (15,594)
Amortization expenses 21,587 —
Changes in non-cash working capital items
Harmonized Sales Tax receivable 12,289 (9,902)
Accounts payable and accrued liabilities 7,138 (8,618)
Deferred revenue (39,282) 300
7,942 22,572
Investing activities
Net proceeds from investments — (686)
Purchases of tangible capital assets (112,528)(112,528) (345,199)
(112,528)(112,528) (345,885)
Net change in cash during the year (104,586)(104,586) (323,313)
tttttt
Cash, beginning of year 708,306 1,031,619
Cash, end of year 603,721 708,306
ffffff
The accompanying notes are an integral part of the financial statements.The accompanying notes are an integral part of the financial statements.The accompanying notes are an integral
part of the financial statements.
aaaaaa
rrrrrr
DDDDDD
Page 6
Saint John Free Public Library
Notes to the financial statements
December 31, 2022
1. Nature of operations
Saint John Free Public Library’s (the “Library”) mandate is to provide quality public library
services under administration of the Board of Commissioners appointed by Common Council of
the City of Saint John and withthe legislative framework of the New Brunswick Public
Libraries Act.
2. Summary of significant accounting policies
These financial statements are prepared by management in accordance with Canadian public
sector accounting standards established by the Canadian Public Sector Accounting Board.
Cashand cash equivalents
Cash and cash equivalents consists of operating cash and restricted cash for special funds.and cash equivalents consists of operating cash and restricted cash for special funds.and cash
equivalents consists of operating cash and restricted cash for special funds.
(i)Operating
Operating cash is comprised of unrestricted resources available for the LibraryOperating cash is comprised of unrestricted resources available for the LibraryOperating cash is comprised
of unrestricted resources available for the Library’s general
operating activities. These activities include management and administration of the Library.operating activities. These activities include management and administration of the Library.operating
activities. These activities include management and administration of the Library.
(ii)Restricted – special funds
Special funds include funds that areSpecial funds include funds that areSpecial funds include funds that areinternally andinternally andinternally andexternally restricted. These funds
are externally restricted. These funds are externally restricted. These funds are
generally required to be maintained by the Library on a permanent basis; however, the generally required to be maintained by the Library on a permanent basis; however, the generally
required to be maintained by the Library on a permanent basis; however, the
contributed principal of certain endowed funds may be subject to complete or partial contributed principal of certain endowed funds may be subject to complete or partial contributed
principal of certain endowed funds may be subject to complete or partial
withdrawal according to the terms of the deed of gift. These funds are comprised of withdrawal according to the terms of the deed of gift. These funds are comprised of withdrawal according
to the terms of the deed of gift. These funds are comprised of
resources that are to be used for granting or charitable activities as specified by the donor. resources that are to be used for granting or charitable activities as specified by the
donor. resources that are to be used for granting or charitable activities as specified by the donor.
The Board exercises discrThe Board exercises discrThe Board exercises discretionary control over the investment of these funds through etionary control over the investment of these funds
through etionary control over the investment of these funds through
external investment fund managers. external investment fund managers. external investment fund managers.
Tangible Capital AssetsTangible Capital AssetsTangible Capital Assets
Tangible capital assets are nonTangible capital assets are nonTangible capital assets are non---financial assets having a physical substance that:financial assets having a physical substance
that:financial assets having a physical substance that:
Are for use by the library for Are for use by the library for Are for use by the library for administrative purposes or for the development, construction, administrative purposes or
for the development, construction, administrative purposes or for the development, construction,
maintenance, or repair of other tangible assetsmaintenance, or repair of other tangible assetsmaintenance, or repair of other tangible assets
Have useful lives extending beyond one year and are intended to be used on a continual
basis
Have a minimum value of $5,000 for individual assets,or $25,000 for pooled assets; and
Are not intended for sale in the ordinary course of operations
Page 7
Saint John Free Public Library
Notes to the financial statements
December 31, 2022
2. Summary of significant accounting policies (continued)
Tangible capital assets are recorded at cost which includes all amounts that are directly
attributable to acquisition, construction, development or betterment of the asset. Assets that
fall below the threshold amounts are expensed for accounting purposes. The cost of the tangible
asset is amortized on a straight line over the estimated useful life as follows:
AssetTypeYears
Equipment andlightmachinery
3-25
FurnitureandOfficeEquipment
5-15
InformationTechnologyEquipmentandSoftware
1-15
(this category includes items such as
computers, 3D printers and microfilm
equipment)
TermofLease
LeaseholdImprovements
Intheyearofacquisitionandtheyearofdisposal,oneoneonehalfhalfhalfofofofthethetheannualannualannualamortizationexpense
is recognized.
Assetsunderconstructionarenotamortizeduntiluntiluntilthethetheassistassistassistisisisavailableavailableavailabletototoproductiveuse.
Tangiblecapitalassetsarewrittendownwhenwhenwhenconditionsconditionsconditionsindicateindicateindicatethatthatthattheretherethereisimpairmentinthe
value of the assets and the reduction in the value can be objectively estimated and it expected value of the assets and the reduction in the value can be objectively estimated and it
expected value of the assets and the reduction in the value can be objectively estimated and it expected
to be permanent. The net write-downs are accounted for as expenses in the statement of downs are accounted for as expenses in the statement of downs are accounted for as expenses in
the statement of
operations.
Donatedofcontributedassetsareareare recorded recorded recorded atatatfairfairfairmarketmarketmarketvaluevaluevalueatthedateofconstructionor
donation. In some circumstances, replacement cost may be used.n some circumstances, replacement cost may be used.n some circumstances, replacement cost may be used.
Investments
Investments are recorded at their fair value, which is determined using active trading market Investments are recorded at their fair value, which is determined using active trading market
Investments are recorded at their fair value, which is determined using active trading market
rates.
Financial instrumentsFinancial instrumentsFinancial instruments
The Library’s financial instruments consist of cash, investments, accounts payable and accrued s financial instruments consist of cash, investments, accounts payable and accrued s financial
instruments consist of cash, investments, accounts payable and accrued
liabilities, and deferred revenue. Unless otherwise noted, it is managementdeferred revenue. Unless otherwise noted, it is managementdeferred revenue. Unless otherwise noted, it is management’s
opinion that there
is no exposure to significant interest, currency or credit risk arising from these financial is no exposure to significant interest, currency or credit risk arising from these financial
is no exposure to significant interest, currency or credit risk arising from these financial
instruments. The fair value of these financial instruments approximates their carrying values, instruments. The fair value of these financial instruments approximates their carrying
values, instruments. The fair value of these financial instruments approximates their carrying values,
unless otherwise noted.
The carrying value of accounts receivable and accounts payable and accrued liabilities
approximates fair market value due to short-term maturities of these instruments.
Revenue recognition
Government grants are recognized as the entitlement is earnedand amounts received but not
yet recognized in revenue are presented as deferred revenue on the statement of financial
position. Donations are recognized as revenue whenreceived or receivable if the amount to be
received can be reasonably estimated and collection is reasonablyassured.
Income taxes
The Library qualifies as a charitable organization within the meaning of the Income Tax Act
(Canada). Accordingly,the Library is exempt from income taxes.
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Saint John Free Public Library
Notes to the financial statements
December 31, 2022
2.Summary of significant accounting policies (continued)
Use of estimates
The preparation of financial statements in conformity with Canadian public sector accounting
standards requiresmanagement to make estimates and assumptions that affect the reported
amounts of assets and liabilities at thedate of the financial statements and the amounts of
revenue and expenses during the reporting period. Actualresults could differ from those
estimates.
3.Investments
Investments, at fair value, consist of the following:
2022 2021
$$
Mutual funds 146,682146,682 158,803
Fixed income 71,72971,729 71,730
218,411218,411 230,533
4.Propertyand equipment
2022 2021
AAccumulatedccumulatedNet book Net book
CostamortizationCostamortizationvalue value
$$$$$
Operating fund
Building 151,455151,4557,825 143,630 151,455
Furniture and equipmentFurniture and equipmentFurniture and equipment 8,0678,067695 7,372 8,067
159,522159,5228,520 151,002 159,522
Special fund
Building 145,799145,7997,533 138,266 145,799
Furniture and equipment 39,8773,434 36,443 39,877
Carpet 112,5282,099 110,428—
298,204 13,066 285,138 185,676
457,726 21,586 436,140 345,199
5.Operating grant
In 2022, $471,800 ($470,357in 2021) of the Library’s operating revenue was received from the
City of Saint John (“the City”). The City also paid $447,859 ($391,202in 2021) for common
area costs at Market Square on behalf of the Library which are not recognized in the statement
of operations and accumulated surplus.
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Saint John Free Public Library
Notes to the financial statements
December 31, 2022
6. Commitments
The Library leases its West Branch location under an operating lease. Future minimum
payments over the next fiveyears are as follows:
$
2023 50,000
2024 52,500
2025 52,500
2026 52,500
2027 52,500
7. Accumulated surplus
Donated funds are internally and externally restricted as to their use. The restrictions are based Donated funds are internally and externally restricted as to their use. The restrictions
are based Donated funds are internally and externally restricted as to their use. The restrictions are based
on specificdirections that accompany bequests and notes from donors as to the intentions of bequests and notes from donors as to the intentions of bequests and notes from donors as to
the intentions of
the contributor. Accumulatedsurplus consists of restricted and unrestricted amounts as follows:surplus consists of restricted and unrestricted amounts as follows:surplus consists of
restricted and unrestricted amounts as follows:
20222022 2021
$$
Unrestricted accumulated surplus 247,138 247,427
Internally restricted accumulated surplusInternally restricted accumulated surplusInternally restricted accumulated surplus 714,383 678,280
Externally restricted accumulated surplusExternally restricted accumulated surplusExternally restricted accumulated surplus 297,009 338,735
1,258,530 1,264,442
Page 13
Saint John Free Public Library
Notes to the financial statements
December 31, 2022
8. Financial instruments and risk management
The Library, through its financial assets and liabilities, has exposure to the following risks from
its use of financial instruments:
Liquidity risk
The Library’s objective is to have sufficient liquidity to meet its liabilities when due and monitors
its cash balances and cash flows generated from operations to meet its requirements.
Allliabilities arecurrent as at December 31, 2022.
Fair value
The fair value of the Library’s financial instruments included in current assets and liabilities financial instruments included in current assets and liabilities financial instruments
included in current assets and liabilities
approximates their carrying values due to their short-term maturity. term maturity. term maturity.
Market risk
Market risk is the risk that the fair value or future cash flows of an investment will fluctuate Market risk is the risk that the fair value or future cash flows of an investment will
fluctuate Market risk is the risk that the fair value or future cash flows of an investment will fluctuate
because ofchanges inmarket prices. The Library manages market risk by investing in market prices. The Library manages market risk by investing in market prices. The Library manages market
risk by investing in
diversified investments and by utilizing funddiversified investments and by utilizing funddiversified investments and by utilizing fundperformance managers.performance managers.performance
managers.
Page 11