2023-10-30_Agenda Packet--Dossier de l'ordre du jour
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Committee of the Whole
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Si vous avez besoin des services en français pour une réunion de Conseil communal, veuillez contacter le
bureau du greffier communal au 658-2862.
Each of the following items, either in whole or in part, is able to be discussed in private pursuant to the
provisions of subsection 68(1) of the Local Governance Act and Council / Committee will make a
decision(s) in that respect in Open Session:
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1.1 Approval of Minutes 68(1)
1.2 Financial Matter 68(1)(c)
1.3 Land Matter 68(1)(d)
1.4 Personal Matter 68(1)(b)
1.5 Financial Matter 68(1)(c)
COMMON COUNCIL / CONSEIL COMMUNAL
October 16, 2023 / le 16 octobre 2023
MINUTES REGULAR MEETING
COMMON COUNCIL OF THE CITY OF SAINT JOHN
OCTOBER 16, 2023 AT 6:00 PM
ND
2 FLOOR COMMON COUNCIL CHAMBER, CITY HALL
An Electronic means of communication will be used at this meeting. The public may
attend the meeting in person in the Council Chamber or view the meeting on the
Website (www.saintjohn.ca) or on Rogers TV͵
Present: Deputy Mayor John MacKenzie
Councillor-at-Large Gary Sullivan
Councillor-at-Large Brent Harris
Councillor Ward 1 Greg Norton
Councillor Ward 1 Joanna Killen
Councillor Ward 2 Barry Ogden (Virtual attendance)
Councillor Ward 3 Gerry Lowe
Councillor Ward 3 David Hickey
Councillor Ward 4 Greg Stewart
Councillor Ward 4 Paula Radwan
Absent: Mayor Donna Noade Reardon
Also Present:
Chief Administrative Officer (CAO) B. McGovern
General Counsel M. Tompkins
Director Corporate Performance and CIO S. Rackley Roach
Commissioner Human Resources S. Hossack
Manager Analytics and Risk Management L. Robichaud
Commissioner Utilities & Infrastructure Services I. Fogan
Acting Commissioner Growth and Community Development A. Poffenroth
Director Communications L. Caissie
Commissioner Public Works and Transportation Services M. Hugenholtz
Director Legislative Services / City Clerk J. Taylor
Deputy Clerk P. Anglin
1
COMMON COUNCIL / CONSEIL COMMUNAL
October 16, 2023 / le 16 octobre 2023
1. Call to Order
1.1 Land Acknowledgement
Councillor Stewart read aloud the Land Acknowledgement and called for a moment of
reflection.
the
Wolastoqiyik/Maliseet.The Wolastoqiyik/Maliseet along with their Indigenous Neighbours,
and
Friendship Treaties with the British Crown in the 1700s that protected their rights to lands
1.2 National Anthem
The Saint John High School Choir performed O Canada by video.
2. Approval of Minutes
2.1 Minutes of October 3, 2023
Moved by Councillor Hickey, seconded by Councillor Harris:
RESOLVED that the minutes of October 3, 2023, be approved with the amendment of
the adjournment time to align with the reconvened time of closed session i.e., 10:12 p.m.
MOTION CARRIED.
2.2 Minutes of October 10, 2023
Moved by Councillor Sullivan, seconded by Councillor Stewart:
RESOLVED that the minutes of October 10, 2023, be approved.
MOTION CARRIED.
3. Approval of Agenda
Moved by Councillor Sullivan, seconded by Councillor Stewart:
RESOLVED that the agenda for October 16, 2023, be approved with the addition of 17.1
Extension of License with Fundy Harbour Estates Inc.; and 17.2 Land Assembly for South
Central Peninsula School.
MOTION CARRIED.
4. Disclosures of Conflict of Interest
5. Consent Agenda
5.1 RESOLVED that as recommended in the submitted report M&C 2023-218: Contract
2023-04: Tippett Drive Sanitary Lift Station Modifications, Contract No. 2023-04: Tippett
2
COMMON COUNCIL / CONSEIL COMMUNAL
October 16, 2023 / le 16 octobre 2023
Drive Sanitary Lift Station Modifications be awarded to the low Tenderer, Galbraith
Construction Ltd., at the tendered price of $603,587.85 (including HST) as calculated
based upon estimated quantities, and further that the Mayor and City Clerk be authorized
to execute the necessary contract documents.
Moved by Councillor Sullivan, seconded by Councillor Stewart:
RESOLVED that the recommendation set out in the consent agenda be adopted.
MOTION CARRIED UNANIMOUSLY.
6. Members Comments
Members commented on various local events.
7. Proclamation
8. Delegations / Presentations
9. Public Hearings 6:30 p.m.
10. Consideration of By-Laws
11. Submissions by Council Members
12. Business Matters Municipal Officers
13. Committee Reports
13.1 Finance Committee: Common Council Input into 2024 General Operating Budget
Council Members provided their input on the budget:
Areas the Federal Government and Province does not address: recreation, paving
roads and sidewalks and their maintenance/service levels
Community Centre for East Saint John, enhanced by-law enforcement by City by-
law officers/inspectors, clean-up the City
Recreation, improved ball fields, maintenance of the City / cleanliness of the City,
garbage pick-up, mowing, complete roads
Move SJ, traffic circles, complete streets, safe intersections, streets built for the
future
Updated plans and goals, role to address homeless and population growth, repairs
to buildings, North End Plan, increases to Growth and Community Services
Labour relation plan, enhancing industrial parks, community development officer
Climate change adaptation plan to mitigate flooding on the east side
Traffic calming measures, including trees and aesthetics
Enhanced services i.e., garbage, and gardening, complete streets, strategy for
performance management
Industrial tax - keep our share from the province, refurbish neigbourhoods,
enforcement
Recreation fees should not be paid by residents, increase community centre
services, protect beaches from erosion
3
COMMON COUNCIL / CONSEIL COMMUNAL
October 16, 2023 / le 16 octobre 2023
A cleaner City
Moved by Councillor Sullivan, seconded by Councillor Stewart:
RESOLVED that the submitted report M&C 2023-224: Common Council Input into 2024
General Operating Budget, be received for information.
MOTION CARRIED.
14. Consideration of Issues Separated from Consent Agenda
15. General Correspondence
15.1 J. Garcia: Removal of Publicity from City buses to reduce distraction
(Recommendation: Receive for Information)
Moved by Councillor Stewart, seconded by Councillor Hickey:
RESOLVED that the correspondence from J. Garcia: Removal of Publicity from City buses
to reduce distraction, be received for information.
MOTION CARRIED.
16. Supplemental Agenda
17. Committee of the Whole
17.1 Extension of License with Fundy Harbour Estates Inc. North Market Street
Moved by Councillor Hickey, seconded by Councillor Stewart:
RESOLVED that the City enter into an Amended and Restated License Agreement in the
form as presented to Committee of the Whole at its meeting held October 16, 2023, with
Fundy Harbour Estates Inc. for the sole purpose of extending the term of the License
dated February 7, 2022, to terminate on February 29, 2024, and that the Mayor and Clerk
be authorized to execute the said Amended and Restated License Agreement and any
other document ancillary thereto.
MOTION CARRIED.
17.2 Land Assembly for South Central Peninsula School
Moved by Councillor Lowe, seconded by Councillor Hickey:
RESOLVED that the City enter into an Agreement of Purchase and Sale generally in the
form as presented to Committee of the Whole at its meeting held October 16, 2023, with
one amendment to address the monument located on a portion of the lands, with the
Province of New Brunswick for the sale of twelve parcels of land located within the block
of Charlotte Street, St. James Street, Sydney Street, and Broad Street in the City of Saint
John, identified as PIDs 00001560, 00001552, 00001545, 00001537, 00001529,
00001511, 00001503, 00001495, 00002386, 00002220, 00001487 and 55019731 and
that the Mayor and Clerk be authorized to execute the said Agreement of Purchase and
Sale and any other documents necessary to effect the transaction.
MOTION CARRIED.
4
COMMON COUNCIL / CONSEIL COMMUNAL
October 16, 2023 / le 16 octobre 2023
18. Adjournment
Moved by Councillor Lowe, seconded by Councillor Norton:
RESOLVED that the meeting of Common Council held on October 16, 2023, be
adjourned.
MOTION CARRIED.
The Deputy Mayor declared the meeting adjourned at 6:41p.m.
5
COMMON COUNCIL REPORT
M&C No.2023-212
Report DateSeptember 05, 2023
Meeting DateOctober 30, 2023
Service AreaPublic Works and
Transportation Services
HerWorship Mayor Donna Noade ReardonandMembers of Common Council
SUBJECT: Trans Canada Trail Contribution Agreement
AUTHORIZATION
Primary AuthorCommissioner/Dept. HeadChief Administrative Officer
Barb CrawfordMichael HugenholtzJ. Brent McGovern
RECOMMENDATION
It is recommended that the City enter into the Contribution Agreementsin the
form as attached to M&C No. 2023-212with the Trans Canada Trail for funding
related to Trail Signageand Drainage Repairsand that the Mayor and Clerk be
authorized to execute the said Contribution Agreement and any other
documents ancillary thereto.
EXECUTIVE SUMMARY
The City has put forward twosuccessful applicationsfor funds forprojects on the
Trans Canada Trail network within the City. Thefunds are forrenewed Trans
Canada Trail signage throughout the 25 kilometers of managed trail within Saint
Johnand repairs to a number ofRockwood Park trails damaged as a result of
recent weather events.The total amount of the contribution is $12,500.00. The
purpose of this report is to approve the contribution agreementsfrom the Trans
Canada Trail.
PREVIOUS RESOLUTION
N/A
REPORT
The Trans Canada Trail (TCT) isover 27,000 kilometersof trailacross Canadawith
4 out of 5 Canadiansliving within 30 minutes of the Trail. Within the City, the
Trans Canada Trail connects withthe town ofGrand Bay-Westfield on Westfield
Road and the Town of Rothesayon Rothesay Road. The trail sections wind
through the City connectingHarbour Passage and Rockwood Parkthrough multi
modal trailsections.
-2-
The TCT has severalfunding opportunities for Trail development intended to
support trail operators in developing, enhancing,repairingand maintaining
various sections of the Trail.
The City put forward two applications for fundssignage stream
and the Connectionand Maintenance funding programs.
Signage Stream
The application for funds through the
signage stream wasfor replacement and
installation of signsthroughout the 25
kilometers of managed trail.
The application was for new wayfinding
signage Trans Canada Trail in French,
English, Wolastoqey and Mi'kmaq
(L'nui'suti)as well as the new TCT
branding.
Dr. Imelda Perley and Donna Augustine
were engaged to provideWolastoqey and
this area.
The City received notification onAugust
th
28that the application for funds was
successful. The Trans Canada Trail signage
stream funding programwill contribute
Figure 1-Trans Canada Trail Signage
$5,000toward installation of the
wayfindingsigns.
Trans Canada Trail will provide and ship the wayfinding signs to the City for
installationat no cost.
Connection and Maintenance Stream
The application for funds through theConnection and Maintenance stream was
for design of and repairs to cross culverts and drainage paths through the
Rockwood Park sections of the Trans Canada Trail damaged by recent weather
events.
The funds will help with drainage area mapping, pipe sizing and construction and
material costs for the works.
st
The City received notification onOctober 1that the application for funds was
successful. The Trans Canada Trail Connection and Maintenance stream funding
program will contribute $7,500 toward to trail repairs.
- 3 -
STRATEGIC ALIGNMENT
& PERFORM.
MOVE: We value sustainable transportation choices.
The proposed project will improve accessible active transportation
choices.
PERFORM: We value the best use of our resources.
The attached contribution agreements generate funds to support our
operational program.
SERVICE AND FINANCIAL OUTCOMES
Public Works and Transportation Services has an approved operational budget
for Pedestrian and Traffic Services as well as rural Stormwater. The budget
includes funds for staff, equipment, consultants and materials.
Throughout the summer months, engineering summer students prepared the
signage map and
expected that before the 2024 deadline, staff from Pedestrian and Traffic
Services will install the new poles and signs as well as overlays on existing signs.
the signage project described above is
$34,280.53 with half of these costs incurred prior to submission of the
application for funds. The $5,000.00 cash contribution from Trans Canada Trail
funding program is approximately 15% of the overall budget. The signage will
also be provided at no cost to the City.
$15,000.00. The $7,500.00 cash contribution from Trans Canada Trail is
approximately 50% of the overall budget.
INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS
The General Counsel Office has reviewed the attached contribution agreements.
ATTACHMENTS
Trans Canada Trail - Contribution Agreement, 105174
Trans Canada Trail Contribution Agreement, 106440
TransCanadaTrail
ContributionAgreement
ProjectCode:105174
Contribution Agreement
Name of Organization: City of Saint John (the "Recipient")
Organization Representative:Barb Crawford
Project Name: City of Saint John (Signage 2023) (the "Project")
Province: New Brunswick
Project Code:105174
TCT Representative: Mathieu Roy
SUMMARY
(1)This project is being funded, in part, by Trans Canada Trail ("TCT"), under the Trail Funding
Program -Signage stream, (TFP).
(2)TCT will fund 14.59% of actual eligible expenditures for the Project, up to the maximum
contribution amount set out below.
(3)The maximum contribution amount from TCT to the Recipient, to be put towards the completion
of this Project, is $5,000.
(4)The term of this contribution agreement ("this Agreement") commences from the date of
signature by TCT to 2024/11/20, unless extended by TCT, in writing to Recipient.
(5)The Scope of the Project –(including the purpose of the contribution, a brief summary of the
Project, TCT contribution to the Recipient for this part of the project, Project schedule, and
expected results and deliverables) is set out in Appendix A:
a.Section A1 –General Information on the project.
b.Section A2 -Wayfinding Signage portion of the project.
c.Section A3 -Trailhead portion of the project.
d.Section A4 -Interpretive Panel portion of the project.
(6)The Scope of the Project will not change without advance written approval from TCT.
(7)The Appendices to this Agreement form part of this Agreement.
Page 1 of 13
Trans Canada Trail
Contribution Agreement
ProjectCode:105174
DEFINITIONS
TCT - The organization managing the Trans Canada Trail network.
The Trans Canada Trail Network - consists of more than 27,000 kilometres of multi-use trails, linking
people across Canada.
Trail Operator - The individual, entity, trail organization or government organization that is leading the
planning, design, construction, maintenance, trail experience and general operation of a Trail Section.
Trail Section - A defined type of infrastructure that is designed and used to enable one or more trail-
based recreation activities. To be recognized as a trail, the infrastructure must meet the following
criteria:
Be approved by the public and/or private land manager
Be mapped
Be marked with proper signage, and
Be actively managed and maintained by a trail operator, or combination of operators, that has
accepted the responsibility for the management and maintenance of the trail and associated
infrastructure.
For this Agreement, Trail Section refers to those operated by the Trail Operator.
Trail Code - TCT number of reference to identify the Trail section.
THE RECIPIENT AND THE TRAIL OPERATOR ACKNOWLEDGE AND CONFIRM:
(1) That before signing this Agreement, they concluded an agreement to clearly identify their roles and
responsibilities in regard to this Project and the operation of the trail.
(2) That, by submitting this project, they have read, understood and agreed to the latest guidelines
related to the TFP program (including stream guideline), which are incorporated by reference into
this Agreement.
(3) That, the Project is located on the Trans Canada Trail network, on a local trail system defined as a
TRAILS AND PATHS and GREENWAYS, with permitted activities on this section established by TCT's
trail definitions and types at the time of the Project being submitted to TCT.
(4) That:
o A maintenance plan has been/will be implemented.
o Safety rules and trail etiquette are clearly set out in trail signage to users, and are enforced
by local law enforcement or trail wardens.
o Trail conditions are suitable for cyclists, paddlers or walkers/hikers to enjoy the best possible
experience on the Trail.
(5) That, the Trail is only being used for lawfully permitted activities, and as otherwise permitted by the
major category and primary type under which the Trail section was built and registered with TCT -
defined above in point (2). Prior to any change in the major category and primary type of a registered
Page 2 of 13
Trans Canada Trail
Contribution Agreement
ProjectCode:105174
Trail section, the Recipient must first notify TCT and receive written advance approval for the
proposed change. In the event of non-compliance with this provision, TCT may, at any time, require
reimbursement by the Recipient for any contribution that has been provided by TCT. Within 14 days
of any such reimbursement request sent to the Recipient by TCT, the Recipient will reimburse TCT the
full amount of the request, up to the total amount indicated in the signed contribution agreement.
(6) That, as Recipient, they have the full authority and permission from all the land owners, trail operators
and trail managers to sign this Agreement, and conduct and manage the Project.
THE RECIPIENT AND THE TRAIL OPERATOR AGREE TO:
(1) Complete each stage of the Project, as well as the entire Project, on time, as set out in Appendix A.
(2) Comply with the requirements set out in Appendix B.
(3) Comply with TCT's acknowledgement guidelines.
(4) Comply with TCT's signage guidelines with regards to wayfinders and other signage, for the area
covered by the project. Contact project@tctrail.caif a wayfinding project is being planned.
(5) Post the following phrase on trailheads and signs of significance (rules of trail, etc.):
Recreational Trail | Sentier Récréatif
Use at Own Risk | À utiliser à vos propres risques
(6) Comply with the reporting schedule set out in this Agreement.
(7) Comply with all federal, provincial/territorial and local building codes, environmental best practices,
legislation, health and safety requirements and bylaws, as well as obtain all approvals and permits
required for the Project.
(8) Obtain all approvals and permits required for the Project and local trail system.
(9) Take full responsibility for the ownership, maintenance and repair of the trail infrastructure, and
signage, for the area covered by the Project, subject to this Agreement.
(10) Take full responsibility when defining a Trail section as being accessible or universally accessible.
Where a trail is defined as accessible or universally accessible, ensure an accessible or universally
accessible standard is maintained, with appropriate signage, whenever the trail and all related
infrastructure is open to users.
(11) Comply with and respect TCT's guidelines and policies. The Recipient should contact its TCT
representative to obtain the latest version of TCT's guidelines and policies.
(12) Consent to the publication by TCT of any and all information related to this project, including but not
limited to, the amount and details of TCT's financial contribution, the name of the Recipient
organization, the project description and any other related information.
Page 3 of 13
Trans Canada Trail
Contribution Agreement
ProjectCode:105174
REPORTING AND PAYMENT CONDITIONS
(1) The Recipient must use TCT's online template to deliver all written progress reports for the Project to
TCT in accordance with this Agreement, including Appendix A. The progress reports must include the
following information:
Confirmation that each aspect of the Scope of the Project has not changed (an
explanation, as well as advance approval from TCT, is required for any changes);
The previous month's expenses and total cost to date;
Any other information or documentation required by this Agreement;
Supporting documentation for any expenses incurred for the Project, as required by
TCT, in its sole discretion.
(2) The Recipient must use TCT's online templateto deliver a final report for the Project to TCT within 30
days of the substantial completion of the Project. The final report must include the following
information:
Signage installation report, including final GIS locations and trail alignment;
Pictures of installed signage, as well as an example of the wayfinders replaced in clusters;
Proof of insurance, with TCT identified as one of the insured entities;
A detailed signage maintenance plan;
Signage Yearly Audit plan (inspection/order needed signs);
Any other information or documentation required by this Agreement;
Supporting documentation, as required by TCT, in its sole discretion.
(3) If TCT does not receive progress reports, or a final report, in accordance with this Agreement, it may
withhold payments until the reports are received and determined by TCT to be in accordance with
this Agreement. Aside from all other available remedies, TCT may terminate this Agreement if any
such report, otherwise in accordance with this Agreement, is not received by TCT within sixty (60)
days of the date on which the report was due.
(4) In addition to the scheduled reports, TCT, in its sole discretion, may require the Recipient to submit
additional reports, verbally or in writing, on such timing as required by TCT.
(5) During the term of this Agreement, the Recipient must demonstrate that it is overseeing the Project
in accordance with this Agreement, including but not limited to, the Scope of the Project, and that it
has the ability to complete the Project in accordance with this Agreement. The Recipient may be
subject to work inspections and validation of financial data by TCT, in its sole discretion, which must
be kept up to date throughout the Project.
(6) The Recipient must maintain all records associated with the Project, and retain them for at least six
(6) years after the expiry of this Agreement. If requested by TCT, the Recipient will provide any
requested records, including pay stubs, to TCT for inspection, verification or copying, and must allow
Page 4 of 13
Trans Canada Trail
Contribution Agreement
ProjectCode:105174
access to work sites for inspection. Staff, volunteers or subcontractors involved in the Project must be
made available to TCT for interview purposes as required by TCT in its sole discretion.
(7) The Recipient may be asked to participate in an evaluation or audit of the Project or contribution
under this Agreement. In such case, the Recipient will make available any records required for such
evaluations or audits.
PAYMENTS
(1)Each payment will be made within 60 days of the signing of the contribution agreement and/or
approval of a project report by Trans Canada Trail. Payments will be made according to the schedule
in Appendix A.
(2) The total contribution will be based on the actual approved Project expenditures up to the maximum
contribution amount set out in this Agreement. The total contribution amount may be lower than
originally specified, as set out in this Agreement, including if the eligible expenses incurred by the
Recipient are less than those detailed in the Scope of the Project.
(3) Spending on the Project by the Recipient must be within the agreed upon budget allocation included
in the Scope of the Project. The Recipient must report any budget reallocation within the budget
categories in the next progress report , as well as in the final report.
(4) Any unspent funds must be returned to TCT, unless TCT has provided the Recipient with prior written
approval for such funds to be spent on other items or activities that are consistent with the Project's
purpose, in TCT's sole discretion.
(5) All payments under this Agreement are conditional upon TCT receiving sufficient funding from its
funding sources. The Recipient understands and agrees that if TCT determines, in its sole discretion,
that it does not have sufficient funding for the amounts payable to the Recipient under this
Agreement, TCT may reduce the payments or terminate this Agreement, without any further
obligation or liability by TCT. In such case, the Recipient will have no recourse or rights against TCT.
DEFAULTS
(1) Each of the following actions constitutes a default under this Agreement:
Any named default in this Agreement;
False statements to TCT by the Recipient;
Failure of the Recipient to meet any term condition, requirement or obligation contained in
this Agreement;
TCT determines, in its sole discretion, that the Recipient will be unable to complete the Project
in an acceptable manner or otherwise in accordance with this Agreement.
(2) TCT will deliver notice to the Recipient, in writing, of any such defaults (the "Default Notice"). The
Recipient will be required to comply with the conditions set out in the Default Notice. Upon receipt
of the Default Notice, the Recipient will have 30 days to remedy the default. If the Recipient does not
Page 5 of 13
Trans Canada Trail
Contribution Agreement
ProjectCode:105174
remedy the default, or otherwise comply with the Default Notice to TCT's satisfaction, in its sole
discretion, TCT may:
Suspend or terminate this Agreement, including any payments required under this
Agreement;
Suspend or terminate any other agreements between the Recipient and TCT, including any
payments required under those agreements;
Refuse to support any future projects of the Recipient;
Recover some or all of TCT's contribution for the Project;
Remove Trans Canada Trail designation from any area associated with the Recipient;
Take any other action or remedy permitted under this Agreement or at law.
(3) The failure by TCT to take any action in response to a default under this Agreement does not constitute
a waiver of TCT's right to take future action with respect to said default.
CLAIMS, TRANSFER, TERMINATION AND RECOURSE
(1) The Recipient and/or Trail Operator will not make any claim against TCT for any delay or deficiency in
the completion of the Project, nor for any inaccuracies in information provided to the Recipient under
this Agreement or otherwise.
(2) The Recipient and/or the Trail Operator shall release, indemnify and hold harmless TCT and its
directors, officers, employees, agents, assigns and representatives from and against any and all costs,
claims, demands, expenses, actions, and causes of action (the "Claims"), howsoever caused, which
arise out of, relate to, or result from the Project, including but not limited to, TCT's contribution under
this Agreement, including but not limited to any Claims for damage to property or injury to persons
(including death). TCT also holds this indemnity in trust for parties who are not signatories to this
Agreement.
(3) TCT is not liable for any borrowings, leases or other obligations that the Recipient may have incurred
with respect to any obligations or expenses toward which contributions under this Agreement are
made.
(4) In addition to any other available remedies, this Agreement may be terminated immediately by TCT
if the Recipient ceases operations, liquidates its business, is placed in receivership, becomes insolvent
or declares bankruptcy.
(5) In the event of a dispute arising from or in connection with this Agreement, the parties agree to
engage in good faith discussions for 30 days, or such further period as may be agreed by the parties
in writing, in an attempt to resolve the dispute. If the dispute is not resolved within the aforesaid
period, either party may refer the matter to arbitration.
(6) This Agreement is not transferable by the Recipient and/or Trail Operator.
(7) This Agreement shall be governed solely by the laws of Ontario.
Page 6 of 13
Trans Canada Trail
Contribution Agreement
ProjectCode:105174
AUTHORIZED SIGNATURES
The undersigned hereby certify the following:
I am duly authorized to bind our organization
The information included in this Agreement, including in the appendices, is accurate
_______________________________ _____________________________
Name of Recipient Signing Authority Name of TCT Signing Authority
_______________________________ _____________________________
Signature (Recipient) Signature (TCT)
_______________________________ _____________________________
Date Signed Date Signed
If different from the Recipient:
_______________________________
Name of Trail Operator Signing Authority
_______________________________
Signature (Operator)
_______________________________
Date Signed
Page 7 of 13
Trans Canada Trail
Contribution Agreement
ProjectCode:105174
APPENDIX A — SCOPE OF PROJECT
SECTION A1 —GENERAL INFORMATION
Information
Project Name City of Saint John (Signage 2023)
Total TCT Contribution $5,000
Schedule
Start Date 2023/09/22
Project Completion date 2024/06/20
Agreement expiration date 2024/11/20
Deliverables
Deliverable (TCT Due Date
Contribution agreement2023/09/22
Progress Report 12024/05/20
Signage installation final report 2024/09/20
Payment schedule
Deliverable % of the contribution
Contribution Agreement 25% of 100%
Progress report at 50% completion 50% of 100%
Signage installation final report 25% of 100%
Description
GT TO TCT WITH 4 LANGUAGES
Page 8 of 13
Trans Canada Trail
Contribution Agreement
ProjectCode:105174
APPENDIX A — SCOPE OF PROJECT
SECTION A2 – WAYFINDING SIGNAGE
WayfindersDetails
Number 206
Value of the Installation*34,281
Value of the Wayfinders**3,193
*Based on Recipient's or Trail Operator's quote
**TCT will provide and ship wayfinding signage without charge to the Recipient. The signs will be shipped
to the address provided within 30 days following the latest of these dates: the signature of the agreement
OR the approval of the signage plan.
Artwork
Image to add upon receipt of artwork.
Page 9 of 13
Trans Canada Trail
Contribution Agreement
ProjectCode:105174
APPENDIX A — SCOPE OF PROJECT
SECTION A3 – TRAILHEAD
TrailheadDetails
Number 0
Value of the Trailhead*$
*Based on Recipient's or Trail Operator's quote
The following information should be included on the Trailhead(s):
Recreational Trail | Sentier Récréatif
Use at Own Risk | À utiliser à vos propres risques
The Trans Canada Trail Logo
Trail Use Icons
Artwork
Image to add upon receipt of artwork.
Page 10 of 13
Trans Canada Trail
Contribution Agreement
ProjectCode:105174
APPENDIX A — SCOPE OF PROJECT
SECTION A4 – INTERPRETIVE PANEL
Interpretive Panel (IP)Details
Number 0
Value of the Interpretive Panels*$
*Based on Recipient's or Trail Operator's quote
The Trans Canada Trail Logo should be included on the Interpretive panel(s).
Artwork
Image to add upon receipt of artwork.
Page 11 of 13
Trans Canada Trail
Contribution Agreement
ProjectCode:105174
APPENDIX B — PROMOTION AND RECOGNITION
Appendix B is provided to ensure that TCT (national) and the Recipient (local) benefit as much as possible
from the unique and valuable relationship we share.
TCT recognizes that the Recipient commonly engages in a variety of fundraising activities, in addition to
receiving financial support from TCT.
The Recipient recognizes that TCT also fundraises for local Trail projects in their provincial/territorial
jurisdiction, in addition to providing fundraising advice and limited support to recipients requiring
assistance.
Guiding Principles
Collaboration:TCT and the Recipient recognize their shared responsibility to collaborate on achieving
their goals and priorities, and are committed to a multi-sector approach.
Stewardship: The Recipient recognizes that donors have entrusted TCT to invest their support in order to
ensure the greatest impact. The Recipient will work with TCT to meet their commitment to donors.
This appendix is a commitment by the Recipient to TCT. The contribution provided through this agreement
has been supplied, in part, through donations to Trans Canada Trail and TCT is committed to recognizing
these donors for their support.
Trans Canada Trail agrees to:
(1) Give a contribution to the Recipient for the completion of the Project, as set out in this Agreement.
(2) At its sole discretion, promote trail sections, funded programs and initiatives within the
province/territory through a variety of channels, including but not limited to: TCT's website, social
media channels, as well as campaign and promotional materials.
(3) When feasible, consult and provide guidance with respect to fundraising upon request in order to,
among other things, reduce donor confusion.
(4) Ensure regular and timely communications with the Recipient on any matter that may affect their
relationship with TCT or the terms of this Agreement.
The Recipient and Trail Operator agrees to:
(1) Follow the acknowledgement requirement – See TCT's acknowledgement guidelines.
(2) Prepare or collaborate, as required, on the development of an event to acknowledge the project (e.g.,
announcement of contribution, trail opening, etc.) and provide a speaking opportunity for a TCT
representative.
(3) Portray Trans Canada Trail positively in all verbal and written communication to the public.
(4) Protect TCT's brand identity by following brand and logo usage guidelines.
Page 12 of 13
Trans Canada Trail
Contribution Agreement
ProjectCode:105174
(5) Display signage that is provided, recognizing TCT as a funder. This signage should be placed in a high-
traffic area or at the construction site.
(6) Collaborate with TCT throughout the term of this Agreement to support marketing and content
materials such as blogs, newsletters and other engagement programs that help to demonstrate our
work together in the province/territory.
(7) Refrain from fundraising from national corporations who may have already given to TCT. TCT will, in
turn, refrain from fundraising from local and provincial/territorial branches of similar national
corporations. If there are questions about who these national corporate donors are, and/or if advice
is required to coordinate a stronger approach to ensure success of your organization. Please connect
with TCT representative named on this agreement.
(8) Participate in donor recognition initiatives, such as thanking donors, when appropriate, thereby
making a tangible connection between donations to TCT and improvements to the Trans Canada Trail.
(9) Provide, for TCT's review, any publication, printed recognition or signage featuring the TCT logo, prior
to publication, which will not occur without TCT's advance approval.
(10) Notify TCT in advance of any public events related to the Project, and provide an opportunity for TCT
representation and recognition at the event.
(11) Demonstrating tangible recognition of local donors who have contributed to the success of the
Project, including notifying TCT, will reflect positively on the Recipient and will be considered in future
funding requests submitted to TCT.
TCT also requires recipients to follow Trans Canada Trail on social media and share its content when
possible, for the duration of the agreement.
Page 13 of 13
TransCanadaTrail
ContributionAgreement
ProjectCode:106440
Contribution Agreement
Name of Organization: City of Saint John
Organization Representative:Lexi Rosen
Name of the Trail Operator:City of Saint John
Project Name: NB -City of Saint John, Trail drainage repairs
Province: New Brunswick
Project Code:106440
TCT Representative: Mathieu Roy
SUMMARY
1.This project is being funded, in part,Trail Funding Program -
Connection and Maintenancestream, (TFP).
2.TCTwill fund 50.00%of actual eligible expenditures for the Project, up to the maximum contribution
amount set out below.
3.The maximum contribution amount from TCT to the Recipient,to be put towards the completion of
this Project,is$7,500.00.
4.The term of this contribution agreement from the date of signature
by TCT to ,unless extended by TCT, in writing to the Recipient.
5.The Scope of the Project(including the purpose of the contribution, a brief summary of the Project,
the eligible costs, Project schedule, Project budget, and expected results) is set out in Appendix A.
6.The Scope of the Project will not change without advance written approval from TCT.
7.The Appendices to this Agreement form part of this Agreement.
Page 1 of 12
Trans Canada Trail
Contribution Agreement
Project Code: 106440
DEFINITIONS
TCT - Is the organization managing The Trans Canada Trail network.
The Trans Canada Trail Network - consists of more than 28,000 kilometres of multi-use trails, linking
Canada and Canadians.
Trail Operator - Is the individual, entity, trail organization or government organization that is leading the
planning, design, construction, maintenance, trail experience and general operation of a Trail Section.
Trail Section - is a defined type of infrastructure that is designed and used to enable one or more trail-
based recreation activities. To be recognized as a trail, the infrastructure must meet the following
criteria:
Be approved by the public and/or private land manager
Be mapped
Marked with proper signage, and
Be actively managed and maintained by a trail operator, or combination of operators, that has
accepted the responsibility for the management and maintenance of the trail and associated
infrastructure.
For this Agreement, Trail Section refers to those operated by the Trail Operator.
Trail Code - TCT number of reference to identify the trail section.
THE RECIPIENT AND THE TRAIL OPERATOR ACKNOWLEDGE AND CONFIRM:
(1) That before signing this Agreement, they concluded an agreement to clearly identify their roles and
responsibilities in regard to this Project and the operation of the trail.
(2) That, by submitting this project, they have read, understood and agreed to the latest guidelines
related to the TFP program (including stream guidelines) which are incorporated by reference into
this Agreement.
(3) That, the Project is located on the Trans Canada Trail network, on a local trail system defined as a
Trails and Paths and Greenway,
definitions and types at the time of the Project being submitted to TCT.
(4) That:
o A maintenance plan has been/will be implemented
o Safety rules and trail etiquette are clearly set out in trail signage to users, and are enforced
by local law enforcement or trail wardens.
o Trail conditions are suitable for cyclists, paddlers or walkers/hikers to enjoy the best possible
experience on the Trail.
Page 2 of 12
Trans Canada Trail
Contribution Agreement
Project Code: 106440
(5) That, the Trail is only being used for lawfully permitted activities, and as otherwise permitted by the
major category and primary type under which the Trail section was built and registered with TCT -
defined above in point (2). Prior to any change in the major category and primary type of a registered
Trail section, the Recipient must first notify TCT and receive written advance approval for the
proposed change. In the event of non-compliance with this provision, TCT may, at any time, require
reimbursement by the Recipient for any contribution that has been provided by TCT. Within 14 days
of any such reimbursement request sent to the Recipient by TCT, the Recipient will reimburse TCT the
full amount of the request, up to the total amount indicated in the signed contribution agreement.
(6) That, as Recipient, they have the full authority and permission from all the land owners, trail operators
and trail managers to sign this Agreement, and conduct and manage the Project.
THE RECIPIENT AND THE TRAIL OPERATOR AGREE TO:
(1) Complete each stage of the Project, as well as the entire Project, on time, as set out in Appendix A.
(2) Comply with the requirements set out in Appendix B.
(3) Comply with acknowledgement guidelines.
(4)
covered by the project. Contact project@tctrail.ca if a wayfinding project is being planned.
(5) Post the following phrase on trailheads and signs of significance (rules of trail, etc.):
Recreational Trail | Sentier Récréatif
Use at Own Risk | À utiliser à vos propres risques
(6) Comply with the reporting schedule set out in this Agreement.
(7) Comply with all applicable federal, provincial/territorial and local legislation, bylaws, codes,
regulations, and current best practices in relation to the Project and the area covered by the Project,
including but not limited to these in relation to construction, health and safety, accessibility and
environmental practices.
(8) Obtain all approvals and permits required for the Project and local trail system.
(9) Take full responsibility for the ownership, maintenance and repair of the Trail, infrastructure and
signage, for the area covered by the Project, subject to this Agreement.
(10) Take full responsibility when defining a Trail section as being accessible or universally accessible.
Where a trail is defined as accessible or universally accessible, ensure an accessible or universally
accessible standard is maintained, with appropriate signage, whenever the trail and all related
infrastructure is open to users.
(11) s. The Recipient should contact its TCT
(12) Consent to the publication by TCT of any and all information related to the Project, including but not
limited to, the amount and details
organization, the Project description and any other related information.
Page 3 of 12
Trans Canada Trail
Contribution Agreement
Project Code: 106440
REPORTING AND PAYMENT CONDITIONS
(1) The Recipient must online template to deliver all written progress reports for the Project to
TCT in accordance with this Agreement, including Appendix A. Progress reports must include the
following information:
Confirmation that each aspect of the Scope of the Project has not changed (an explanation,
as well as advance approval from TCT, is required for any changes);
;
Any other information or documentation required by this Agreement;
Supporting documentation for any expenses incurred for the Project, as required by TCT, in
its sole discretion.
(2) The Recipient must online template to deliver a final report for the Project to TCT within 30
days of the substantial completion of the Project. The final report must include the following
information:
Pictures (before and after the Project);
Proof of insurance, with TCT identified as one of the insured entities;
Signage report, including final GIS locations and trail alignment;
;
costs to date;
Matching funds sources;
In the case of a study, the final design, report or any other documentation produced during
the study;
Any other information or documentation required by this Agreement
Maintenance plan;
Supporting documentation, as required by TCT, in its sole discretion.
(3) If TCT does not receive progress reports, or a final report, in accordance with this Agreement, it may
withhold payments until the reports are received and determined by TCT to be in accordance with
this Agreement. Aside from all other available remedies, TCT may terminate this Agreement if any
such report, otherwise in accordance with this Agreement, is not received by TCT within sixty (60)
days of the date on which the report was due.
(4) In addition to the scheduled reports, TCT, in its sole discretion, may require the Recipient to submit
additional reports, verbally or in writing, on such timing as required by TCT.
(5) During the term of this Agreement, the Recipient must demonstrate that it is overseeing the Project
in accordance with this Agreement, including but not limited to, the Scope of the Project, and that it
has the ability to complete the Project in accordance with this Agreement. The Recipient may be
subject to work inspections and validation of financial data by TCT, in its sole discretion, which must
be kept up to date throughout the Project.
(6) The Recipient must maintain all records associated with the Project, and retain them for at least six
(6) years after the expiry of this Agreement. If requested by TCT, the Recipient will provide any
Page 4 of 12
Trans Canada Trail
Contribution Agreement
Project Code: 106440
requested records, including pay stubs, to TCT for inspection, verification or copying, and must allow
access to work sites for inspection. Staff, volunteers or subcontractors involved in the Project must
be made available to TCT for interview purposes as required by TCT in its sole discretion.
(7) The Recipient may be asked to participate in an evaluation or audit of the Project or contribution
under this Agreement. In such case, the Recipient will make available any records required for such
evaluations or audits.
PAYMENTS
(1) Each payment will be made within 60 days of the signing of the contribution agreement and/or
approval of a project report by Trans Canada Trail. Payments will be made according to the following
schedule:
25% of the contribution paid upon signing the Contribution Agreement
50% of the contribution paid upon approval of the progress report when 50% of the report
has been completed
Final payment of the contribution upon approval of the final report
(2) Spending on the Project by the Recipient must be within the agreed upon budget allocation included
in the Scope of the Project (Appendix A). The Recipient must report any budget reallocation within
the budget categories in the next progress report, as well as in the final report.
(3) Any unspent funds must be returned to TCT, unless TCT has provided the Recipient with prior written
approval for such funds to be spent on other items or activities that are consistent with the P
purpose.
(4) All payments under this Agreement are conditional upon TCT receiving sufficient funding from its
funding sources. The Recipient understands and agrees that if TCT determines, in its sole discretion,
that it does not have sufficient funding for the amounts payable to the Recipient under this
Agreement, TCT may reduce the payments or terminate this Agreement, without any further
obligation or liability by TCT. In such case, the Recipient will have no recourse or rights against TCT.
DEFAULTS
(1) Each of the following actions constitutes a default under this Agreement:
Any named default in this Agreement;
False statements to TCT by the Recipient;
Failure of the Recipient to meet any term condition, requirement or obligation contained in
this Agreement;
TCT determines, in its sole discretion, that the Recipient will be unable to complete the Project
in an acceptable manner or otherwise in accordance with this Agreement.
(2) TCT will deliver notice to the Recipient and the Trail Operator, in writing, of any such defaults (the
Page 5 of 12
Trans Canada Trail
Contribution Agreement
Project Code: 106440
Notice. Upon receipt of the Default Notice, the Recipient will have 30 days to remedy the default. If
the Recipient does
satisfaction, in its sole discretion, TCT may:
Suspend or terminate this Agreement, including any payments required under this
Agreement;
Suspend or terminate any other agreements between the Recipient and/or the Trail Operator
and TCT, including any payments required under those agreements;
Refuse to support any future projects of the Recipient;
Recover some or all of Project;
Remove Trans Canada Trail designation from any area associated with the Recipient and/or
the Trail Operator;
Take any other action or remedy permitted under this Agreement or at law.
(3) The failure by TCT to take any action in response to a default under this Agreement does not constitute
CLAIMS, TRANSFER, TERMINATION AND RECOURSE
(1) The Recipient and/or the Trail Operator will not make any claim against TCT for any delay or deficiency
in the completion of the Project, nor for any inaccuracies in information provided to the Recipient
and/or the Trail Operator under this Agreement or otherwise.
(2) The Recipient and/or the Trail Operator shall release, indemnify and hold harmless TCT and its
directors, officers, employees, agents, assigns and representatives from and against any and all costs,
claims, demands, expenses, actions, and causes of action , howsoever caused, which
arise out of, relate to, or result from the contribution under
this Agreement, including but not limited to any Claims for damage to property or injury to persons
(including death). TCT also holds this indemnity in trust for parties who are not signatories to this
Agreement.
(3) TCT is not liable for any borrowings, leases or other obligations that the Recipient and/or the Trail
Operator may have incurred with respect to any obligations or expenses towards which contribution
under this Agreement is made.
(4) In addition to any other available remedies, this Agreement may be terminated immediately by TCT
if the Recipient and/or Trail Operator ceases operations, liquidates its business, is placed in
receivership, becomes insolvent or declares bankruptcy.
(5) In the event of a dispute arising from or in connection with this Agreement, the parties agree to
engage in good faith discussions for 30 days, or such further period as may be agreed by the parties
in writing, in an attempt to resolve the dispute. If the dispute is not resolved within the aforesaid
period, either party may refer the matter to an arbitration.
(6) This Agreement is not transferable by the Recipient and/or the Trail Operator.
Page 6 of 12
Trans Canada Trail
Contribution Agreement
Project Code: 106440
(7) This Agreement shall be governed solely by the laws of Ontario.
Page 7 of 12
Trans Canada Trail
Contribution Agreement
Project Code: 106440
AUTHORIZED SIGNATURES
The undersigned hereby certify the following:
I am duly authorized to bind our organization;
The information included in this Agreement, including in the appendices, is accurate.
FTINPUT:Object87792201c9514f88b809444f11a69e72:0
_______________________________ _____________________________
Name of Recipient Signing Authority Name of TCT Signing Authority
FTINPUT:Object9a49d57ded0942e78f30da2d968c48c4:0
FTSIGNATURE:646c6b5b9f164d7a834fc1366c1ce0be
_______________________________ _____________________________
Signature (Recipient) Signature (TCT)
FTINPUT:Object313cda8b5d814571914cdd5262d0393a:0 FTINPUT:Object6e49cabd831a4ecc9eb902ab15a09433:0
_______________________________ _____________________________
Date Signed Date Signed
FTSIGNATURE:2c43904aaf054f08a5efe848006c4851
If different than the Recipient:
FTINPUT:Object7cd7dc1e67944598be27844d474ad50e:0
_______________________________
Name of Trail Operator Signing Authority
FTSIGNATURE:17c3d924f86d4aea86c5f5b4346b8259
_______________________________
Signature (Operator)
FTINPUT:Object65a0098fb9fd44f5b40a8ded44a362fa:0
_______________________________
Date Signed
Page 8 of 12
Trans Canada Trail
Contribution Agreement
Project Code: 106440
APPENDIX A SCOPE OF PROJECT
Information
Project Name NB - City of Saint John, Trail drainage repairs
Total Cost (budget) $15,000.00
TCT max Contribution $7,500.00
% of total cost (contribution) 50.00%
Schedule
Start date 2023/10/20
Completion date 2024/04/30
Expiration date 2024/06/30
Project Deliverables
Deliverable Due Date
Contribution Agreement 2023/10/20
Progress Report 1 2023/11/20
Progress Report 2 2024/02/20
Progress Report 3 2024/04/20
Acknowledgement Signs Installed 2024/05/20
Final Report 2024/05/20
Payment schedule
Deliverable % of the contribution
Contribution Agreement 25% of 100%
Progress report (50% completion stage) 50% of 100%
Final Report 25% of 100%
Description
During the last three major rain events, August 26 (69.8mm total precipitation), August 30 (42.2mm)
and September 16 (51.2mm)
(https://climate.weather.gc.ca/historical_data/search_historic_data_e.html ) - the Rockwood Park
section of the Trans Canada Trail (TCT) experienced significant washouts. It's requested that TCT provide
funding for a larger plan for repairs that would include culvert sizing and installation, permitting and
recommendations for materials used to mitigate these washouts into the future. I've attached one
Page 9 of 12
Trans Canada Trail
Contribution Agreement
Project Code: 106440
photo - but can provide more. It's an example of the extreme washouts experienced during the
significant weather events.
Page 10 of 12
Trans Canada Trail
Contribution Agreement
Project Code: 106440
APPENDIX B Promotion and Recognition
Appendix B is provided to ensure that TCT (national) and the Recipient (local) benefit as much as possible
from the unique and valuable relationship we share.
TCT recognizes that the Recipient commonly engages in a variety of fundraising activities, in addition to
receiving financial support from TCT.
The Recipient recognizes that TCT also fundraises for local Trail projects in their provincial/territorial
jurisdiction, in addition to providing fundraising advice and limited support to recipients requiring
assistance.
Guiding Principles
Collaboration: TCT and the Recipient recognize their shared responsibility to collaborate on achieving
their goals and priorities, and are committed to a multi-sector approach.
Stewardship: The Recipient recognizes that donors have entrusted TCT to invest their support in order to
ensure the greatest impact. The Recipient will work with TCT to meet their commitment to donors.
This appendix is a commitment by the Recipient to TCT. The contribution provided through this agreement
has been supplied, in part, through donations to Trans Canada Trail and TCT is committed to recognizing
these donors for their support.
Trans Canada Trail agrees to:
(1) Give a contribution to the Recipient for the completion of the Project, as set out in this Agreement.
(2) At its sole discretion, promote trail sections, funded programs and initiatives within the
Province/Territory through a variety of channels, including but not limited to: website, social
media channels, as well as campaign and promotional materials.
(3) When feasible, consult and provide guidance with respect to fundraising upon request in order to,
among other things, reduce donor confusion.
(4) Ensure regular and timely communications with the Recipient on any matter that may affect their
relationship with TCT or the terms of this Agreement.
The Recipient and Trail Operator agree to:
(1) Follow the acknowledgement requirement .
(2) Prepare or collaborate, as required, on the development of an event to acknowledge the Project (i.e.
announcement of contribution, trail opening, etc.) and provide a speaking opportunity for a TCT
representative.
(3) Portray Trans Canada Trail positively in all verbal and written communication to the public.
(4) Protect brand identity by following brand and logo usage guidelines.
Page 11 of 12
Trans Canada Trail
Contribution Agreement
Project Code: 106440
(5) Display signage that is provided, recognizing Trans Canada Trail as a funder. This signage should be
placed in a high-traffic area or at the construction site.
(6) Collaborate with TCT throughout the term of this Agreement to support marketing and content
materials such as blogs, newsletters and other engagement programs that help to demonstrate our
work together in the Province/Territory.
(7) Refrain from fundraising from national corporations who may have already given to TCT. TCT will, in
turn, refrain from fundraising from local and provincial branches of similar national corporations. If
there are questions about who these national corporate donors are, and/or if advice is required to
coordinate a stronger approach to ensure success of your organization.
(8) Participate in donor recognition initiatives, such as thanking donors, when appropriate, thereby
making a tangible connection between donations to TCT and improvements to the Trans Canada Trail.
(9) CT logo, prior
to publication,
(10) Notify TCT in advance of any public events related to the Project, and provide an opportunity for TCT
representation and recognition at the event. Demonstrating tangible recognition of local donors who
have contributed to the success of the Project, including notifying TCT, will reflect positively on the
Recipient and will be considered in future funding requests submitted to TCT.
TCT also requires recipients to follow Trans Canada Trail on social media and share its content when
possible, for the duration of the agreement.
Page 12 of 12
/haahb /h b/L\[ w9thw
M&C No.2023-231
Report DateOctober 18, 2023
Meeting DateOctober 30, 2023
Service AreaLegislative Services
HerWorship Mayor Donna Noade ReardonandMembers of Common Council
SUBJECT: tƩƚƦƚƭĻķ ЋЉЋЍ/ƚƒƒƚƓ /ƚǒƓĭźƌ aĻĻƷźƓŭ {ĭŷĻķǒƌĻ
AUTHORIZATION
Primary AuthorCommissioner/Dept. HeadChief Administrative Officer
Jonathan TaylorMelanie TompkinsBrent McGovern
RECOMMENDATION
That the attached 2024Common Council meeting schedule be approved.
REPORT
The draft 2024Council meeting schedule has been
approval.
regular meetings of Council are scheduled bi-
weeklyon Monday eveningsbeginning at 6:00 p.m. and are immediately preceded by a
Committee of the Wholemeeting.Additionalmeetings of Council and/or Committee of
the Wholemayalso be scheduledon the alternate Monday evening,when necessary,at
the direction of the Chief Administrative Officer.
In addition, Council is permitted to scheduleaspecial or emergency meeting on any date
to deal with urgent matters.
As inprevious years, the reduction of 1 Council meeting in the month of Augustis
proposed to facilitate vacation time for Council members and senior staff. It is further
recommended thatCommittee meetings not be scheduled during this period.
PREVIOUS RESOLUTION
n/a
STRATEGIC ALIGNMENT
n/a
INPUT FROM OTHER SERVICE AREASAND STAKEHOLDERS
Staff from Growth and Community Services were consulted to co-ordinate public
hearing dates.
ATTACHMENTS
Proposed 2024 Common Council Meeting Schedule
PROPOSED 2024 COMMON COUNCIL MEETING SCHEDULE
nd
Regular Council meetings commence at 6:00 pm in the Council Chamber, 2Floor, City Hall.
nd
Committee of the Whole meetings commence at 4:30 pm in the 2Floor Boardroom of City Hall
January 2, 2024 (Tuesday) No meeting
January 8, 2024 REGULAR MEETING Public Hearing
January 15,2024 No meeting scheduled only if required
January 22, 2024 REGULAR MEETING
January 29, 2024 No meeting scheduled only if required
February 5, 2024 REGULAR MEETING Public Hearing
February 12, 2024 No meeting scheduled only if required
February 20, 2024 (Tuesday) REGULAR MEETING
February 26, 2024 No meeting scheduled only if required
March 4, 2024 REGULAR MEETING Public Hearing
March 11, 2024 No meeting scheduled only if required
March 18, 2024 REGULAR MEETING
March 25, 2024 No meeting scheduled only if required
April 2, 2024 (Tuesday) REGULAR MEETING Public Hearing
April 8, 2024 No meeting scheduled only if required
April 15, 2024 REGULAR MEETING
April 22, 2024 No meeting scheduled only if required
April 29, 2024 REGULAR MEETING
May 6, 2024 No meeting scheduled only if required
May 13, 2024 REGULAR MEETING Public Hearing
May 21. 2024 (Tuesday) No meeting scheduled only if required
May 27, 2024 REGULAR MEETING
June 3, 2024 No meeting scheduled only if required
June 10, 2024 REGULAR MEETING Public Hearing
June 17, 2024 No meeting scheduled only if required
June 24, 2024 REGULAR MEETING
July 2, 2024 (Tuesday) No meeting scheduled only if required
July 8, 2024 REGULAR MEETING Public Hearing
July 15, 2024 No meeting scheduled only if required
July 22, 2024 REGULAR MEETING
July 29, 2024 No meeting scheduled only if required
August 6, 2024 (Tuesday) No meeting scheduled only if required
August 12, 2024 No meeting scheduled only if required
August 19, 2024 REGULAR MEETING Public Hearing
August 26, 2024 No meeting scheduled only if required
September 3, 2024 (Tuesday) REGULAR MEETING Public Hearing
September 9, 2024 No meeting scheduled only if required
September 16, 2024 REGULAR MEETING
September 23, 2024 No meeting scheduled only if required
October 1, 2024 (Tuesday) REGULAR MEETING Public Hearing
October 7, 2024 No meeting scheduled only if required
October 15, 2024 (Tuesday) REGULAR MEETING
October 21, 2024 No meeting scheduled only if required
October 28, 2024 REGULAR MEETING
November 4, 2024 No meeting scheduled only if required
November 12, 2024 (Tuesday) REGULAR MEETING Public Hearing
November 18, 2024 No meeting scheduled only if required
November 25, 2024 REGULAR MEETING
December 2, 2024 No meeting scheduled only if required
December 9, 2024 REGULAR MEETING Public Hearing
December 16, 2024 No meeting scheduled only if required
December 23, 2024 No meeting
December 30, 2024 No meeting
** The Procedural By-law provides for Council and/or Committee of the Whole meetings to be
scheduled, as required, on the alternate Monday of the regularly scheduled Council meeting.
/h b/L\[ w9thw
M&C No.2023-234
Report Date October 26, 2023
Meeting Date October 30, 2023
Service Area Growth and Community Services
Her Worship Mayor Donna Noade Reardon and Members of Common Council
SUBJECT: Assent to Money-in-lieu of Land for Public Purposes Colonial Acres Subdivision
(Phase 2) (PID 00024315)
OPEN OR CLOSED SESSION
This matter is to be discussed in open session of Common Council.
AUTHORIZATION
Primary AuthorCommissioner(Acting)Chief Administrative Officer
Thomas LewallenAmy PoffenrothJ. Brent McGovern
RECOMMENDATION
That Common Council assent to money-in-lieu of Land for Public Purposes for the proposed
ColonialAcres Subdivision (Phase 2) (PID 00024315)on Tamika Lane.
EXECUTIVE SUMMARY
The applicant is seekingtocreate two parcels from an existingparcel of land approximately
65,632m² located along Tamika Lane.Assent to money-in-lieu of Land for Public Purposes is
required.
REPORT
The applicantis seeking to subdivide the parcel of land in order to create two residential lots.
The City of Saint John typically takes money-in-lieu of Land for Public Purposes, as opposed to
land dedication,unless the land acquisition would support specific projects outlined in PlaySJ
and the development of identifiedactive transportation corridors.
STRATEGIC ALIGNMENT
yof Growand Perform.
-2-
SERVICE AND FINANCIAL OUTCOMES
Money-in-Lieu requirements are calculated based on the assessed value of the land prior to its
development. The funds collected are placed in a trust account in accordance with the
Community Planning Act. These funds are dispersed through a grant program that supports the
enhancement of existing parks and recreation services.
INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS
and Parks and Public Spaces Service Areas.
ATTACHMENT
Tentative Plan of Subdivision
COMMON COUNCIL REPORT
M&C No.2023-229
Report DateOctober 24, 2023
Meeting DateOctober 30, 2023
Service AreaPublic Works and
Transportation Services
HerWorship Mayor Donna Noade ReardonandMembers of Common Council
SUBJECT: Active Transportation Fund (ATF) Grant Amending Agreements
AUTHORIZATION
Primary AuthorCommissioner/Dept. HeadChief Administrative Officer
Jill DeMerchantJ. Brent McGovern
MichaelHugenholtz
RECOMMENDATION
It is recommended thatthe City enter into Amending Agreements with His
Majesty the King in Right of Canada (Minister of Housing, Infrastructure and
Communities) for the following projects: 1) Identification, Design Features, and
Prioritization of Needed Crosswalks Crossing Arterial and Collector Streets; 2)
Sidewalk Infill Strategy Completion; and 3) Preliminary Road Safety Public
Education Plan; and that the Mayor and Clerk be authorized to execute the said
Amending Agreements and any documents ancillary thereto.
EXECUTIVE SUMMARY
The purpose of this report is to recommend thatCommon Councilauthorize the
execution of thethreeActive Transportation Fund Amending Agreements. The
sole purpose of the Amending Agreements is to extend the term of agreement for
each of the three projects.
PREVIOUS RESOLUTION
August 8, 2022: M&C2022-253 -RESOLVED that the City enter into the three
Active Transportation Fund Agreements with the Federal Government to secure
the funding.
REPORT
The three Grant Agreements provide the City of Saint John financial support to
complete three projects that were specifically identified within or inspired by
MoveSJ
- 2 -
In August 2023, the Federal Government reached out to City Staff with an offer of
an extension of the term of agreement, which would allow
additional time to produce a better quality deliverable. The extension was granted
by the Federal Government and the new Agreement End Date was identified as
March 31, 2026. Although the term of agreement was extended until 2026, the
intent is to finalize the project by the end of 2023.
STRATEGIC ALIGNMENT
The
SERVICE AND FINANCIAL OUTCOMES
The City of Saint John will receive a total grant up to $150,000 toward the planning
and design phases of the three projects. There is no City funding expected to be
required for these projects and no City funding is required to satisfy the terms of
the agreement with the Federal Government.
INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS
The Active Transportation (ATF) Amending Agreements have been reviewed by
ATTACHMENTS
1. ATF-Amending Agreement - Preliminary Road Safety Public Education Plan
2. ATF-Amending Agreement - Identification, Design Features, and Prioritization
of Needed Crosswalks Crossing Arterial and Collector Streets
3. ATF-Amending Agreement - Sidewalk Infill Strategy Completion
CANADA CITY OF SAINT JOHN
PERMANENT PUBLIC TRANSIT PROGRAM ACTIVE TRANSPORTATION FUND
AMENDING AGREEMENT NO. 1 FOR IDENTIFICATION, DESIGN FEATURES, AND
PRIORITIZATION OF NEEDED CROSSWALKS CROSSING ARTERIAL AND COLLECTOR
STREETS
BETWEEN: HIS MAJESTY THE KING IN RIGHT OF CANADA, as represented by
the Minister of Infrastructure and Communities, hereinafter
referred to as the Minister of Housing, Infrastructure and
AND: CITY OF SAINT JOHN, a body corporate by the Royal Charter of
1785, confirmed and amended by Acts of the Legislature of the
Province of New Brunswick
I
RECITALS
WHEREAS the Active Transportation Fund is the first federal fund to target active
transportation. It is making $400 million in federal funding available over five years to
support a modal shift away from cars and toward active transportation, in support of
Active Transportation Strategy;
WHEREAS the Minister of Housing, Infrastructure and Communities is responsible for
the Permanent Public Transit Program
and wishes to provide financial support to the City of Saint John under this Agreement;
WHEREAS the Recipient is a Municipality which is eligible under the Program and has
submitted to Canada an application dated March 16, 2022, which successfully met the
selection criteria and qualifies for funding under the Program;
WHEREAS the Recipient is responsible for carrying out the Project and Canada wishes to
provide financial support for the Project and its objectives;
WHEREAS Canada provided a letter dated June 28, 2022 to the City of Saint John
indicating an approval-in-principle of funding of the project proposal enabling the City of
Saint John to begin undertaking project activities eligible for funding and subject to
finalizing a grant agreement with Canada;
WHEREAS The Parties entered into an Agreement dated December 29, 2022;
WHEREAS The Parties wish to amend the Agreement to the City of Saint John to continue
Project activities eligible for funding after September 30, 2023 until the Agreement End
Date identified in Amending Agreement No. 1;
NOW THEREFORE, the Parties hereby agree as follows:
Page 1 of 3
1. AMENDMENTS TO THE GRANT AGREEMENT
1.1. Section 1 (INTERPRETATION) Paragraph 1.1 (DEFINITIONS):
Replace:
means September 30, 2023.
With:
means March 31, 2026.
1.2. Section 9 (INTELLECTUAL PROPERTY) Paragraph d):
Replace:
Canada has the right to film or photograph the Recipient, its officers,
servants, employees, or agents during visits, activities, and events for the
purpose of promoting the Program. The Recipient further agrees that
Canada can use or publish any such film or photograph internally or
externally, in whole or in part, in any form and by any medium for the
.
With:
Privacy Act and relevant privacy
regulations, may film or photograph the Recipient, its officers, servants,
employees, or agents during visits, activities, and events for the purpose
of promoting the Program. The Recipient further agrees that Canada, in
compliance with the Privacy Act, can use or publish any such film or
photograph internally or externally, in whole or in part, in any form and
.
2. EFFECT OF AMENDMENTS
2.1 All capitalized terms not otherwise defined herein have the meaning ascribed
to them in the Agreement.
2.2 Except for the amendments provided for in this Amending Agreement No. 1,
the obligations, covenants, and terms and conditions set forth in the
Agreement will continue to remain in full force and effect.
2.3 This Amending Agreement No. 1 may be executed and delivered in
counterparts, (including by electronic signature, facsimile or other means of
electronic transmission, such as by electronic mail in
same effect as if all Parties had signed and delivered the same document,
and all counterparts will together, when attached, constitute one and the
same original Amending Agreement No. 1 and will form part of the
Agreement.
2.4 This Amending Agreement No. 1 shall be effective as of the date this
agreement is signed by the last Party.
Page 2 of 3
3. SIGNATURES
This Amending Agreement No. 1 has been executed on behalf of His Majesty the
King in right of Canada by the Minister of Housing, Infrastructure and
Communities, and on behalf of the City of Saint John by the Mayor and City
Clerk.
HIS MAJESTY THE KING IN RIGHT OF CITY OF SAINT JOHN
CANADA
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Per: Marie-Pier Nassif, Senior Director Per: Donna Noade Reardon
Active Transportation and Zero Emission Mayor
Buses, Infrastructure Canada
Date Date
Per: Jonathan Taylor
City Clerk
Date
Page 3 of 3
CANADA CITY OF SAINT JOHN
PERMANENT PUBLIC TRANSIT PROGRAM ACTIVE TRANSPORTATION FUND
AMENDING AGREEMENT NO. 1 FOR PRELIMINARY ROAD SAFETY PUBLIC EDUCATION
PLAN
BETWEEN: HIS MAJESTY THE KING IN RIGHT OF CANADA, as represented by
the Minister of Infrastructure and Communities, hereinafter
referred to as the Minister of Housing, Infrastructure and
AND: THE CITY OF SAINT JOHN, a body corporate by the Royal Charter
of 1785, confirmed and amended by Acts of the Legislature of the
Province of New Brunswick
I
RECITALS
WHEREAS the Active Transportation Fund is the first federal fund to target active
transportation. It is making $400 million in federal funding available over five years to
support a modal shift away from cars and toward active transportation, in support of
s National Active Transportation Strategy;
WHEREAS the Minister of Housing, Infrastructure and Communities is responsible for
the Permanent Public Transit Program
and wishes to provide financial support to the City of Saint John under this Agreement;
WHEREAS the Recipient is a Municipality which is eligible under the Program and has
submitted to Canada an application dated March 31, 2022, which successfully met the
selection criteria and qualifies for funding under the Program;
WHEREAS the Recipient is responsible for carrying out the Project and Canada wishes to
provide financial support for the Project and its objectives;
WHEREAS Canada provided a letter dated June 28, 2022 to the City of Saint John
indicating an approval-in-principle of funding of the project proposal enabling the City of
Saint John to begin undertaking project activities eligible for funding and subject to
finalizing a grant agreement with Canada;
WHEREAS The Parties entered into an Agreement dated December 29, 2022;
WHEREAS The Parties wish to amend the Agreement to the City of Saint John to continue
Project activities eligible for funding after September 30, 2023 until the Agreement End
Date identified in Amending Agreement No. 1;
NOW THEREFORE, the Parties hereby agree as follows:
Page 1 of 3
1. AMENDMENTS TO THE GRANT AGREEMENT
1.1. Section 1 (INTERPRETATION) Paragraph 1.1 (DEFINITIONS):
Replace:
means September 30, 2023.
With:
means March 31, 2026.
1.2. Section 9 (INTELLECTUAL PROPERTY) Paragraph d):
Replace:
Canada has the right to film or photograph the Recipient, its officers,
servants, employees, or agents during visits, activities, and events for the
purpose of promoting the Program. The Recipient further agrees that
Canada can use or publish any such film or photograph internally or
externally, in whole or in part, in any form and by any medium for the
.
With:
Privacy Act and relevant privacy
regulations, may film or photograph the Recipient, its officers, servants,
employees, or agents during visits, activities, and events for the purpose
of promoting the Program. The Recipient further agrees that Canada, in
compliance with the Privacy Act, can use or publish any such film or
photograph internally or externally, in whole or in part, in any form and
.
2. EFFECT OF AMENDMENTS
2.1 All capitalized terms not otherwise defined herein have the meaning ascribed
to them in the Agreement.
2.2 Except for the amendments provided for in this Amending Agreement No. 1,
the obligations, covenants, and terms and conditions set forth in the
Agreement will continue to remain in full force and effect.
2.3 This Amending Agreement No. 1 may be executed and delivered in
counterparts, (including by electronic signature, facsimile or other means of
same effect as if all Parties had signed and delivered the same document,
and all counterparts will together, when attached, constitute one and the
same original Amending Agreement No. 1 and will form part of the
Agreement.
2.4 This Amending Agreement No. 1 shall be effective as of the date this
agreement is signed by the last Party.
Page 2 of 3
3. SIGNATURES
This Amending Agreement No. 1 has been executed on behalf of His Majesty the
King in right of Canada by the Minister of Housing, Infrastructure and
Communities, and on behalf of the City of Saint John by the Mayor and City
Clerk.
HIS MAJESTY THE KING IN RIGHT OF CITY OF SAINT JOHN
CANADA
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Per: Marie-Pier Nassif, Senior Director Per: Donna Noade Reardon
Active Transportation and Zero Emission Mayor
Buses, Infrastructure Canada
Date Date
Per: Jonathan Taylor
City Clerk
Date
Page 3 of 3
CANADA CITY OF SAINT JOHN
PERMANENT PUBLIC TRANSIT PROGRAM ACTIVE TRANSPORTATION FUND
AMENDING AGREEMENT NO. 1 FOR SIDEWALK INFILL STRATEGY COMPLETION
BETWEEN: HIS MAJESTY THE KING IN RIGHT OF CANADA, as represented by
the Minister of Infrastructure and Communities, hereinafter
referred to as the Minister of Housing, Infrastructure and
AND: THE CITY OF SAINT JOHN, a body corporate by the Royal Charter
of 1785, confirmed and amended by Acts of the Legislature of the
Province of New Brunswick
I
RECITALS
WHEREAS the Active Transportation Fund is the first federal fund to target active
transportation. It is making $400 million in federal funding available over five years to
support a modal shift away from cars and toward active transportation, in support of
s National Active Transportation Strategy;
WHEREAS the Minister of Housing, Infrastructure and Communities is responsible for
the Permanent Public Transit Program
and wishes to provide financial support to the City of Saint John under this Agreement;
WHEREAS the Recipient is a Municipality which is eligible under the Program and has
submitted to Canada an application dated March 22, 2022, which successfully met the
selection criteria and qualifies for funding under the Program;
WHEREAS the Recipient is responsible for carrying out the Project and Canada wishes to
provide financial support for the Project and its objectives;
WHEREAS Canada provided a letter dated June 28, 2022 to the City of Saint John
indicating an approval-in-principle of funding of the project proposal enabling the City of
Saint John to begin undertaking project activities eligible for funding and subject to
finalizing a grant agreement with Canada;
WHEREAS The Parties entered into an Agreement dated December 29, 2022;
WHEREAS The Parties wish to amend the Agreement to the City of Saint John to continue
Project activities eligible for funding after September 30, 2023 until the Agreement End
Date identified in Amending Agreement No. 1;
NOW THEREFORE, the Parties hereby agree as follows:
Page 1 of 3
1. AMENDMENTS TO THE GRANT AGREEMENT
1.1. Section 1 (INTERPRETATION) Paragraph 1.1 (DEFINITIONS):
Replace:
means September 30, 2023.
With:
means March 31, 2026.
1.2. Section 9 (INTELLECTUAL PROPERTY) Paragraph d):
Replace:
Canada has the right to film or photograph the Recipient, its officers,
servants, employees, or agents during visits, activities, and events for the
purpose of promoting the Program. The Recipient further agrees that
Canada can use or publish any such film or photograph internally or
externally, in whole or in part, in any form and by any medium for the
.
With:
Privacy Act and relevant privacy
regulations, may film or photograph the Recipient, its officers, servants,
employees, or agents during visits, activities, and events for the purpose
of promoting the Program. The Recipient further agrees that Canada, in
compliance with the Privacy Act, can use or publish any such film or
photograph internally or externally, in whole or in part, in any form and
.
2. EFFECT OF AMENDMENTS
2.1 All capitalized terms not otherwise defined herein have the meaning ascribed
to them in the Agreement.
2.2 Except for the amendments provided for in this Amending Agreement No. 1,
the obligations, covenants, and terms and conditions set forth in the
Agreement will continue to remain in full force and effect.
2.3 This Amending Agreement No. 1 may be executed and delivered in
counterparts, (including by electronic signature, facsimile or other means of
same effect as if all Parties had signed and delivered the same document,
and all counterparts will together, when attached, constitute one and the
same original Amending Agreement No. 1 and will form part of the
Agreement.
2.4 This Amending Agreement No. 1 shall be effective as of the date this
agreement is signed by the last Party.
Page 2 of 3
3. SIGNATURES
This Amending Agreement No. 1 has been executed on behalf of His Majesty the
King in right of Canada by the Minister of Housing, Infrastructure and
Communities, and on behalf of the City of Saint John by the Mayor and City
Clerk.
HIS MAJESTY THE KING IN RIGHT OF CITY OF SAINT JOHN
CANADA
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Per: Marie-Pier Nassif, Senior Director Per: Donna Noade Reardon
Active Transportation and Zero Emission Mayor
Buses, Infrastructure Canada
Date Date
Per: Jonathan Taylor
City Clerk
Date
Page 3 of 3
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M&C No.
2023-237
Report DateOctober 17, 2023
Meeting DateOctober 30, 2023
Service AreaCorporate Services
HerWorship MayorDonna Noade ReardonandMembers of Common Council
SUBJECT: Business Improvement Area 2024Budget
OPEN OR CLOSED SESSION
This matter is to be discussed in open session of Common Council.
AUTHORIZATION
Primary AuthorCommissioner/Dept. HeadCAO
Jonathan TaylorMelanie TompkinsBrent McGovern
RECOMMENDATION
1)That Common Council signal its intention to approvethe 2024Business
Improvement Area budget submitted by Uptown Saint John Inc.
2)Thatthe City Clerk be directed to prepare the requirednewspaper notice,
pers.6(2) of the Business Improvement Areas Act.
EXECUTIVE SUMMARY
the2024Business
Improvement Area Budget for consideration. The proposed2024levy
ratewould remain the same as in previous years at 16 cents for each one hundred
dollars of assessed value on non-residential property within the area.
Common Council must first approve the BIA budget andsubsequentlyamend the
BIA Levy By-Law to set thelevy ratefor the year 2024.
REPORT
A Business Improvement Area BIA is a definedgeographic area within a
municipalitywherebusinesses and commercial property owners jointhrough a
formal association toorganize, finance, and carry out physical improvements and
promote economic development in thearea.
Businesses within the BIA boundaries become membersand must pay alevy along
with their property taxes. This arrangement provides a secure source of funding
for BIA activities.
- 2 -
In 1984, Common Council established the City of Saint John BIA in the Uptown
region through the adoption of the Business Improvement Areas By-Law and the
Business Improvement Levy By-Law.
The BIA By-Law identifies the specific properties located within the BIA boundary,
whereas the BIA Levy By-Law establishes the levy rate needed to implement the
annual BIA budget. In Saint John, the levy rate has remained at 16 cents for each
one hundred dollars of assessed value since 2006.
Board of Directors and membership at the Annual Budget meeting held on
th
October 12, 2023. The proposed levy rate for 2024 would remain at 16 cents for
each one hundred dollars of assessed value on non-residential property within the
BIA.
Uptown Saint John Inc. is responsible for administering the funds collected from
the BIA levy, which it uses towards marketing, promotion, advocacy,
beautification initiatives, and other development activities aimed at stimulating
business within the BIA.
The following actions are required to approve the BIA budget and implement the
BIA levy for the year 2024:
Uptown Saint John Inc. prepares a budget of projected expenditures for
the next calendar year and submits it to its Board of Directors and
membership for approval
After receiving approval, the BIA budget is submitted to Common Council
for final approval and an amendment to the BIA Levy By-Law
Council signals its intent to approve the budget and directs the clerk to
publish the required advertising in the local newspaper
Non-residential users within the BIA may submit written objections to the
budget to the clerk
Council approves the budget and amends to BIA Levy By-Law to establish
the 2024 levy rate
The Minister of Local Government approves the By-Law Amendment and
transfers the funds from the levy to Uptown Saint John Inc.
In accordance with the legislation, and s
prepare a newspaper notice with the following information:
intention to approve the BIA budget
The extent of the levy needed to implement the budget
The timeframe during which written objections may be submitted
Importantly, non-residential users within the BIA are permitted to submit written
objections to the proposed budget to the city clerk within fifteen days
after the second and final notice has been published in the newspaper.
- 3 -
If written objections are submitted by one-third or more of all non-residential
users within the BIA, or by non-residential users who would together be liable to
pay one-third or more of the amount raised by the BIA levy, the budget cannot be
approved by Council.
It is recommended that Common Council direct the city clerk to prepare the BIA
notice to be published in the local newspaper for the weeks beginning on October
th
30th and November 6.
Council may approve the BIA budget and give first and second reading to the BIA
th
Levy By-Law at the November 27Council meeting. The third and final By-Law
th
reading will be scheduled for the December 11Council meeting.
INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS
Finance Department and Uptown SJ Inc. were consulted in the
preparation of this report.
ATTACHMENTS
Letter to Council from Uptown SJ Inc. with 2024 Business Improvement
Area Association Budget
Business Improvement Area By-law
Business Improvement Levy By-law
COMMON COUNCILREPORT
M&C No.2023-235
Report DateOctober 24, 2023
Meeting DateOctober 30, 2023
Service AreaGrowth and Community
Services
Her Worship Mayor Donna Noade Reardon and Members of Common Council
SUBJECT: Community Arts Board Funding Fall/Winter 2023
AUTHORIZATION
Primary AuthorCommissioner(Acting)Chief Administrative Officer
Kate WilcottAmy Poffenroth J. Brent McGovern
RECOMMENDATION
The Chief Administrative Officer sfdpnnfoet;
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EXECUTIVE SUMMARY
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- 2 -
PREVIOUS RESOLUTION
N/A
REPORT
As described in the City of Saint John Arts and Culture Policy, adopted by
Common Council on September 26, 2005, the arts make a substantial
contribution to the quality of life and vitality of our community. The City of
Saint John believes that one of the most effective means of facilitating the
development of arts and culture in Saint John is to provide funding support to
non-profits arts and/or cultural organizations serving our community. In this
way, arts and culture organizations are encouraged to establish themselves,
enhance their services, and provide their programming to the community.
Accordingly, the City, through the Saint John Community Arts Board has
implemented the Community Arts Funding Program. This program is designed
to provide project support for non-profit organizations or groups wishing to
offer quality arts activities in any discipline of the creative arts within the City of
Saint John.
The Community Arts Funding Program is administered by the Saint john
Community Arts Board on behalf of the City of Saint John. The Program
provides financial support in two categories:
Project/Activity Funding Arts-related projects, activities,
events, or initiatives (including a series of activities or events)
that are primarily participatory, actively engage the public, are
educational in nature, or that develop the arts in the
community.
Arts Festival Funding Preparation and presentation of one-
day or multi-day arts festivals, major arts events, or arts
celebrations.
The Arts Board is pleased to fund the following projects and festivals for the
2023 Fall / Winter Small Grants:
1. Saint John Jewish Historical Museum $3050
The Saint John Jewish Historical Museum will create an artist-in-resident
partnership with Roslyn Harrush. This will include periods of study,
- 3 -
studio on the upper floor of the Saint John Jewish Historical Museum
which will be open for visitors to the Museum. Roslyn will offer classes
for small groups to teach painting and drawing on a simple theme from
the natural world and the basics of printmaking. The residency will
culminate with an exhibition and sale of original works and prints by
Roslyn Harrush in 2024.
2. Uptown Saint John $2050
A free public event that provides celebration of the season including
food, music, and entertainment. Local business will provide unique
offerings, and Uptown Saint John will provide trolley rides, fire pits, live
music, and ice carving.
3. Indo-Canadian Society of Saint John $3550
-Festival of Lights"
Diwali is one of the biggest and most important festivals in India. The
festival symbolizes the inner light that protects from spiritual darkness.
Indo-Canadian Society of Saint John have been celebrating Diwali Utsav
"Festival of Lights" for last few years in Saint John and this event
welcomes people to celebrate culture in Saint John.
4. Stone Church/Waterloo Village Neighborhood Association $3050
-
The organization offers a drop-in program 3 times a week. These drop ins
are open to anyone in the community free of charge, but primarily caters
to low income and homeless people. The participants have requested an
art component as part of the drop in. The two organizations have
developed this component, and will hire an artist to lead workshops in
visual art.
5. Third Space $1300
Grass/Roots
Grass/Roots is a presentation-based project composed of 4 artist talks
taking place in Uptown Saint John in January and February 2024. The aim
for these talks is to gather 4 local artists (preferably feminine presenting)
to speak about their artistic practice and how their community helped
them grow into the artist they are today. The purpose behind promoting
4 local established artists is to highlight how everyone's artistic
upbringing can vary, especially in small maritime corners, and how they
have created a body of work that thrives beyond today's world of white-
wall galleries and commercial exhibitions.
- 4 -
6.Saint John Music Communities Inc. $1590
SJ Rock Camp Alumni Residency Program is a project by Saint John Music
Communities to encourage musicianship and community building in the
Saint John music scene. This project will admit 8 participants to form new
bands (2 bands total), have weekly band practices at InterAction School
of Performing Arts, create new music over the course of 6 weeks, and
perform their sets at Haven Music Hall on March 2, 2024. Saint John
Music Communities (SJMC) is a non-profit dedicated to the musical
education and empowerment of girls, trans youth, and nonbinary youth.
7. Ampersand Collaborations Perluète $1550
- La Pénombre
This intergenerational mentorship program brings together four
generations of a variety of identity constructs to create a network of care
and compassion. They nurture relationships between youth of priority
neighbourhoods, university students, community champions of lived
experience, and indigenous elders, which culminates in a free public
community gathering ft. sacred fire and talking circle.
8. Symphony New Brunswick $3550
Symphony New Brunswick \[SNB\] will host a collaboration between the
Saint John String Quartet \[SJSQ\], the Lorenzo Society, and the University
of New Brunswick \[Saint John Campus\] for an ensemble residency on
campus. This will include three Concerts on the Lorenzo Society Series,
collaborations with other artists (authors), a collaboration with Heartbeat
Choir, and a masterclass for local young musicians.
9. Commission de la Bibliothèque Le Cormoran $2050
The following submission provides opportunities for the community to
participate in activities and meetings with New Brunswick francophone
authors; including at least one from the Saint John Area.
« Salon du Livre de Saint-Jean 2023 »
L'activité littéraire appuyée par cette subvention donne l'opportunité aux
citoyens de rencontrer des auteurs francophones et d'acheter des livres
neufs en français. Il y aura des rencontres d'auteur pour les classes et
pour le public ainsi qu'une soirée de poésie. La majorité des auteurs que
nous recevons sont du Nouveau-Brunswick, incluant au moins un de Saint
Jean.
- 5 -
STRATEGIC ALIGNMENT
Grow
Aligning with the principles of smart growth, PlanSJ, and Arts and Culture
Policy
Belong
Enhance the quality of life, recreation, arts, and culture opportunities,
and social well-being in a safe place to live.
Perform
Plans, policies, procedures, and best practices.
SERVICE AND FINANCIAL OUTCOMES
The 2023 General Fund Operating Budget included a $70,000 budget for the
Saint John Community Arts Board, with $40,000 allotted for the Small Grant
Funding Program. $18,260 was awarded in the 2023 Spring / Summer round.
With the awarding of this round of funding the total envelope for Small Grant
Funding would be dispersed.
INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS
Nominating Committee and
Coordinator acts as the Program Officer for the Small Grants Funding Program
but does not vote
Grants Committee.!
ATTACHMENTS
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MEMORANDUM
rd
October232023
MayorDonnaNoadeReardonandMembersofCouncil
City of Saint John
YourWorshipandCouncillors,
Re:2023SaintJohnCommunityArtsFundingProgram(2023)
AregularmeengoftheSaintJohnCommunityArtsSmall
rd
GrantsJurywasheldonMondayOctober23,2023,todecidethe
2023 Community Arts Funding (Fall/Winter) grant recipients.
Chair/President
LauraOland
ViceChair/Vice-president
The Saint John Community Arts Board Jury approved the grant
AndreaKikuchi
amounts to be awarded to each organizaon or group as per the
nd
2Vice Chair
atached list,totalling $21,740. Such funding will be covered under the
Guylaine Cyr
2023 Saint John Community Arts Funding Program, from the $70,000
Suping Shi
budgetallocatedbyCommonCouncilfortheprograms.Thisis
MostafaAboelneil
further to the Spring/Summer round of grants that took place earlier
CouncillorPaulaRadwan
this year.
DanielRito
ChristopherMcFarlane
During this round of grants, the board received 9 project and fesval
Dahlia Das
WenmeiLi
submissions.Thesuccessfulapplicaonsrepresentourdiverse artsand
AnnMowat
cultural community and will add to the growth, prosperity, and
SarahHarris
vibrancy of the city.
EmmanuelleProud-Thomson
ArtsandCultureCoordinator
TheCommunityArtsBoardrecommendsthattheSaintJohnCommon
KateWilcot
Finance to issue cheques to be distributed to the grant recipients at
Address
the forthcoming presentaon.
P.O.Box/C.P.1971
SaintJohnNB/N-BE2L4L1
Respecullysubmited,
Tel:506-658-4455
artsandculture@saintjohn.ca
*LogobasedonCityHall
LauraOland,
Sculpture
Chair
byClaudeRousselCM,ONB,RCA
SaintJohnCommunityArtsBoard
Atached:ProjectDescriptions2023FallWinterSmallGrants
PROCLAMATION
WHEREAS:dyslexia is a lifelong neurodevelopment disorder that
impedes the ability to use skills such as reading, spelling and
speaking, and dyslexia can affect children, youth and adults
from all ethnic, social and economic backgrounds; and
WHEREAS:dyslexia and other learning disabilities, if not identified, may
increase the risk that a person without the appropriate
supportswill experience educational, mental health and
employment challenges; and
WHEREAS:with proper diagnosis, instruction and support, individuals
with dyslexia can gain full and meaningful access to
education, community and the workforce; and
WHEREAS:the government of New Brunswick promotes an inclusive
education system in which students with disabilities and
diverse abilities are fully participating members of a
community of learners, and in which all students are entitled
to equitableaccess to learning, opportunities for achievement
and the pursuit of excellence in all aspects of their
educational programs; and
WHEREAS:Dyslexia Awareness Month is an opportunity to raise
awareness of dyslexia and show support for people with
dyslexia.
NOW THEREFORE: I,Mayor Donna Noade Reardon, of Saint Johndo hereby
proclaim themonth of October 2023as Dyslexia Awareness Monthin The City of
Saint John.
In witness whereof I have set my hand and affixed the official seal of the Mayor
of the City of Saint John.
PROPOSED MUNICIPAL PLAN AMENDMENT
RE: 1440 LOCH LOMOND ROAD
Public Notice is hereby given that the Common Council of The City of Saint John intends to
consider an amendment to the Municipal Development Plan that would:
1. Redesignate on Schedule A of the Municipal Development Plan, land having an
approximate area of 3.68 hectares, located at 1440 Loch Lomond Road, also identified
as PID 55094981, from Urban Reserve to Stable Area, as illustrated below;
2. Redesignate on Schedule B of the Municipal Development Plan, land having an
approximate area of 3.68 hectares, located at 1440 Loch Lomond Road, also identified
as PID 55094981, from Urban Reserve to Stable Residential, as illustrated below.
A public presentation of the proposed amendment will take place at a regular meeting of
Common Council, to be held in the Council Chamber at City Hall on Monday, October 30,
2023.
REASON FOR CHANGE:
To permit a residential development.
Written objections to the proposed amendment may be made to the Council, in care of the
undersigned, by November 29, 2023.
Enquiries may be made at the office of the Common Clerk or Growth & Community Services,
City Hall, 15 Market Square, Saint John, N.B. between the hours of 8:30 a.m. and 6:00 p.m.,
Monday through Thursday, inclusive, holidays excepted.
Jonathan Taylor, Common Clerk
(506) 658-2862
PROJET DE MODIFICATION DU PLAN MUNICIPAL
OBJET : 1440, RUE LOCH LOMOND
Par les présentes, un avis public est donné par lequel le conseil communal de ville de Saint
1, la désignation
3,68 hectares, située au 1440, rue Loch Lomond,
également identifié comme NID 55094981, qui passera de réserve urbaine à
secteur stable, comme illustré ci-dessous;
2. r la désignation
3,68 hectares, situé au 1440, rue Loch Lomond,
également identifié comme NID 55094981, qui passera de réserve urbaine à
secteur résidentiel stable, comme illustré ci-dessous.
lundi 30 octobre
2023.
RAISON DE LA MODIFICATION:
Pour permettre un développement résidentiel.
Les objections écrites à la modification proposée peuvent être présentées au Conseil, aux soins
29 novembre 2023.
Les demandes de renseignements peuvent être présentées au bureau du greffier communal ou
aux Services de croissance et de développement communautaire, Hôtel de ville, 15, Market
Square, Saint John (N.-B.), entre 8 h 30 et 18 h 00, du lundi au jeudi, inclusivement, jours fériés
exclus.
Jonathan Taylor, greffier communal
(506) 658-2862
General Application Form
GROWTH & COMMUNITY SERVICES
onestop@saintjohn.ca Phone: 658-2911 Fax: 632-6199 CITY OF SAINT JOHN
2551MpdiMpnpoe11424142
TmpqftjefIpmejohtMue/0FsjlefKpohfsjlAtmpqftjefipmejoht/dpn617.57:.5571
:4Wfztfzspbe-MpxfsLjohtdmfbsOC
KfboboeQbvmbUjqqfuu617.7:7.2787
2551MpdiMpnpoe-TbjouKpioOCF3K2\[8
wbdboumboesftjefoujbmefwfmpqnfou
5
5
5
Sf{pojoh0nvojdjqbmqmbobnfoenfougpsbqpsujpopgQJE11424142
General Collection Statement
I, the undersigned, hereby apply for the permit(s) or approval(s), indicated
above for the work described on plans, submissions and forms herewith
This information is being collected in order for the City of Saint John to deliver an existing
submitted. This application includes all relevant documentation necessary for
program / service; the collection is limited to that which is necessary to deliver the program /
the applied for permit(s) or approval(s). I agree to comply with the plans,
service. Unless required to do so by law, the City of Saint John will not share your personal
specifications and further agree to comply with all relevant City By-laws and
information with any third party without your express consent.
conditions imposed.
FsjlefKpoh
The legal authority for collecting this information is to be found in the Municipalities Act and
_______________________________________________________
the Right to Information and Protection of Privacy Act. For further information or questions
Applicant Name
regarding the collection of personal information, please contact the Access & Privacy Officer:
_______________________________________________________
CityHallBuilding
Applicant Signature
15Market Square Saint
John, NB E2L 1E8
:.28.3134
_______________________________________________________
commonclerk@saintjohn.ca
Date
(506) 658-2862
Existing Site and Land Use:
Re-Zoning Proposal
Residential / Commercial Development
Conceptual Sanitary Demand
GROWTH & COMMUNITY SERVICES
Email:onestop@saintjohn.ca Phone: (506) 658-4455
CITY OF SAINT JOHN
DEVELOPMENTINFORMATION
Mpdi!Mpnpoe!Ftubuft
2551!Mpdi!Mpnpoe!Spbe-!Tbjou!Kpio!OC
Qbvmb!boe!Kfbo!Ujqqfuu!.!Bqqmjdbou!jt!Fsjl!ef!Kpoh
Kfbo!.!617.7:7!2787-!Fsjl!ef!Kpoh!.!617.57:.5571
DCDM!Mjnjufe
Fwbo!Fncsff-!Q/Foh/!ffncsffAdcdm/db-!)617*561.:552
PROJECTINFORMATIONΑDEVELOPMENTUSE:
RESIDENTIALPOPULATIONINFORMATION
3393/6
BUILDINGINFORMATION
Sftjefodf!.!Qsjwbuf!ps!Bqbsunfou
5
7-914327-711!Mqe
Pleasenote:submittedcalculationsaretobecompletedinaccordancewiththeAtlanticCanadaWastewaterGuidelines
SANITARYFLOW(FULLBUILDOUT)PEAKINGFACTOR
21/:
4/:
Pleaseincludepeakingfactorcalculations
TOTALFLOW(L/s)
21/:
MUNICIPALCONNECTIONPOINTPHASINGINFORMATION
22/62303136
22/6703138
32/6230313:
32/6703142
77/1
TOTAL
GeneralCollectionStatement
ThisinformationisbeingcollectedfortheCityofSaintJohntodeliveranexistingprogram/service;thecollectionislimitedtothatwhichisnecessarytodelivertheprogram/service.
Unlessrequiredtodosobylaw,theCityofSaintJohnwillnotshareyourpersonalinformationwithanythirdpartywithoutyourexpressconsent.Thelegalauthorityforcollecting
thisinformationistobefoundintheMunicipalitiesActandtheRighttoInformationandProtectionofPrivacyAct.Forfurtherinformationorquestionsregardingthecollectionof
saintjohn.ca(506)658
personalinformation,pleasecontacttheAccess&PrivacyOfficer:CityHallBuilding,2ndFloor15MarketSquare,SaintJohn,NBE2L1E8,commonclerk@
2862.
RevisedMay2022Page Њ of Ћ
Residential / Commercial Development
Conceptual Sanitary Demand
GROWTH & COMMUNITY SERVICES
Email:onestop@saintjohn.ca Phone: (506) 658-4455
CITY OF SAINT JOHN
DEVELOPERINPUT:
o
o
CITYOFSAINTJOHNOUTPUT:
NOTE:
ENGINEERINGCONSULTANTINFORMATION:
FirmName:DCDM!Mjnjufe
ConsultantName:
Fwbo!Fncsff-!Q/Foh/
ContactNumber:)617*561.:552
EMailAddress:ffncsffAdcdm/db
2101503134
SignatureofApplicant/
Date
EngineeringConsultant
GeneralCollectionStatement
ThisinformationisbeingcollectedfortheCityofSaintJohntodeliveranexistingprogram/service;thecollectionislimitedtothatwhichisnecessarytodelivertheprogram/service.
Unlessrequiredtodosobylaw,theCityofSaintJohnwillnotshareyourpersonalinformationwithanythirdpartywithoutyourexpressconsent.Thelegalauthorityforcollecting
thisinformationistobefoundintheMunicipalitiesActandtheRighttoInformationandProtectionofPrivacyAct.Forfurtherinformationorquestionsregardingthecollectionof
@saintjohn.ca(506)658
personalinformation,pleasecontacttheAccess&PrivacyOfficer:CityHallBuilding,2ndFloor15MarketSquare,SaintJohn,NBE2L1E8,commonclerk
2862.
RevisedMay2022Page Ћ of Ћ
Residential / Commercial Development
Conceptual Water Demand
HSPXUI!'!DPNNVOJUZ!TFSWJDFT
Fnbjm;poftupqAtbjoukpio/db!!Qipof;!)617*!769.5566!
DJUZ!PG!TBJOU!KPIO!
DEVELOPMENTINFORMATION
MpdiMpnpoeFtubuft
2551MpdiMpnpoeSpbe-TbjouKpioOC
QbvmbboeKfboUjqqfuu.BqqmjdboujtFsjlefKpoh
Kfbo.617.7:72787-FsjlefKpoh.617.57:.5571
DCDMMjnjufe
FwboFncsff-Q/Foh/ffncsffAdcdm/db-)617*561.:552
PROJECTINFORMATIONΑDEVELOPMENTUSE:
o
RESIDENTIALPOPULATIONINFORMATION
3393/6
BUILDINGINFORMATION
Sftjefodf!.!Bqbsunfou
5
7-914
Pleasenote:submittedcalculationsaretobecompletedinaccordancewiththeAtlanticCanadaWaterSupplyGuidelines
WATERDEMAND(FULLBUILDOUTΑALLPHASES)FIREHYDRANTFLOWTEST
3/6
3/6
*FireflowtestinghelpsconfirmSJWmodelresults.Iftherehasnot
beenaFireFlowTestcompleted,pleasenotethisontheform.
7/:
7/:
21/5
*PleaseprovidealldemandflowinL/s
FIREDEMAND
MUNICIPALCONNECTIONPOINTPHASINGINFORMATION
222/62/623031362303136
222/62/6703138703138
332/62/6230313:
332/62/6703142
777/17/1
TOTAL
GeneralCollectionStatement
ThisinformationisbeingcollectedfortheCityofSaintJohntodeliveranexistingprogram/service;thecollectionislimitedtothatwhichisnecessarytodelivertheprogram/service.
Unlessrequiredtodosobylaw,theCityofSaintJohnwillnotshareyourpersonalinformationwithanythirdpartywithoutyourexpressconsent.Thelegalauthorityforcollecting
thisinformationistobefoundintheMunicipalitiesActandtheRighttoInformationandProtectionofPrivacyAct.Forfurtherinformationorquestionsregardingthecollectionof
clerk@saintjohn.ca(506)658
personalinformation,pleasecontacttheAccess&PrivacyOfficer:CityHallBuilding,2ndFloor15MarketSquare,SaintJohn,NBE2L1E8,common
2862.
RevisedMay2022Page Њ of Ћ
Residential / Commercial Development
Conceptual Water Demand
HSPXUI!'!DPNNVOJUZ!TFSWJDFT
Fnbjm;poftupqAtbjoukpio/db!!Qipof;!)617*!769.5566!
DJUZ!PG!TBJOU!KPIO!
DEVELOPERINPUT:
p
p
p
CITYOFSAINTJOHNOUTPUT:
NOTE:
ENGINEERINGCONSULTANTINFORMATION:
FirmName:
DCDMMjnjufe
ConsultantName:
FwboFncsff-Q/Foh/
ContactNumber:
)617*561.:552
EMailAddress:
ffncsffAdcdm/db
2101503134
SignatureofApplicant/
Date
EngineeringConsultant
GeneralCollectionStatement
ThisinformationisbeingcollectedfortheCityofSaintJohntodeliveranexistingprogram/service;thecollectionislimitedtothatwhichisnecessarytodelivertheprogram/service.
Unlessrequiredtodosobylaw,theCityofSaintJohnwillnotshareyourpersonalinformationwithanythirdpartywithoutyourexpressconsent.Thelegalauthorityforcollecting
thisinformationistobefoundintheMunicipalitiesActandtheRighttoInformationandProtectionofPrivacyAct.Forfurtherinformationorquestionsregardingthecollectionof
clerk@saintjohn.ca(506)658
personalinformation,pleasecontacttheAccess&PrivacyOfficer:CityHallBuilding,2ndFloor15MarketSquare,SaintJohn,NBE2L1E8,common
2862.
RevisedMay2022Page Ћ of Ћ
Conceptual Sanitary Demand Calculations
Peak Domestic Flow10.9L/s
Conceptual Water Demand Calculations
Average Day Demand2.5L/s
Maximum Day Demand (2.75 x ADD)6.9L/s
Peak hourly Demand (4.13 x ADD)10.4L/s
2!pg!8
3!pg!8
4!pg!8
5!pg!8
6!pg!8
7!pg!8
8!pg!8
2!pg!8
3!pg!8
4!pg!8
5!pg!8
6!pg!8
7!pg!8
8!pg!8
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3!pg!:
4!pg!:
5!pg!:
6!pg!:
7!pg!:
8!pg!:
9!pg!:
:!pg!:
COUNCILREPORT
M&C No.2023-233
Report DateO ctober 24, 2023
Meeting DateOctober 30, 2023
Service AreaPublic Works and
Transportation Services
HerWorship Mayor Donna Noade Reardon andMembers of Council
SUBJECT: Charlotte Street Reimagination Project Traffic and Parking By-law
Amendments
AUTHORIZATION
Primary AuthorCommissioner/Dept. HeadChief Administrative Officer
Jill DeMerchantJ. Brent McGovern
Michael Hugenholtz
RECOMMENDATION
City Staffrecommend Council authorize 1st and 2nd Readings of the Amendments
to the Saint John Traffic By-law, By-law Number MV-10.1,and to the Saint John
Parking By-law, By-law Number LG-8 in the formsattached toM&C 2023-233.
EXECUTIVE SUMMARY
The purpose of this report is torecommend to Council that the Saint John Traffic
and Parking By-laws be amended to remove any existingon-street parking on the
west sideof Charlotte Streetbetween Union Street andBroad Street,and to
changethe direction of traffic flowbetween Duke Street and St. James Street from
two-way traffic flow to one-way trafficflow in the southerly direction. These
changes to the by-laws willallowfor the installationof a southboundbike lane on
the west side of Charlotte Street as part of the Charlotte Street Reimagination
Project.
PREVIOUS RESOLUTION
N/A
REPORT
Council priorities, MoveSJ and the Central Peninsula Secondary Plan have all
identified the need for a more balanced transportation system throughout the
City. Charlotte Street has been specifically identified as a key transportation
corridor connecting the Uptown and South End areas of the central peninsula and
- 2 -
one that should improve access for all users of the transportation infrastructure.
The Charlotte Street Reimagination Project will address this by balancing the
needs of all road users through the following elements:
Bike lanes: as was identified in the Central Peninsula Secondary plan, a
dedicated bike lane will be added along the west side of the street from
Union Street to Broad Street.
On-Street Parking: on-street parking will be permitted on the east side of
the street only. Existing and time limited parking spaces on the west side
of the street between King Square South and Queen Square North will be
removed and the existing alternate side parking between Queen Square
North to Broad Street will be replaced with on-street parking on the east
side of the street only.
Direction of Traffic Flow: the direction of traffic flow between Duke Street
and St. James Street will be changed from two-way traffic flow to one-way
traffic flow in the southerly direction. This will extend the one-way traffic
flow along Charlotte Street from Union Street to St. James Street.
Pedestrian Crossing Enhancements: several pedestrian crossing
enhancements will be included in the reimagination of Charlotte Street,
including curb extensions, raised crosswalks, Rectangular Rapid Flashing
Beacons (RRFB) at identified crosswalks, and Tactile Warning Surface
Indicators (TWSI) at various locations.
The reconstruction work required to complete the transformation will be staged
over the next number of years and will be combined with other planned work to
maximize the use of available resources.
As illuded to above, there will be several impacts to the existing functionality of
the Charlotte Street corridor. The most notable impact will be on the number of
on-street parking spaces that will be available. The proposed changes will result in
a net reduction of approximately 25 on-street parking spaces on Charlotte Street,
with approximately 18 metered spaces being removed between Union Street and
Duke Street, and approximately seven spaces being removed between Duke
Street and Broad Street. The reduction in on-
goal of being a modern, progressive community and supports growth by shifting
the focus to other, more active forms of transportation.
The project will also require the removal of a loading zone on the west side of
Charlotte Street. This loading zone is currently located just south of Princess Street
and will be relocated to the east side of the street. The traffic by-law also
- 3 -
references a second loading zone on the west side of Charlotte Street just north
of Princess Street, however this location is being used for metered parking and no
longer functions as a loading zone. It is recommended that the mention of this
loading zone be removed from the by-law without reinstatement.
Another notable impact will be on the direction of traffic flow of Charlotte Street
between Duke Street and St. James Street, which will be changed from two-way
traffic flow to one-way traffic flow in the southerly direction. This change will
provide consistency with the northern section of Charlotte Street, thus improving
safety for all road users. Two-way traffic will be maintained between St. James
Street and Broad Street to support the development and operation of the new
school.
The first three sections to be improved as part of the Charlotte Street
Reimagination Project are expected to be completed during the 2024 construction
season. These three sections include Charlotte Street between Union Street and
King Square South, Charlotte Street between King Square South and Princess
Street, and Charlotte Street between St. James Street and Broad Street. The
remaining sections between Princess Street and St. James Street will be completed
over the course of the following construction seasons in combination with other
planned work.
City Staff created and hosted a Shape Your City project site for community
engagement on the Charlotte Street Reimagination Project. Project information
was provided, and a survey was available to solicit feedback on the project. There
was a total of 475 visitors to the site and 66 responded to the survey.
Approximately 57% of respondents indicated that the mode of transportation that
they employ the most while traveling in the Uptown is walking, while 40% and 3%
of respondents indicated that driving in a private vehicle and biking were their
most used transportation mode, respectively. When asked whether the reduction
of on-street parking available on Charlotte Street would impact them, 63% of
respondents indicated that they would not be impacted, while 37% indicated that
they would be impacted. When asked whether they would be more likely to take
trips in the Uptown by walking, biking or public transit rather than a private vehicle
once the project is complete, 65% of respondents indicated that they would be
more likely. There was a general theme from respondents that this project will
,
specifically for cyclists and pedestrians. Those respondents who were not
supportive of the project indicated that they are concerned about the loss of on-
- 4 -
street parking. A summary of the results of the Shape Your City project are
attached to this report.
Should Council proceed with first and second readings of the proposed
Amendments to the Saint John Traffic and Parking By-laws, staff would plan to
proceed to tender the first three stages of the overall Charlotte Street
Reimagination Project in late 2023 and early 2024. It is staff intention to come
back to Council for the third reading of the proposed Amendments to the Saint
John Traffic and Parking By-laws once the first construction contract has been
awarded by Council and the successful contractor has mobilized to the site.
STRATEGIC ALIGNMENT
ies for GROW, MOVE, GREEN AND BELONG
as the project includes improvements that will provide a more balanced
transportation corridor and will improve safety and access for all transportation
users on Charlotte Street, including active transportation.
SERVICE AND FINANCIAL OUTCOMES
Adopting this Amendment to the Saint John Traffic By-law will allow for the
extension of a southbound bike lane on the west side of Charlotte Street from
Union Street to Broad Street.
The removal of time limited parking and alternate side on-street parking on the
west side of Charlotte Street will result in the loss of approximately 25 on-street
parking spaces. The Parking Division and Public Works Division were consulted on
these proposed Amendments and no significant objections or concerns were
raised. Time-limited parking restrictions will likely be required to support street
sweeping and snow removal operations.
As communicated with development of MoveSJ, choices between use and
function of City streets need to be made from time to time given the limited width
available. In the case of this section of Charlotte Street, the planned street
upgrades will result in further road narrowing, with associated traffic calming and
asphalt inventory reduction benefits, as well as additional space and
infrastructure made available for cyclists and pedestrians. The trade-off is the loss
of on-street parking spaces. Although indications are the loss of on-street parking
is not expected to be detrimental, associated loss of this opportunity should be
acknowledged and considered with the associated positive trade-off outcomes.
- 5 -
The reductions in on-
Parking Strategy, currently underway.
INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS
Utilities and Infrastructure Services have provided input.
Input from the community through Shape Your City as previously presented in this
report.
The General Counselreviewed the attached Amendments to the Saint
John Traffic and Parking By-laws.
ATTACHMENTS
Shape Your City Survey Summary Report and Project Report
Amendment to the Saint John Traffic By-law, By-law Number MV-10.1
Amendment to the Saint John Parking By-law, By-law Number LG-8
A BY-LAW TO AMEND A BY-LAW
RESPECTING THE TRAFFIC ON STREETS RELATIF À LA CIRCULATION DANS LES
IN THE CITY OF SAINT JOHN, BY-LAW RUES DE THE CITY OF SAINT JOHN,
NUMBER MV-10.1, AND AMENDMENTS ARRÊTÉ NUMÉRO MV-10.1, ET
THERETO MODIFICATIONS AFFÉRENTES
Be it enacted by the Common Council of
The City of Saint John as follows: The City of Saint John a décrété ce qui suit :
A By-law of The City of Saint John entitled
A By-law respecting the Traffic on Streets in The Saint John intitulé « Arrêté relatif à la circulation
City of Saint John, By-law Number MV- and dans les rues de The City of Saint John, Arrêté
th
amendments thereto, enacted on the 7 day of numéro MV-10.1 » et modifications afférentes,
e
October, A.D. 2019, is hereby amended as follows: décrété le 7 2019, est modifié
comme suit :
1. A Parking for Specified 1. A » Stationnement à des
Times 08:00 to 22:00 is amended by deleting the heures précisées 8 h à 22 h est modifié par la
following words under the following headings: suppression des mots suivants sous les titres
suivants :
Street Side Limits Time Rue Côté Limites Durée
Charlotte Both James Street to 15 rue des de la rue James 15
Street a point 12 mins. Charlotte deux à un min
metres south côtés point 12
therefrom mètres plus
loin en
direction sud
2. A-1 Parking for Specified 2. A-1 » Stationnement à des
Times 08:00 to 17:00 is amended by deleting the heures précisées 8 h à 17 h est modifié par la
following words under the following headings: suppression des mots suivants sous les titres
suivants :
Street Side Limits Time Rue Côté Limites Durée
Charlotte St. Both Queen Square 2 hrs. rue des de la place 2 h
North to Charlotte deux Queen Nord à
Vulcan St. côtés la rue Vulcan
Charlotte St.BothPrincess St. to 2 hrsrue des de la rue 2 h
Duke St. Charlotte deux Princess à la
côtés rue Duke
Charlotte St. West Civic No. 201 2 hrs rue ouest adresse 2 h
to Civic No. Charlotte municipale N°
239 201 à
municipale N°
239
Charlotte St. West Union Street to 2 hrs Rue ouest de la rue 2 h
North Market Charlotte Union à la rue
Street North Market
3. A-1 Parking for Specified 3. « A-1 » Stationnement à des
Times 08:00 to 17:00 is amended by adding the heures précisées 8 h à 17 h est modifié par
following words under the following headings:
suivants :
Street Side Limits Time Rue Côté Limites Durée
Charlote St. East Queen Square 2 hrs. rue est de la place 2 h
North to Broad Charlotte Queen Nord à
St. la rue Broad
Charlotte St. Both Broad St. to 2 hrs. rue des de la rue Broad 2 h
Vulcan St. Charlotte deux à la rue Vulcan
côtés
Charlotte St. East Princess St. to 2 hrs. rue est de la rue 2 h
Duke St. Charlotte Princess à la
rue Duke
4. No Parking Anytime is 4. « B » Interdiction de stationner
amended by deleting the following words under the en tout temps est modifié par la suppression des
following headings: mots suivants sous les titres suivants :
Street Side Limits Rue Côté Limites
Charlotte East Duke Street to Broad rue Charlotte est de la rue Duke à la
Street Street rue Broad
Charlotte West North Market Street rue Charlotte ouest de la rue North
Street to King Square Market à la Place
South King Sud
5. B No Parking Anytime is 5. « B » Interdiction de stationner
amended by adding the following words under the en tout temps est modifié par
following headings: suivants sous les titres suivants :
Street Side Limits Rue Côté Limites
Charlotte West Union Street to rue Charlotte ouest de la rue Union à la
Street Broad Street rue Broad
6. D One-Way Streets is 6. D » Rues à sens unique est
amended by deleting the following words under the modifié par la suppression des mots suivants sous
following headings: les titres suivants :
Street Limits Direction Rue Limites Direction
Charlotte Union Street to Southerly rue Charlotte entre les rues sud
Street Duke Street Union et Duke
7. D One-Way Streets is 7. D » Rues à sens unique est
amended by adding the following words under the modifié par des mots suivants sous les
following headings: titres suivants :
Street Limits Direction Rue Limites Direction
Charlotte Union Street to Southerly rue Charlotte entre les rues sud
Street Saint James Union et Saint
Street James
8. E Prohibited Left Turns is 8. E » Interdiction de tourner à
amended by adding the following words under the gauche est modifié
following headings: suivants sous les titres suivants :
Street Direction Turns Rue Direction Virage
Prohibited interdit sur
Harding Easterly Charlotte rue Harding est rue Charlotte
Street Street
9. F Prohibited Right Turns is 9. « F » Interdiction de tourner à
amended by adding the following words under the droite est modifié
following headings: suivants sous les titres suivants :
Street Direction Turns Rue Direction Virage
Prohibited interdit sur
Queen Westerly Charlotte place Queen ouest rue Charlotte
Square Street Nord
North
Saint James Westerly Charlotte rue Saint ouest rue Charlotte
Street Street James
10. G Alternate Side Parking is 10. « G » Stationnement en
amended by deleting the following words under the alternance est modifié par la suppression des mots
following headings: suivants sous les titres suivants :
Street Limits Rue Limites
Charlotte Street Princess Street to Duke rue Charlotte de la rue Princess à la rue
Street Duke
Charlotte Street Queen Square North to end rue Charlotte de la place Queen à son
extrémité
11. G Alternate Side Parking is 11. « G » Stationnement en
amended by adding the following words under the alternance est modifié par des mots
following headings: suivants sous les titres suivants :
Street Limits Rue Limites
Charlotte Street Broad Street to end rue Charlotte de la rue Broad à son
extrémité
12. I No Overnight Parking is 12. « I » Interdiction de stationner
amended by deleting the following words under the la nuit est modifié par la suppression des mots
following headings: suivants sous les titres suivants :
Street Limits Rue Limites
Charlotte Street Entire frontage of Civic No. rue Charlotte devant toute la façade de
239
13. Loading Zones is amended 13. « M » Zones de chargement est
by deleting the following words under the modifié par la suppression des mots suivants sous
following headings: les titres suivants :
Street Side Limits Rue Côté Limites
Charlotte West Commencing at a point rue Charlotte ouest à é
Street 26 metres north of a 26 mètres au nord de
Princess Street and à
extending 9 metres un point situé 9 mètres
Northerly plus loin en direction
nord
Charlotte West Commencing at a point rue Charlotte ouest à é
Street 5.4 metres south of a 5,4 mètres au sud de
Princess Street and à
extending 9.6 metres un point situé 9,6
Southerly mètres plus loin en
direction sud
14. Loading Zones is amended 14. « M » Zones de chargement est
by adding the following words under the following modifié par ladjonction des mots suivants sous les
headings: titres suivants :
Street Side Limits Rue Côté Limites
Charlotte East Commending at a point rue Charlotte est à é
Street 5.4 metres south of a 5,4 mètres au sud de
Princess Street and à
extending 9.6 metres un point situé 9,6
Southerly mètres plus loin en
direction sud
15. Streets for Residential Zone 15. N » Rues concernant les
Parking Permits is amended by deleting the permis de stationnement dans une zone
following words under the following headings: résidentielle est modifié par la suppression des
mots suivants sous les titres suivants :
Zone E Zone E
Street Side Limits Rue Côté Limites
Charlotte St. Both Queen Square rue Charlotte des deux de la place Queen
North to Vulcan côtés Nord à la rue
Street Vulcan
Charlotte St. Both Civic No. 201 to rue Charlotte des deux adresse
Civic No. 215 côtés municipale N°
201 à
municipale N°
215
Charlotte Both In front of Civic rue Charlotte des deux d
Street No. 239 côtés municipale N°
239
16. Streets for Residential Zone 16. N » Rues concernant les
Parking Permits is amended by adding the permis de stationnement dans une zone
following words under the following headings:
résidentielle est modifié
suivants sous les titres suivants :
Zone E Zone E
Street Side Limits Rue Côté Limites
Charlotte St. Both Broad Street to rue Charlotte des deux de la rue Broad à
Vulcan Street côtés la rue Vulcan
Charlotte St. East Queen Square rue Charlotte est de la place Queen
North to Broad Nord à la rue
Street Broad
Charlotte St. East Civic No. 201 to rue Charlotte est adresse
Civic No. 215 municipale N°
201 à
municipale N°
215
Charlotte East In front of Civic rue Charlotte est
Street No. 239 municipale N°
239
IN WITNESS WHEREOF The City of Saint John EN FOI DE QUOI, The City of Saint John a fait
has caused the Corporate Common Seal of the said apposer son sceau municipal sur le présent arrêté le
City to be affixed to this by-law the ____ day of ______________ 2023, avec les signatures
_________, A.D., 2023 signed by: suivantes :
______________________________________
Mayor / maire
______________________________________
City Clerk / Greffier de la municipalité
First Reading - October 30, 2023 Première lecture - le 30 octobre 2023
Second Reading - October 30, 2023 Deuxième lecture - le 30 octobre 2023
Third Reading - Troisième lecture -
A BY-LAW TO AMEND A BY-LAW
RESPECTING THE REGULATION OF RELATIF À LA RÉGLEMENTATION DU
PARKING IN THE CITY OF SAINT JOHN, STATIONNEMENT DANS THE CITY OF
BY-LAW NUMBER LG-8, AND SAINT JOHN, ARRÊTÉ NUMÉRO LG-8, ET
AMENDMENTS THERETO MODIFICATIONS AFFÉRENTES
Be it enacted by the Common Council of
The City of Saint John as follows: The City of Saint John a décrété ce qui suit :
A By-law of The City of Saint John entitled
A By-law respecting the Regulation of Parking in Saint John intitulé « Arrêté relatif à la
The City of Saint John, By-law Number LG-8 and réglementation due stationnement dans The City of
th
amendments thereto, enacted on the 27 day of Saint John, Arrêté numéro LG-8 » et modifications
e
January, A.D. 2020, is hereby amended as follows: afférentes, décrété le 27 jour de janvier 2020, est
modifié comme suit :
1. A Parking Zones is amended 1. A » Zones de stationnement
by deleting the following words under the est modifié par la suppression des mots suivants
following headings: sous les titres suivants :
Street Side Limits Rue Côté Limites
Charlotte Both King Square South rue Charlotte des du carré King Sud à
Street to Duke deux la rue Duke
côtés
Charlotte West Duke Street to rue Charlotte ouest de la rue Duke à la
Street Queen Street rue Queen
Charlotte West Union Street to Rue Charlotte ouest de la rue Union à la
Street North Market Street rue North Market
2. A Parking Zones is amended 2. « A » Zones de stationnement
by adding the following words under the following est modifié par des mots suivants sous
headings: les titres suivants :
Street Side Limits Rue Côté Limites
Charlotte East King Square South rue Charlotte est du carré King Sud à
Street to Duke la rue Duke
IN WITNESS WHEREOF The City of Saint John EN FOI DE QUOI, The City of Saint John a fait
has caused the Corporate Common Seal of the said apposer son sceau municipal sur le présent arrêté le
City to be affixed to this by-law the ____ day of ______________ 2023, avec les signatures
_________, A.D., 2023 signed by: suivantes :
______________________________________
Mayor / maire
______________________________________
City Clerk / Greffier de la municipalité
First Reading - October 30, 2023 Première lecture - le 30 octobre 2023
Second Reading - October 30, 2023 Deuxième lecture - le 30 octobre 2023
Third Reading - Troisième lecture -
/haahb /h b/L\[ w9thw
M&C No.2023-210
Report DateOctober 24, 2023
Meeting DateOctober 30, 2023
Service AreaLegislative Services
HerWorship Mayor Donna Noade ReardonandMembers of Common Council
SUBJECT: Council Members Discretionary Community Fund
AUTHORIZATION
Primary AuthorCommissioner/Dept. HeadChief Administrative Officer
Patricia AnglinMelanie Tompkins and J. Brent McGovern
Jonathan Taylor
RECOMMENDATION
It is recommended that should Council wish to proceed with the establishment of
a Council Members Discretionary Community Fundthat Common Council approve
the attachedCouncil Members Discretionary Community Fund Policy, and further,
that Council establish procedures for how the community funds would be
requested.
EXECUTIVE SUMMARY
ACouncil Members Discretionary Fund for Community Grants has been
implementedinsome otherjurisdictions.Council should adopt a policyand
procedures, and allocate funding in the 2024 budget should it wish to proceed with
establishing such a fund. To comply with governance legislation, the fund must be
managed in a transparent, fiscally responsible manner and reported on annually.
PREVIOUS RESOLUTION
Committee of the WholeOpen Session ofJune 26, 2023 (Councillor Lowe):
That this motion be referred to the CAO to investigate and report back to Council
on the idea of creating a discretionary Community Fund for Council members that
would allocate an annual amount of $1500 per Council Member to use towards
community initiatives and the purchase of goods for the betterment of public
spaces.
REPORT
As stated in the June 26, 2023 submission to Committee of the WholeOpen
Session, Councillor Lowe provided a statement concerning the reason for creating
the Fund:
activities throughout the year. This includes neighbourhoodclean ups,
beautification initiatives, community projects, etc. Not only do Council members
dedicate their time to these important causes, but sometimes they also personally
contribute financially.
- 2 -
Although the City currently has a Community Grants Fund Program that
organizations can use to apply for funding, not all events are eligible to receive
these funds. Therefore, I am proposing that staff report back to Council on the
idea of creating an annual Community Activity Fund that would allocate an annual
amount of up to $1500 per Council member that could be used towards
community-led, non-profit, events and projects.
I feel that providing this additional funding to Council members is in line with the
Council priority of Belong as it would help strengthen our neighbourhood groups
Research of Council Members Discretionary Community Funds
Staff researched how other cities manage discretionary community funds for
Council members. Although the findings suggest that this does not appear to be
a common practice amongst Canadian municipalities, some examples of cities
offering this type of funding were identified.
In Canada, the Regional Municipality of Halifax, the City of Burlington, the City of
Edmonton, and the City of Victoria have programs for discretionary community
funding for Council members. Although each of these programs have common
features, the funding amounts and procedures for distributing the funds vary in
each jurisdiction. In New Brunswick, there were no examples found of
municipalities that offer this type of funding program.
The PowerPoint presentation that accompanies this report illustrates the various
approaches used by other municipalities.
Should Council wish to proceed with the establishment of a discretionary
community fund, it is recommended that Council approve the draft Council
Members Discretionary Community Fund Policy.
The Policy would allocate an amount of $1500.00 per year to each Council
member. The funds would be used to provide financial support to individuals or
community groups for community initiatives, and/or the purchase of goods for the
betterment of public spaces.
In addition, the policy would ensure the program is managed in a transparent and
fiscally accountable manner, as documentation for all expenditures would need to
be submitted, and public reporting requirements would be implemented.
It is further recommended that Council establish procedures for how the funding
would be requested. Staff suggests adopting a similar practice to that of the City
of Edmonton, specifically scenario #3.
Procedures used by the City of Edmonton for Community Funding
City of Edmonton Scenario #1 :
- 3 -
Ward council members host information sessions and workshops in their
Wards to gather project submissions in the spring and summer.
Projects are evaluated by a community participant vote.
Grants are awarded to the successful applicants.
In addition, the Mayor, and Councillors-at-Large may host information
sessions and workshops in a location anywhere in the City to gather
project submissions in the spring and summer.
Projects are evaluated by a community participant vote.
Grants are awarded to the successful applicants.
Reporting on awarded grants follows the Council Members Discretionary
Grants Policy.
City of Edmonton Scenario #2 Residents write request to Council Member:
Residents and community groups request funding directly to a Council
Member
Projects submitted in writing are evaluated by the Council Member.
Grants may be awarded to the applicants or declined.
Reporting for awarded grants follows the Policy.
City of Edmonton Scenario #3 Council Member Originates and submits
application to Commissioner Finance:
A Council Member personally perceives gaps in community initiatives and
a lack of goods for the betterment of public spaces, or
A Council Member is made aware of gaps in community initiatives and a
lack of goods for the betterment of public spaces.
The Council Member decides to allocate Community Funds from their
The Council Member submits the Application and submits the Acquittal
report.
Reporting for awarded grants follows the Council Members Discretionary
Fund Policy.
Should Council approve the creation of a discretionary community fund, funding
will be allocated to
STRATEGIC ALIGNMENT
Council priority of Belong as it would help strengthen our neighbourhood groups
and help to create a more vibrant city.
SERVICE AND FINANCIAL OUTCOMES
An annual amount of $16,500
initiative stands to enhanced benefits to the community.
INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS
City of Fredericton, City of Moncton, Town of Rothesay, Town of Quispamsis, and
the Halifax Regional Municipality were consulted and the outcome of those
consultations informed this report. Finance and GCO reviewed the Policy.
- 4 -
ATTACHMENTS
Attachment 1 Council Members Discretionary Community Fund PowerPoint
Attachment 2 Council Members Discretionary Community Fund Policy
Projects are evaluated by a community participant vote.
Scenario 1
Council Member vǒĻƩǤ źƓ ƷŷĻ /źƷǤ ƚŅ {ğźƓƷ WƚŷƓ ĭƚƓƷĻǣƷʹ ağǤ ğ ķĻĭƌźƓĻķ ğƦƦƌźĭğƓƷ ƩĻğƦƦƌǤ Ʒƚ
the Community Fund
The Commissioner of Finance provides documented The City Clerk maintains a record of available funds and Communications promotes
accounting procedures of the Cityfinancial guidelines that must be followed, an Application form and reports to Council on the Fund annually. notifies the Council Members of the status
of their account and reports annually to the Commissioner of Finance
źƷƌĻʹ /ƚǒƓĭźƌ aĻƒĬĻƩƭ 5źƭĭƩĻƷźƚƓğƩǤ /ƚƒƒǒƓźƷǤ CǒƓķ
Subject: Funding for small community initiatives Category: Financial Policy
and purchase of goods for the betterment of
public spaces
Policy No.: M&C Report No.:
Effective Date: Next Review Date: (3 years)
Area(s) this policy applies to: Office Responsible for review of this Policy:
Members of Council City Clerk / Commissioner of Finance
Related Instruments: Policy Sponsor: City Clerk
Document Pages: This document consists of 04
pages.
Revision History:
Common Clerk's Annotation for Official Record
Date of Passage of Current Framework: ____________________
I certify that this Policy (Statement) was adopted by Common
Council as indicated above.
________________________ _______________________
City Clerk Date
Common Council Approval Date:
Date Created: Contact:
TABLE OF CONTENTS
1. POLICY STATEMENT .................................................................................................................. .P2
2. SCOPE ......................................................................................................................................... P2
3. LEGISLATION AND STANDARDS ................................................................................................. P2
4. ROLES AND RESPONSIBILITIES ................................................................................................... P2
5. LIMITATION OF LIABILITY ........................................................................................................... P3
6. MONITOR AND REVIEW ............................................................................................................. P3
7. IMPLEMENTATION ..................................................................................................................... P3
8. AUTHORIZATION ........................................................................................................................ P3
9. RESOURCES ................................................................................................................................ P3
10. PROCEDURES ............................................................................................................................ P3
11. GLOSSARY ................................................................................................................................. P3
12. INQUIRIES ............................................................................................................................. ....P4
13. 4
Note: Policy should follow the Template Title Page and Table of Contents
1
1. POLICY STATEMENT
The purpose of the Council Members Discretionary Community Fund Policy (the Policy) is to provide a
framework which enables Council Members to provide financial support to individuals, or community
groups towards community initiatives and the purchase of goods for the betterment of public spaces.
2. SCOPE
This Policy applies to all requests for the allocation of funds to individuals, community groups and/or
minor purchases through the Council Members Discretionary Community Fund.
3. LEGISLATION AND STANDARDS
3.1 Generally Accepted Accounting Principles.
3.2 There is an appropriate acquittal process for the spending of funds; and the Council Member is
acknowledged for providing them.
3.3 For transparency, a report of the fund shall be made available to the public. This may be in the
form of the City of Saint John Annual Audited Financial Statements.
4. ROLES AND RESPONSIBILITIES
4.1 The Commissioner of Finance shall:
Include as part of the annual operating budget an Annual Council Members Discretionary Fund
in the amount of $16,500 ($1500 x 11)
Provide an appropriate acquittal process for the spending of the funds.
Review and report on the Fund annually.
4.2 The City Clerk shall:
Manage the daily routine administration of the fund, such as monitoring the Fund and advising
the individual Members of the balance in the Mefund, collecting invoices and receipts
submitted by the Council Member.
Submit summary of the fund balance by Members annually to the Commissioner of Finance
4.3 Council Members shall:
Ensure that Applications for funding:
o Are submitted in writing,
o Are completed in accordance with the project description, and any variance in the project
description,
o Have invoices and corresponding receipts,
Submit .
2
5. LIMITATION OF LIABILITY
Neither the City, its council, nor any of its members, agencies, officers, employees, or agents shall be held
liable or responsible for any claims, damages, liabilities, losses, costs, or expenses, including legal fees,
arising out of or in connection with the use, allocation, distribution, or expenditure of the Council
Members Discretionary Community Fund under this policy. The recipient or user of the funds shall relieve
the above-mentioned bodies from all claims and liabilities related to or resulting form the use of said
funds.
6. MONITOR AND REVIEW
The Fund shall be monitored monthly by the City Clerk to ensure the balance of funds is not exceeded.
The Fund shall be reviewed and reported on annually by the Commissioner of Finance.
7. IMPLEMENTATION
Implementation of the Council Members Discretionary Fund shall be determined by Resolution.
8. AUTHORIZATION
Authorization of the Council Members Discretionary Fund shall be determined by Resolution.
9. RESOURCES
On an annual basis each Member of Council shall have available an annual amount of $1500 for the
Council Members Discretionary Community Fund, except for an election year. In an election year 50%
($750) shall be provided to the outgoing Member of Council and 50% ($750) to the incoming Member.
Unspent funds cannot be carried over and expended in a subsequent year.
10. PROCEDURES
Documentation for an Acquittal Process shall be provided by the Commissioner of Finance.
Documentation for an Application Form shall be provided by the City Clerk.
11. GLOSSARY
Community Group A recognized group (whether incorporated or not), Association or
organization established to serve the interests of members and/or
the broader community. The group may be not-for-profit; however
this is not a requirement.
Acquittal Process Community Groups and individuals who are recipients of funds will be
required to account for funds through the completion of a Councillor
Discretionary Expenditure form provided by the Council Member.
Grant A sum of money given for a specific purpose and with the expectation
that the money will be used for the agreed purpose.
3
The Fund Council Member Discretionary Fund
12. INQUIRIES
Inquiries about the Policy may be made to the City Clerk.
13. APPENDICIES
4
/haahb /h b/L\[w9thw
M&C No.2023-236
Report DateOctober 24, 2023
Meeting DateOctober 30, 2023
Service AreaGrowth and Community
Services
Her Worship Mayor Donna Noade Reardon and Members of Common Council
SUBJECT: bğƒźƓŭ ƚŅ tǒĬƌźĭ {ƦğĭĻ źƓ ğƓķ ğƩƚǒƓķ CǒƓķǤ vǒğǤ
AUTHORIZATION
Primary AuthorCommissioner(Acting)Chief Administrative Officer
Kate WilcottAmy Poffenroth J. Brent McGovern
RECOMMENDATION
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EXECUTIVE SUMMARY
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- 2 -
PREVIOUS RESOLUTION
RESOLVED that as recommended in the submitted report M&C 2023-193: Street
and Public Space Naming Policy,
1. Common Council adopt the following Street and Public Space Naming
Policy Statement:
The City of Saint John recognizes that the names of streets and public
spaces are critical for municipal addressing and emergency response
purposes.
The City acknowledges that the names of streets and public spaces reflect
community values by demonstrating how the city chooses to collectively
recognize and honor the past.
The City may use commemorative street and place naming as a tool to
create an inclusive and diverse culture.
The City will streamline the operational guidelines to address requests
from residents, staff, and developers who request to name a new or pre-
existing street or public spaces.
The City will empower staff and the Civic Commemoration Committee to
guide and advise Council through the naming of public streets, assets,
and spaces including but not limited to roads, parks, buildings, rinks,
fields, beaches, and plazas.
2. Common Council direct the CAO to implement the use of the {ƷƩĻĻƷ ğƓķ
tǒĬƌźĭ {ƦğĭĻ bğƒźƓŭ tƚƌźĭǤ by staff and relevant committees.
RESOLVED March 7th, 2022, Adopt the Terms of Reference for the Civic
Commemoration Committee and direct the Civic Commemoration Committee to
bring forth recommendations to Common Council no later than August 2022 for
the naming of the new public space in and around Funday Quay.
RESOLVED February 8th, 2021, that, as recommended by the City Manager in the
submitted report M&C 2021- 022, Council will direct staff to establish a Civic
Commemoration Committee by early 2022 that, through the implementation of
a consultation and communications plan, would prepare a policy, application,
and guidelines addressing public street and place names, street name changes,
and commemorations in Saint John with the intent to promote inclusion and
diversity.
REPORT
The public space in and around the Fundy Quay has been known by many
names, both in official and colloquial capacities:
was built in 1788 and until the early 1960s it was the centre for the commercial
- 3 -
marine business for that part of the City. The Slip was then partially filled in for a
parking lot until the development of Market Square in 1983.
Historical photos of the space showcase it was used for loading and unloading
ships with goods from the adjacent warehouses, community gatherings, Festival
by the Sea, the Busker Festival, Saint John 225 celebrations, as well as re-
enactments of the arrival of Samuel de Champlain and the Loyalists. It has been
a point of destination for newcomers, visitors, and industry and has played a
significant role in community building.
With this history in mind, the Civic Commemoration Committee, using the Terms
of Reference and Matrix for Naming, began the task to bring forth a
recommendation for a public space name.
P
website. Thirteen hundred engagements occurred, with 81 contributors and 136
contributions.
In September 2022, the committee met to discuss their data and research. After
input, and community feedback, the committee selected a short list of names.
The top recommendation, based on the general consensus and direction
Staff then met with the Ethnohistorian working with Wolastoqey Nations New
Brunswick (WNNB). WNNB held consultations with Wolastoqey Elders, who
endorsed renaming the space in the Wolastoqey language to acknowledge its
role as a gathering space. The Wolastoqey Language is complex and has special
locative form/case that typically needed to be used for place names and the
elders clarified that the name on the short list associated with this meaning was
grammatically incorrect and should not be used.
Elders provided direction on the correct spelling and locative form for the place
name for its use in this context and recommended Ihtoli-maqahamok be used as
the place name.
Most recently the area was branded Loyalist Plaza in conjunction with a $100
million development of the waterfront, including the Market Square warehouses
and the public space. Various levels of government contributed to this
development to mark the arrival of the Loyalists in 1783 and the incorporation of
the City of Saint John in 1785. The Committee acknowledges that this space is
important to the Loyalist heritage in the region, and this will be recognized
through interpretive panels in the area and the meaning of the new name. The
Civic Commemoration Committee recommends that Council adopt Ihtoli-
maqahamok The Gathering Place as the commemorative name for the public
space. This name and its intention pay homage to its use over the centuries,
- 4 -
captures the spirit of the new development, and is in line with C
for the Committee.
/ƚƒƒǒƓźĭğƷźƚƓƭ ğƓķ tƩƚƒƚƷźƚƓƭ
A communications plan has been developed to announce and promote the new
name. The plan includes content on the City's main website, the Shape Your City
Saint John website, a Public Service Announcement, social media and radio. A
launch event will be planned to officially open the space; more details will be
provided as event plans are developed. The City will also work with local
businesses to keep them up to date on the status of the naming and any
supporting communication materials that may be needed.
STRATEGIC ALIGNMENT
DƩƚǞ
Aligning with the principles of smart growth and PlanSJ
.ĻƌƚƓŭ
Enhance the quality of life and social well-being in a safe place to live.
aƚǝĻ
Safe, accessible movement of people and goods aligning with MoveSJ
tĻƩŅƚƩƒ
Plans, policies, procedures, and best practices.
SERVICE AND FINANCIAL OUTCOMES
A communication strategy for the roll out of this name will be developed with
Communications.
There are minimal costs to the City for the updating of signage as this cost is
incorporated into the overall development plan for the public space.
This name does not affect NB911 listings for the space, nor does it effect the
INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS
This process was completed in consultation and input from internal staff and
stakeholders, including Wolastoqey Elders, Wolastoqey Nation New Brunswick,
Community Services.
ATTACHMENTS
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COMMON COUNCIL REPORT
M&C No.2023-238
Report DateOctober 25, 2023
Meeting DateOctober 30, 2023
Service AreaUtilities and
Infrastructure Services
Her Worship Mayor Donna Noade Reardon and Members of Council
SUBJECT:Revised 2024 Generaland Utility Fund CapitalPrograms
AUTHORIZATION
PrimaryAuthorCommissionerChief Administrative Finance Committee
OfficerChair
Michael BakerIan FoganJ. BrentMcGovernCouncilor Gary
Sullivan
RECOMMENDATIONS
FinanceCommittee recommendsCommon Council approve the following
recommendations.
Approve the revised 2024 General Fund Capital Budget in the amount of $33,253,193
(gross) with contributions from other sources of $19,005,526, yielding a net Capital
budget in the amount of $14,247,667 to be funded by debt issue (net) as set in
Appendix A.
the revised2024Water and Sewerage Utility Fund Capital Budget in the
amount of $11,452,048(gross) with contributions from other sources of $5,911,292
yielding a net capital budget in the amount of $5,540,756to be funded by pay as you
go (net) as set in Appendix B.In addition,a $800,000 addition is to be added to the
2024 Utility Capital budget
EXECUTIVESUMMARY
General Fund
The overall revised 2024General Fund Capital Budget envelope has increased by
$3,200,908with the increase being funded by Other Share. The City Share for the
revised 2024General Fund Capital Budget
General Fund Capital Program approval in October 2022.
Utility Fund
Theoverall revised 2024Utility Fund Capital Budget envelope has decreased by
$2,172,564with the decrease coming from Other Sharefunding. The reduction in
Other Share funding is mainly due to adjustments with the Canada Community
Building Fund (CCBF) Funding allocation, adjustments to the Central Peninsula
Bilateral Funding Program as well as the City not being successful in receiving
additional Bilateral funding.
The City Share for the revised 2024 General Fund Capital Budget is proposed to
increase by $500,000 compared to Utility Fund Capital Program
approval in October 2022. The additional funding is to be used to pay for operational
issues at the Thorne Avenue Lift Station.
In addition, it is proposed that $800,000 be included in the revised 2024 Utility Fund
Capital Budget to fund required repairs to Utility Water tanks. The additional
$800,000, which is shown in Appendix B as Other Share funding, is proposed to come
from the Utility Capital reserves to fund a portion of the Water Tank Improvement
project which is within the revised program.
The purpose of this report is to revise the 2024 General Fund and Utility Fund Capital
budgets as funding needed to be reallocated due the City not receiving additional
bilateral funding as expected, priority items coming to light that need to be addressed,
required adjustments to the Central Peninsula Bilateral Funding Program as well as changes
in the construction marketplace, causing higher than expect costs.
PREVIOUS RESOLUTION
M&C 2022-317 (October 17, 2022) 2023 and 2024 General and Utility Fund Capital
Budget, approved.
STRATEGIC ALIGNMENT
The revised 2024 General Fund and Utility Fund Capital Budgets are aligned with
priorities, Capital Budget Policy, Long Term Financial Plan, Debt
Management Plans, Asset Management Plan, Central Peninsula Neighborhood Plan,
Play SJ, Move SJ, and Plan SJ.
REPORT
The 2024 Capital Programs (General & Utility Funds) were approved in late 2022. Due
to the City not receiving additional bilateral funding as expected, priority items coming
to light that need to be addressed, required adjustments to the Central Peninsula Bilateral
Funding Program as well as changes in the construction marketplace, causing higher
than expect costs, the 2024 General Fund and Utility Fund Capital programs needed to
be revised.
The revised programs for both the General Fund and Utility Fund continue to focus on
asset renewal, while aligning with approved Financial Policies, various approved City
Plans as well as successful leveraging of Government funding.
SERVICE AND FINANCIAL OUTCOMES
The revised General and Utility Fund Capital programs are provided in Appendix A & B
attached. The revised programs are color coded to provide clarity to which projects
where previously approved in the 2024 General Fund and Utility Fund programs and
which projects are new. Some projects that were deferred in the 2023 Capital
Program, to allow for inflated construction costs, have been added to the revised 2024
Capital Program. The projects shaded in the peach/orange cell color were previously
approved in the 2024 capital program approval and the green shaded cells are part of
the new projects proposed under the revised 2024 General Fund and Utility Fund
Capital Budgets.
The details below highlight some of the main changes made to the revised programs.
Summary of Overall Changes for the 2024 General Fund Capital Budget
Previously Approved 2024 General Fund Capital Program Summary
Category Other Share ($) City Share ($) Total Share ($)
Grow
$ 1,422,700 $ 2,070,000 $ 3,492,700
Move
$ 4,384,500 $ 4,351,300 $ 8,735,800
Belong
$ 723,333 $ 2,101,667 $ 2,825,000
Green
$ 4,348,100 $ 2,023,000 $ 6,371,100
Perform
$ 4,925,985 $ 3,701,700 $ 8,627,685
Total ($)
$ 15,804,618 $ 14,247,667 $ 30,052,285
Revised 2024 General Fund Capital Program Summary
Category Other Share ($) City Share ($) Total Share ($)
Grow
$ 3,604,646 $ 1,690,354 $ 5,295,000
Move
$ 5,621,300 $ 3,264,500 $ 8,885,800
Belong
$ 660,000 $ 2,530,000 $ 3,190,000
Green
$ 4,482,521 $ 1,666,457 $ 6,148,978
Perform
$ 4,637,059 $ 5,096,356 $ 9,733,415
Total ($)
$ 19,005,526 $ 14,247,667 $ 33,253,193
Revised 2024 General Fund Capital budget highlights.
27 new projects were added to the revised 2024 General Fund program (see the
peach/orange highlighted cells in the document in Appendix A)
46 projects that were listed in the original approved 2022 General Fund program
remain on the revised program however in some cases funding allocations or
scopes of work have been adjusted (i.e. design only in 2024 instead of design &
construction which was originally planned).
Generally overall projects budgets were adjusted to address the rising cost of
construction.
Due to the higher-than-expected project pricing projected within the Central
Peninsula Bilateral Funding program, project scopes and budgets were altered in
the revised 2024 Capital Programs. The City intends to complete the design work
on several priority projects within the program (i.e. Charlotte Street, Sydney
Street, St James Street) in 2024 in order to be ready to tender as required in 2025
and 2026. As tender pricing is received in late 2023 and early 2024 the City will
be able to able to project future costs within the program more accurately and
adjustments may be necessary.
Due to expected timing o
General Store was reduced to $500,000 in 2024. It is planned that $500,000 of
City Share funding will be added to the 2025 General Fund Capital Program for a
total contribution of $1,000,000 City Share toward the project.
Several projects were added to the 2024 General Fund program to help with
development in various areas (i.e. Sussex Drive, Shamrock Park) as well as
projects were added to address flooding concerns (i.e. Kingsville Road Area).
Projects were added to allow the City to complete conceptual plans for priority
projects (i.e. Harbour Passage Extension from Broad Street to Rockwood Park,
Sewer Separation Strategy) which will allow Capital Planning to occur more easily.
A project was added to complete conceptual designs in order to make
improvements to the King Square paths. The intent of this project is to fund an
investigation and conceptual design of improvements to the path and
surrounding area. Phase 1 of the project will complete as much preliminary design
and detailed design as possible along with the conceptual design of the entire
square (path improvements). Phase 2, which would involve construction, is
anticipated to be added to the 2025 Capital Program.
Due to high construction costs street reconstruction projects funded by the
Canada Community Building Fund (CCBF) program were adjusted as the City could
not fully fund the Douglas Avenue Reconstruction project in 2024 which was
originally included. As a result, other priority projects were added to the program
that fit within the CCBF funding guidelines (i.e. Highland Road Reconstruction,
Kennedy Street Outfall). The Douglas Avenue Reconstruction project will be
considered for future programs.
All projects that required Hardman Group Other Share funding were removed
from the revised 2024 General Fund Capital Program.
Additional supplemental funding required for various projects was added to the
program (i.e. elimination of existing escalator at St Patrick Street Pedway,
Fallsview Drive trail to Harbour and elimination of wooden stairs).
The City did not receive additional Bilateral Funding as originally anticipated,
therefore several projects needed to be removed (i.e. Crown Street, North End
Separation Strategy).
Design services were added to fund a new roundabout in the City. The location of
the new roundabout will be determined through analyzing the recommended
roundabout options within MoveSJ.
Since there are several cycling projects already included within the 2023 & 2024
Capital Programs (i.e. Main Street, Charlotte Street and two harbour extension
projects) the Cycling Improvement project was removed from the 2024 Capital
Program and replaced with a sidewalk improvement and enhancement project.
The project is proposed to update existing asphalt sidewalks that are currently in
poor condition along with the installation of crosswalks crossing arterial and
collector streets as identified in the Active Transportation Fund project.
The City will continue to invest in Parks Asset renewal projectsin 2024. The
Finance Committee report approved in May 2023 details all of the proposed
projects to be funded under the Parks Renewal envelope of funding (See
Appendix C for the approved Finance Committee Report).
The overall increase to the revised 2024 General Fund Capital program is mainly
due to the reallocation of CCBF Funding. In addition, available funding interest
that was accumulated within the CCBF funding program was allocated to new
projects.
Summary of Overall Changes for the 2024 Utility Fund Capital Budget
Previously Approved 2024 W & S Utility Fund Capital Program
Summary
Category Other Share ($) Utility Share ($) Total Share ($)
Industrial Water
$ 144,000 $ - $ 144,000
Renewal - East
Infrastructure
$ 4,886,106 $ 3,825,134 $ 8,711,240
Renewal - Sanitary
Infrastructure
$ 3,553,750 $ 1,215,622 $ 4,769,372
Renewal - Water
Total ($)
$ 8,583,856 $ 5,040,756 $ 13,624,612
Revised 2024 W & S Utility Fund Capital Program Summary
Category Other Share ($) Utility Share ($) Total Share ($)
Industrial Water
$ 732,000 $ 468,000 $ 1,200,000
Renewal - East
Industrial Water
$ 500,000 $ - $ 500,000
Renewal - West
Infrastructure
$ 2,441,417 $ 4,130,474 $ 6,571,890
Renewal - Sanitary
Infrastructure
$ 2,237,876 $ 942,283 $ 3,180,158
Renewal - Water
Total ($)
$ 5,911,292 $ 5,540,756 $ 11,452,048
The utility share within the revised 2024 Utility Fund Capital Program is proposed to
increase by $500,000 compared to what was previously approved by Council. The
additional $500,000 of Utility Share is proposed to be Capital from Operating to
address Phase 1 of the safety issues noted at the Thorne Avenue Lift Station.
In addition, it is proposed that $800,000 be included in the revised 2024 Utility Fund
Capital Budget (Currently shown as Other Share funding) to fund required repairs to
Utility Water Storage tanks. The additional $800,000 is proposed to come from Utility
Capital reserves to fund a portion of the Water Tank Improvement project which is
within the revised program (See Appendix B).
Revised 2024 Utility Fund Capital budget highlights.
11 new projects were added to the revised 2024 Utility Fund program (see the
green highlighted lines in document in Appendix B).
10 projects that were listed in the original approved 2024 Utility Fund program
remain on the revised program, however in some cases funding allocations or
scopes of work were adjusted (see the orange highlighted lines in document in
Appendix B).
Additional Industrial water projects were added to the program (i.e. East
Industrial connection).
The City did not receive additional Bilateral Funding as originally anticipated
therefore several projects needed to be removed (i.e. Walter Street lift station,
Dwyer Road Lift Station).
Due to the higher-than-expected project pricing projected within the Central
Peninsula Bilateral Funding program, project scopes and budgets were altered in
the revised 2024 Capital Programs. The City intends to complete the design work
on several priority projects within the program (i.e. Charlotte Street, Sydney
Street, St James Street) in 2024 in order to be ready to tender as required in 2025
and 2026. As tender pricing is received in late 2023 and early 2024 the City will
be able to able to project future costs within the program more accurately and
adjustments may be necessary.
Priority projects were added to the program to address asset renew needs (i.e.
Water Tank Improvements. Thorne Avenue Lift Station). Within the revised 2024
Utility Fund Capital Program there are some large Capital projects which utilize
the majority of the funding in 2024.
The reduction in Other Share funding in the revised 2024 Utility Fund Capital
Program is mainly due to adjustments with CCBF Funding and Central Peninsula
Bilateral Funding as well as the City not being successful in receiving additional
Bilateral funding.
INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS
The enclosed revised capital budget changes were coordinated and received input
from: Finance, Strategic Services, Utilities and Infrastructure, Growth and Community
Services and Public Works and Transportation Services.
ATTACHMENTS
Appendix A 2024 Revised General Fund Capital Budget
Appendix B 2024 Revised Utility Fund Capital Budget
Appendix C Parks Asset Renewal Fund Initiatives
Approved Finance Committee Report
City of Saint John - Revised 2024
General Fund Capital Budget
OTHER SHARECITY SHARETOTAL
$3,604,646$1,690,354$5,295,000
$5,621,300$3,264,500$8,885,800
$660,000$2,530,000$3,190,000
$4,482,521$1,666,457$6,148,978
$4,637,059$5,096,356$9,733,415
$19,005,526$14,247,667$33,253,193
TOTAL
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NEW INVESTMENTS HIGHLIGHTED IN BLUE
(W&S) PROJECTS ALIGNED WITH UTILITY
PROJECTS IN INTALICS SUBJECT TO FUNDING APPROVAL
PROJECTSONORIGINALLYAPPROVED
NEWPROJECTSADDEDTOTHE2024
2024GENERALFUNDCAPITAL
GENERALFUNDCAPITALPROGRAM
PROGRAM
City of Saint John - Revised 2024 General
Fund Capital Budget
ProjectLocationDescriptionOther ShareCity Share
Barbour's General King Street Re-envision the site of the Barbours General Store 400,000500,000
Store
including design and construction management.
Subject to the City obtaining Other Share Funding.
Storm Water City Completion of a Stormwater Strategy throughout0500,000
Strategy the City to plan out the City's storm water
management needs on a large scale (Phase 1).
Shamrock ParkCB2-022721 toInstall approx. 125m of storm sewer for separation,0400,000
Sewer Separation MH-022672including design and construction management
services.
St. James StreetSydney Street to Street reconstruction (excavation, backfill,322,652117,348
Charlotte Streetcurb, sidewalk, landscaping, paving), including
(W&S)design and construction management services.
Asphalt Pavements $54,000 / 0.32LK. Project has
funding approved under Bilateral Funding.
St. James StreetSydney Street toInstall approx. 95 m of 300 mm storm sewer for131,99448,006
Charlotte Streetseparation, including design and construction
(W&S)management services. Project has funding
approved under Bilateral Funding.
Sussex Drive StormTechnology Drive to Install approx. 350m of storm sewer on Sussex Drive750,0000
Sewer UpgradeMillidge Avenueto new outfall, including design and construction
management services. Project has funding approved
under CCBF Funding program.
Water StreetPrincess Street to Install approx. 160m of new 1800mm storm2,000,0000
King Streetsewer for separation, including design and construction
management services. Project funding approved
under the CCBF Funding Program.
Stormwater Off RiverhillComplete investigations, conceptual, preliminary and 0125,000
FloodingDrivedetailed designs to address storm water flooding
in the area.
Total
$3,604,646$1,690,354
City of Saint John - Revised 2024 General
Fund Capital Budget
ProjectLocationDescriptionOther ShareCity Share
Harbour Passage
Riverview Avenue Extension of Harbour Passage ( The Cove )660,000440,000
Extension
Westbetween Riverview Drive and Riverview
Avenue on the West side. Subject to the City
receiving funding under the Active
Transportation Fund.
Harbour Passage
Broad Street, CrownComplete investigations and conceptual designs 0150,000
Extension
Street and Mountto extend Harbour Passage from the
Pleasant Avenueintersection of Broad Street and Carmarthen
Street to Rockwood Park. Conceptual designs
to include new roadway cross-sections of
Broad Street, Crown Street and Mount Pleasant
Avenue.
30 foot zero
Various LocationsPurchase of 2 -30 ft Zero emissions Transit700,000500,000
emission busesBuses. Full project envelope subject to the City
obtaining funding under the Zero Emission
Transit Fund.
6-20 ft or smaller
Various LocationsPurchase of 6 -20 ft or smaller Transit Buses.1,050,0001,050,000
buses
Full project envelope subject to the City
obtaining funding under the Zero Emission
Transit Fund.
Bus Shelters/Bus
Various LocationsReplacement of bus shelters and/or Bus Stops.250,000200,000
Stops
Full project envelope subject to the City
obtaining funding under the Zero Emission
Transit Fund.
Fast Charging Construct a Fast Charging Station - Subject
TBD22,50022,500
Station
to the City obtaining funding under the Zero
Emission Transit Fund.
Para Transit
Various LocationsPurchase of a Zero emission Para Transit Bus. 175,000175,000
Full project envelope subject to the City obtaining
funding under the Zero Emission Transit Fund.
Level 2 ChargersConstruct 9 level 2 Chargers - Subject to the
Various Locations27,00027,000
City obtaining funding under the Zero
Emission Transit Fund.
Asphalt Roadway
Various locationsRenewal of asphalt roadway and concrete curb2,736,8000
Resurfacing and Curb &
and sidewalk including drainage control and
Sidewalk Renewal -
landscaping in conjunction with the annual
Neighbourhoods
asphalt roadway maintenance and rehabilitation
program. Capital project funding approved under
CCBF Funding Program.
City of Saint John - Revised 2024 General
Fund Capital Budget
Sidewalk
Various locationsExisting sidewalk improvements and enhancements. 0700,000
Improvements
Project to also include the installation of crosswalks
crossing arterial and collector streets based on a
prioritization completed through the Active
Transportation Fund project. Plan of overall
proposed improvements to be approved by the
Finance Committee.
Total
$5,621,300$3,264,500
City of Saint John - Revised 2024 General
Fund Capital Budget
ProjectLocationDescriptionOther ShareCity Share
Facility and AssetInterpretation Building Envelope Upgrade - Rockwood Park065,000
ManagementCenter
Dominion ParkDominion ParkDominion Park Improvements - Phase 2450,000450,000
Rehabilitation Subject to the project receiving funding from Others.
Fence ReplacementShamrock Park Fence Replacement0250,000
Field 1
Parks Asset RenewalVarious LocationsParks Asset Renewal. Subject to approval of a0600,000
plan to complete the work. Plan to be approved
by the Finance Committee.
Playground RenewalVarious LocationsPlayground Asset Renewal. Subject to approval 0500,000
District Parksof a plan to complete the work. Plan to be
approved by the Finance Committee.
Parks Asset RenewalKing Square Complete conceptual plans for overall improvements to 0250,000
King Square path and surrounding area. Complete
preliminary & detailed designs for Phase 1
of construction based on conceptual planning
completed.
Shamrock ParkShamrock Park Replace toilet partitions, sinks, toilets and 0100,000
ClubhouseClubhouseflooring at the end of its useful life.
Millidge AvenueBoat RampConstruction of a concrete boat ramp and dock210,000315,000
to load and unload boats. Includes construction
management services. Subject to the project
receiving funding from other levels of government.
Total
$660,000$2,530,000
City of Saint John - Revised 2024 General
Fund Capital Budget
ProjectLocationDescriptionOther ShareCity Share
Facility and AssetVarious Municipal Deep Municipal energy retrofit. Project has80,000120,000
ManagementFacilitiesapproved funding under the Low Carbon
Fund
Bonner PlaceBonner PlaceInstall approx. 180m of new 300 mm storm sewer,210,0000
including design and construction management
services. Project has funding approved under the
CCBF funding program.
Bonner PlaceBonner PlaceStreet reconstruction, (excavation, backfill,540,0000
curb, sidewalk, landscaping, paving), including
design and construction management services.
Asphalt pavements $80,000 / 0.53 LK. Project has
funding approved under the CCBF funding program.
Charlotte StreetBroad Street to Vulcan Design and construction management services153,11455,686
Street (W&S)for street reconstruction, watermain, sanitary
sewer and storm water separation. Project has
approved funding under Bilateral Funding.
Charlotte StreetQueen Square North toDesign and construction management services191,39269,609
Princess Street (W&S)for street reconstruction, watermain, sanitary
sewer and storm water separation. Project has
approved funding under Bilateral Funding.
Charlotte StreetSt. James Street toDesign and construction management services155,09256,408
Queen Square Northfor street reconstruction, watermain, sanitary
sewer and storm water separation. Project has
approved funding under Bilateral Funding.
Charlotte StreetSt. James Street toStreet reconstruction, (excavation, backfill,438,864159,614
Queen Square Northcurb, sidewalk, landscaping, paving),
asphalt pavements $85,000 / 0.57 LK. Project has
approved funding under Bilateral Funding.
Charlotte StreetSt. James Street toInstall approx. 200m of new 750 mm storm sewer.362,984132,017
Queen Square NorthProject has approved funding under
Bilateral Funding.
City of Saint John - Revised 2024 General
Fund Capital Budget
ProjectLocationDescriptionOther ShareCity Share
Street reconstruction, (excavation, backfill,
Highland RoadBelleview Avenue to 300,0000
curb, sidewalk, landscaping, paving), including
McLellan Street (W&S)
design and construction management services.
Asphalt pavements $30,000 / 0.20 LK. Project
to be funded under the CCBF Program Funding.
Install approx. 195m of new 300 mm storm sewer,
Highland RoadBelleview Avenue to 360,0000
including design and construction management
McLellan Street (W&S)
services. Project to be funded under the
CCBF Program Funding.
Renew approx. 240m of brick outfall piping with
Kennedy StreetOut Fall1,600,0000
new 1200 mm storm sewer, including design
and construction management services. Project
to be funded under the CCBF Program Funding.
Rehabilitate and/or renew existing tide flex outfall.
Rehabilitate Tide FlexLower Cove Loop0340,000
Investigate & create conceptual design options
e
Separation of the Bayside Drive, Edith Avenu0200,000
to separate the existing combined sewers within
Combined Sewers nearLoch Lomond Road
the drainage basin that includes the Bayside
Bayside Middle SchoolWestmorland Road,
Middle School. Strategy should prioritize the
(W&S)Ellerdale Street, Linda
separation of combined sanitary sewers and
Court, Macdonald Street,
storm sewers as well as provide estimates for
etc.
budgeting purposes.
Design and construction management services
Sydney StreetBroad Street to St. James 91,07533,123
for street reconstruction, watermain, sanitary
Street (W&S)
sewer and storm water separation. Project has
approved funding under Bilateral Funding.
Charlotte StreetPrincess Street to Supplemental funding for Street reconstruction 0400,000
King Square North
(excavation, backfill, curb, sidewalk, paving),
underground utilities, including design and
construction management services.
Urban Stormwater McAllister Drive /Complete investigations, conceptual, preliminary Љ 100,000
Westmorland Road
and detailed designs to replace an existing storm
Off Road Storm Sewer
sewer currently in poor condition.
Total
$4,482,521$1,666,457
City of Saint John - Revised 2024 General
Fund Capital Budget
ProjectLocationDescriptionOther ShareCity Share
InformationVariousIT Infrastructure Renewal (Funded from IT750,0000
TechnologyReserves)
Facility and AssetCanada Games Aquatic Competition Pool Filtration replacement of9,00011,000
ManagementCenterfilter media at end of useful life. Other Share
funding from the Regional Service Commission.
Facility and AssetCanada Games Aquatic Leisure Pool Filtration replacement of filter9,00011,000
ManagementCentermedia at end of useful life. Other Share
funding from the Regional Service Commission.
Facility and AssetCanada Games Aquatic Platform Stairs, Decking and Railings45,00055,000
ManagementCenterreplacements at end of useful life. Other Share
funding from the Regional Service Commission.
Facility and AssetCanada Games Aquatic Tot's Pool Filtration replacement of filter media9,00011,000
ManagementCenterat end of useful life. Other Share funding from
the Regional Service Commission.
Facility and AssetCanada Games Aquatic Bottle Filling Stations/Fountains. Other Share11,26013,740
ManagementCenterfunding from the Regional Service Commission.
Facility and AssetCanada Games Aquatic Replacement of painted metal exit and service11,26013,740
doors at end of their useful life. Other
ManagementCenter
Share funding from the Regional Service
Commission.
Facility and AssetCity MarketReplace Tower Fire Escape to meet building0250,000
Managementcode requirements.
Facility and AssetFire Station # 1Replace server room heat pump at end of useful013,500
Managementlife.
Facility and AssetFire Station # 2Replace aluminum framed doors, windows at050,000
Managementend of useful life.
Facility and AssetFire Station # 2Replace wood siding on addition at end of050,000
Managementuseful life.
Facility and AssetFire Station #1Replace original metal frame glazing at upper0250,000
Managementfloor
Facility and AssetFire Station #1HVAC Upgrade060,000
Management
Facility and AssetMarket Square FacilitiesInvestigate and design to replace podium0250,000
Managementmembrane below landscaping areas at end of
useful life.
City of Saint John - Revised General Fund
Capital Budget
Description
ProjectLocationOther ShareCity Share
Facility and AssetMunicipal OperationsReplacement of painted metal exit and service060,000
ManagementComplexdoors at end of its useful life
Facility and AssetPolice HeadquartersMain Level Heat Pumps (1.5-2.5 ton) phased050,000
Managementreplacement of heat pumps (8) at end of useful
life.
Facility and AssetSaint Patrick Street Replace glazed roofing at end of useful life0195,000
ManagementPedway
Facility and AssetTD StationRenew 25 ton Main HVAC units that are at the382,500467,500
Managementend of their useful life. (2 of 4 heat pump units)
Other Share funding from the Regional Service
Commission.
Facility and AssetTD StationReplacement of booster pumps (5hp) at end of6,3007,700
useful life. Other Share funding from the
Management
Regional Service Commission.
Facility and AssetTD StationReplacement of heat pump cooling tower at end180,000220,000
Managementof remaining useful life. Other Share funding
from the Regional Service Commission.
Facility and AssetSaint Patrick PedwaySupplemental funding for the elimination 0500,000
Managementof existing escalator and replacing it with
stairs, as well as installation of new
elevator.
Reversing FallsReversing FallsSupplemental funding for area improvements0430,000
and replacement of assets at the end of life.
Scope of work also includes the investigation
and conceptual design of a new washroom
facility on Fallsview Drive utilizing the City's
red roofed building that was previously at
Market Slip.
Facility City Hall Safety Upgrades to City Hall Facility 0150,000
City of Saint John - Revised 2024 General
Fund Capital Budget
ProjectLocationDescriptionOther ShareCity Share
ParkingPeel Plaza Parking Replace CCTV Peel Plaza Parking 085,000
GarageGarage
EngineeringVarious locationsFunding for engineering investigations and0140,846
Investigations and design for various projects under the Storm and
DesignTransportation categories.
Facility and AssetTrade and ConventionComputer Upgrades. Other Share funding4,3715,342
Management Centerfrom the Regional Service Commission.
Facility and AssetTrade and ConventionMeeting Rooms Displays and Function.21,26325,988
Management CenterOther Share funding from the Regional Service
Commission.
Fleet Replacement for the General Fund.
Fleet ReplacementVarious Locations2,500,0000
Project to be funded under Fleet Reserve.
Project includes six monitors, TMR, radio
Six new consolesPublic Safety0240,000
equipment, two desktop computers, three
(Workstations)Communication Centre
telephones and networking components at
each work station.
Retail Drive Oakland Street to Road Realignment to eliminate the double698,105255,000
RealignmentRothesay Avenueintersection on Rothesay Avenue. Project
has funding approved under Bilateral Funding
Traffic SignalsMcAllister Drive/Renew existing signalized intersection to0600,000
Westmorland Roadimprove pedestrian accessibility and traffic
detection at this major intersection
Facility and AssetWest Works Installation of fencing and new gate at West 075,000
ManagementWorks Depot.
Facility and AssetWest Salt Dome Installation of fencing and new gate at West 050,000
ManagementSalt Dome.
Facility and AssetCarleton Community Complete design and construction of structural250,000
ManagementCentre roof remediation / replacement at Carleton
Community Centre.
New Roundabout Within City Complete conceptual, preliminary and detailed 0250,000
designs on a new roundabout within the City.
Location of new roundabout to be selected
based on roundabouts detailed in MoveSJ.
Total
$4,637,059$5,096,356
23-Oct-23
THE CITY OF SAINT JOHN
SAINT JOHN WATER
CAPITAL PROGRAM SUMMARY
W & S UTILITY FUND
Program Summary For - 2024
No. ofOtherUtility
Category Total
ProjectsShareShare
Industrial Water Renewal - East3$732,000$468,000$1,200,000
Industrial Water Renewal - West1$500,000$0$500,000
Infrastructure Renewal - Sanitary9$2,441,417$4,130,474$6,571,890
Infrastructure Renewal - Water8$2,237,876$942,283$3,180,158
TOTALS:
21$5,911,292$5,540,756$11,452,048
Summary of Capital Costs (Utility Share)
Infrastructure Renewal -
Industrial Water Renewal
Water
8.4%
17.0%
Infrastructure Renewal -
Sanitary
74.5%
Page 1 of 6
THE CITY OF SAINT JOHN
23-Oct-23
SAINT JOHN WATER
PROPOSED W & S FUND PROGRAM
2024
MDH: MUNICIPAL DESIGNATED HIGHWAYS
PDH: PROVINCIALLY DESIGNATED HIGHWAYS
This is a tentative program listing of proposed capital projects.
RDH: REGIONALLY DESIGNATED HIGHWAYS
w&s: WATER AND SEWER RELATED PROJECTS
This list has not been approved by Common Council.
G&D: PROJECT IS FOR GROWTH AND DEVELOPMENT
Priority assignments are subject to change at any time.
*: PROJECTS DEPENDANT ON FUNDING FROM OTHERS
Industrial Water Renewal - East
OtherUtility
ProjectLocationDescription
ShareShare
*
East Industrial East Industrial East Saint JohnComplete conceptual design, preliminary 300,0000
ConnectionConnectiondesign, detailed design and tender documents
including cost estimates for a new east
industrial water connection.
*
Loch Lomond WatershedMcBrien Lake DamsLoch Lomond WatershedMcBrien Lake DamsComplete a geotechnical investigation and 144,000156,000
detailed design to upgrade an access road to
McBrien Lake Dams (Phase 1 of 4)
*
Pipeline Road East Pipeline Road East Pipeline Road East Wigmore Chamber to Phinney Complete preliminary and detailed design to 288,000312,000
Transmission main Transmission main Hill Chamberreplace and/or repair the existing 1050mm
ImprovementsImprovementsdiameter water transmission main.
$732,000$468,000
TOTAL:
Page 2 of 6
THE CITY OF SAINT JOHN
23-Oct-23
SAINT JOHN WATER
PROPOSED W & S FUND PROGRAM
2024
MDH: MUNICIPAL DESIGNATED HIGHWAYS
PDH: PROVINCIALLY DESIGNATED HIGHWAYS
This is a tentative program listing of proposed capital projects.
RDH: REGIONALLY DESIGNATED HIGHWAYS
w&s: WATER AND SEWER RELATED PROJECTS
This list has not been approved by Common Council.
G&D: PROJECT IS FOR GROWTH AND DEVELOPMENT
Priority assignments are subject to change at any time.
*: PROJECTS DEPENDANT ON FUNDING FROM OTHERS
Industrial Water Renewal - West
OtherUtility
ProjectLocationDescription
ShareShare
*
Renew Intake(s) for Renew Intake(s) for Renew Intake(s) for Spruce LakeComplete the preliminary and detailed design 500,0000
Industrial Water supply Industrial Water supply Industrial Water supply for the renewal of intake(s) at Spruce Lake to
at Spruce Lakeat Spruce Lakesupply Industrial Water. Work to also include
obtaining all environmental permitting
including an EIA, if required.
$500,000$0
TOTAL:
Page 3 of 6
THE CITY OF SAINT JOHN
23-Oct-23
SAINT JOHN WATER
PROPOSED W & S FUND PROGRAM
2024
MDH: MUNICIPAL DESIGNATED HIGHWAYS
PDH: PROVINCIALLY DESIGNATED HIGHWAYS
This is a tentative program listing of proposed capital projects.
RDH: REGIONALLY DESIGNATED HIGHWAYS
w&s: WATER AND SEWER RELATED PROJECTS
This list has not been approved by Common Council.
G&D: PROJECT IS FOR GROWTH AND DEVELOPMENT
Priority assignments are subject to change at any time.
*: PROJECTS DEPENDANT ON FUNDING FROM OTHERS
Infrastructure Renewal - Sanitary
OtherUtility
ProjectLocationDescription
ShareShare
Highland RoadBelleview Avenue to McLellan Highland RoadBelleview Avenue to McLellan Renew approx. 95m of existing 300mm 225,0000
Streetconcrete sanitary sewer, including design and
construction management services. Project to
be funded under the CCBF Funding Program.
*
Lancaster LagoonLancaster LagoonConstrucLancaster LagoonLancaster LagoonConstruction for repairs and upgrades to the 440,000660,000
berms surrounding the polishing pond to
increase their overall height to a consistent
elevation and stabilize the embankment against
further erosive soil loss as well as completing
the design incorporating Climate Change
Measures. Project includes design and
construction management services. Full project
envelope subject to the City obtaining DMAF
funding.
Morna and Greenwood Morna and Greenwood Morna and Greenwood WWTPComplete the investigation and preliminary 0160,000
WWTP ImprovementsWWTP Improvementsdesign to make improvements to the existing
Morna and Greenwood WWTP's.
Separation of the Separation of the Separation of the Bayside Drive, Edith Avenue, Investigate & create conceptual design options 0200,000
Combined Sewers near Combined Sewers near Loch Lomond Road, to separate the existing combined sewers within
Bayside Middle school Bayside Middle school Bayside Middle school Westmorland Road Ellerdale the drainage basin that includes the Bayside
(Strategy)(Strategy)Street, Linda Court, Macdonald Middle School. Strategy should prioritize the
Street, Etcseparation of combined sanitary sewers and
storm sewers as well as provide estimates for
budgeting purposes.
*
St. James StreetSydney Street to CharlottSt. James StreetSydney Street to Charlotte StreetRenew 70 m of 300mm and 375 mm T.C. 135,66149,340
sanitary sewer (Condition Grade of 4 with an in
service year of 1878), including design and
construction management services. Project to
be partially funded under Bilateral Funding.
Thorne Avenue Lift Thorne Avenue Lift Thorne Avenue Lift StationUpgrade of electrical, mechanical and structural 0500,000
StationStationitems to address safety issues and meet
regulations, including design and construction
management services. Phase 1 of 2.
*
WWPS Kennedy Street121 Kennedy StreetRetrofit WWPS Kennedy Street121 Kennedy StreetRetrofit lift station above flood level to provide 260,000440,000
for reliable collection of wastewater, including
design and construction management services.
Utility Share includes an allowance for land
costs, if required. Project to be partially funded
under DMAF funding.
Page 4 of 6
THE CITY OF SAINT JOHN
23-Oct-23
SAINT JOHN WATER
PROPOSED W & S FUND PROGRAM
2024
MDH: MUNICIPAL DESIGNATED HIGHWAYS
PDH: PROVINCIALLY DESIGNATED HIGHWAYS
This is a tentative program listing of proposed capital projects.
RDH: REGIONALLY DESIGNATED HIGHWAYS
w&s: WATER AND SEWER RELATED PROJECTS
This list has not been approved by Common Council.
G&D: PROJECT IS FOR GROWTH AND DEVELOPMENT
Priority assignments are subject to change at any time.
*: PROJECTS DEPENDANT ON FUNDING FROM OTHERS
Infrastructure Renewal - Sanitary
OtherUtility
ProjectLocationDescription
ShareShare
*
WWPS Millidge Avenue1043 Millidge AvenueRetrofit WWPS Millidge Avenue1043 Millidge AvenueRetrofit lift station above flood level to provide 260,000440,000
for reliable collection of wastewater, including
construction management services. Utility
Share includes an allowance for land costs, if
required. Project to be partially funded under
DMAF funding.
*
WWTP MillidgevilleMillidgeville WWTPConstruct a new UV disinfection system and WWTP MillidgevilleMillidgeville WWTPConstruct a new UV disinfection system and 1,120,7561,681,134
building with updated mechanical and electrical
components installed above the projected Saint
John River flood elevation. Full project
envelope subject to the City obtaining DMAF
funding.
$2,441,417$4,130,474
TOTAL:
Page 5 of 6
THE CITY OF SAINT JOHN
23-Oct-23
SAINT JOHN WATER
PROPOSED W & S FUND PROGRAM
2024
MDH: MUNICIPAL DESIGNATED HIGHWAYS
PDH: PROVINCIALLY DESIGNATED HIGHWAYS
This is a tentative program listing of proposed capital projects.
RDH: REGIONALLY DESIGNATED HIGHWAYS
w&s: WATER AND SEWER RELATED PROJECTS
This list has not been approved by Common Council.
G&D: PROJECT IS FOR GROWTH AND DEVELOPMENT
Priority assignments are subject to change at any time.
*: PROJECTS DEPENDANT ON FUNDING FROM OTHERS
Infrastructure Renewal - Water
OtherUtility
ProjectLocationDescription
ShareShare
*
Charlotte StreetBroad Street to Vulcan StreCharlotte StreetBroad Street to Vulcan StreetDesign and construction management services 155,09256,408
for street reconstruction,watermain, sanitary
sewer and storm water separation. Project to be
partially funded under Bilateral Funding.
*
Charlotte StreetQueen Square North to Princess Charlotte StreetQueen Square North to Princess Design and construction management services 266,62896,972
Streetfor street reconstruction,watermain, sanitary
sewer and storm water separation. Project to be
partially funded under Bilateral Funding.
Engineering Engineering Engineering Various locationsFunding for engineering investigations and 0197,558
Investigations and DesignInvestigations and Designdesign for various projects under the Water and
Sanitary categories.
*
Fleet ReplacementVarious LocationsFleet Replacement for Saint John Water. Fleet ReplacementVarious LocationsFleet Replacement for Saint John Water. 475,0000
Project to be funded under Fleet Reserve.
Highland RoadBelleview Avenue to McLellan Highland RoadBelleview Avenue to McLellan Renew approx. 95m of existing 200mm 290,0000
Streetwatermain, including design and construction
management services. Project to be funded
under the CCBF Funding Program.
*
St. James StreetSydney Street to Charlotte StreetRenew 90 m of 200 mm C.I. watermain St. James StreetSydney Street to Charlotte StreetRenew 90 m of 200 mm C.I. watermain 201,65873,343
(Service year is 1878), including design and
construction management services. Project to
be partially funded under Bilateral Funding.
*
Sydney StreetBroad Street to St. James StreetSydney StreetBroad Street to St. James StreetDesign and construction management services 49,49818,002
for street reconstruction,watermain, sanitary
sewer and storm water separation. Project to be
partially funded under Bilateral Funding.
*
Water Tank Water Tank Various Tank LocationsThe design and construction of rehabilitations 800,000500,000
ImprovementsImprovementson the existing Water Storage Tanks. Including
construction management services.
$2,237,876$942,283
TOTAL:
Page 6 of 6
FINANCECOMMITTEEREPORT
Report DateMay 09, 2023
Meeting DateMay 31, 2023
Service AreaTransportation and
Environment Services
Chairman SullivanandMembers of Finance Committee
SUBJECT: Parks Asset Renewal Fund Initiatives
OPEN OR CLOSED SESSION
This matter is to be discussed in Finance Committee Open Session.
AUTHORIZATION
Primary AuthorCommissioner/Dept. HeadChief Administrative Officer
Barb CrawfordMichael Hugenholtz / J. Brent McGovern
Marc Dionne
RECOMMENDATION
ThatFinance Committee approve the list of proposed projects to be funded by
the inthe approved General Fund
Capital Budgets for 2023 and 2024.
EXECUTIVE SUMMARY
PlaySJ, Recreation Strategic Plan notes parks and
recreationopportunities asessential to the qualityof life of all residents in Saint
John. The City has beenworking toward right sizing the parks and playgrounds
in the City by concentratinginvestments in District Playgrounds and District
Parks.
After a couple decades of under-investment into our parks and playgrounds
many of these spaces are in poor condition. The approved General Fund Capital
Budget for 2023 and 2024 includes a funding envelope of $900,000 and
$600,000 respectively for asset renewal in these areas.
Severalprojects have been identified for implementation through this program
and are detailed within this report. These investments will benefit the user
experience of our parks and playgrounds by promoting healthy & active living as
well as improving accessibility.
- 2 -
PREVIOUS RESOLUTION
th
Common Council at its meeting dated October 17, 2022 adopted the following
resolution:
Finance Committee: 2023 and 2024 General Fund Capital Budget and 2023 and
2024 Utility Fund Capital Budget
Moved by Councillor Sullivan, seconded by Councillor Radwan: RESOLVED that as
recommended in the submitted report M&C 2022-317: 2023 and 2024 General
Fund Capital Budget and 2023 and 2024 Utility Fund Capital Budget, Common
Council approve the 2023 and 2024 General Fund Capital Budget for $62,570,055
with City Share of $29,949,247 and Other Share of $32,620,808.
The funds in the General Fund Capital Budget described the
as subject to approval of a plan by the Finance Committee.
STRATEGIC ALIGNMENT
GROW, BELONG & MOVE.
GROW: Ļ ǝğƌǒĻ ƭƒğƩƷ ŭƩƚǞƷŷ͵
Recreation opportunities enhance quality of life, visitor experience, and
stimulate economic impact.
BELONG: Ļ ǝğƌǒĻ ğ ǞĻƌĭƚƒźƓŭ ĭƚƒƒǒƓźƷǤ͵
The proposed investment in District Parks and District Playgrounds
enable enhanced offerings for visitors, residents, and newcomers as well
as offering programming to the community.
MOVE: Ļ ǝğƌǒĻ ƭǒƭƷğźƓğĬƌĻ ƷƩğƓƭƦƚƩƷğƷźƚƓ ĭŷƚźĭĻƭ͵
The proposed investments offer accessible transportation choices.
REPORT
recreational facilities and the opportunities it provides to residents.
trategic Plan, Play SJ, recommends a recreation
delivery model comprised of three overarching, inter-connected focus areas. The
recommended focus areas are Healthy & Active Living, Right-Sizing and
Community Development.
The City of Saint John is poised for continued growth and its community leaders,
citizens, businesses and visitors are eager to benefit from additional recreation
opportunities that will enhance quality of life, visitor experience, and stimulate
economic impact.
- 3 -
Outdoor facilities provide Saint John residents with opportunities to engage in
healthy physical activities. These opportunities strengthen communities by
fostering social interaction among residents and contribute to quality of life.
The projects identified in this
place investment in District Playgrounds and District Parks considered priorities
in PlaySJ.
Proposed Projects for Parks and Playground Asset Renewal Projects
The focus of this funding envelope is renewal and reinvestment into existing
assets rather than new, larger scale projects such as the new public space at
Market Slip or Harbour Passage extensions.
Staff have identified several projects below to utilize the funds set aside in the
Capital budget. The projects are identified in order of proposed implementation.
Ithe majority of the projects proposed below can be completed
and operational in the 2023 construction season. The projects that are not able
to be completed in 2023 will be carried forward to 2024 or future years for
completion.
No. Project Title Project Location Photograph
1 Replacement of two Carleton Community
wooden structures - Centre / Market Place
accessibility ramp &
platform at the Carleton
Community Centre.
2 Replacement of an existing Carleton Community
(damaged) water feature at Centre / Market Place
the Carleton Community
Centre Splash Pad.
3 Replacement of solar light Rockwood Park
batteries at Lily Lake that
are past their effective
service life and no longer
hold a charge
- 4 -
No. Project Title Project Location Photograph
4 Repair and replacement of Rockwood Park
picnic shelters (x4) at
Rockwood Park
5 Replacement of Bleachers Memorial Park
at Memorial Park Field
(softball)
6 Replacement of garbage Various District Parks
cans (x50) at various district & Playgrounds
parks and playgrounds.
7 Replacement of park Various District Parks
benches (x50) throughout & Playgrounds
City.
8 Resurfacing of Tennis Peter Murray Arena
Courts (x3) by Peter Murray
Arena
9 Replacement of Memorial Memorial Park
Park Dugouts (softball)
- 5 -
No. Project Title Project Location Photograph
10 Repairs to Skate Park Skatepark
including concrete, rails &
platforms.
11 Replacement of portions of Forest Hills
fencing around Forest Hills
maintenance building
12 Replacement of Market Slip Little River Reservoir
Beach Volleyball Court at
Little River
13 Repairs and repositioning to King Square
granite at King Square
planter.
14 Replacement of portions of Shamrock Park
fencing at two soccer fields
at Lower Shamrock Park
15 Replacement of playground Ellerdale Street
equipment at Ellerdale
Street playground
- 6 -
No. Project Title Project Location Photograph
16 Resurfacing of 11 Various District Parks
basketballs courts across & Playgrounds
the City as well as
replacement of basketball
court infrastructure
17 Replacement of fencing for Peter Murray Arena
Dog Park by Peter Murray
Arena
18 Repair of Pickle Ball fence Forest Hills
at Forest Hills
19 Maintenance work at the Rainbow Park
Rainbow Park community
garden
SERVICE AND FINANCIAL OUTCOMES
.
Approximately $200,000 of that amount has been already earmarked to support
various initiatives including a new disc golf course and a new cricket field. The
remaining amount combined with the $600,000 approved for parks asset
renewal in 2024 will be applied towards these projects roughly in the order listed
above.
Any projects that are not able to be completed within the available budget will
be considered in future years. As these investments are focused on asset
renewal there will be no significant impact on the Parks operating budgets.
It should be noted that there remains a significant backlog of these types of
projects and continued support through the budgeting process in future years
will be necessary to continue to improve the quality of our parks and public
spaces.
- 7 -
INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS
Public Works and Transportation Services and Utilities & Infrastructure Services
were consulted related to their current and future involvement in the proposed
projects.
ATTACHMENTS
None
/haahb /h b/L\[ w9thw
M&C No.2023-240
Report DateOctober 25, 2023
Meeting DateOctober 30, 2023
Service AreaPublic Safety Services
Her Worship Mayor Donna NoadeReardon and Members of Council
SUBJECT:Municipal Emergency Response Plan (MERP) 2023 Revision
AUTHORIZATION
PrimaryAuthorCommissionerChief Administrative Public Safety
OfficerCommittee Chair
Leah RobichaudKevin CliffordJ. BrentMcGovernCouncilor David
Hickey
RECOMMENDATIONS
Public SafetyCommittee recommendsCommon Council approve the following
recommendations:
1."It is recommendedCommon Council adopts the revised Municipal Emergency
Response Plan (MERP) attached to this report which was reviewed in
accordance with the Emergency Measures Act of the Province of New
Brunswick and the Saint John Emergency Measures By-
2.
provided by the Medical Officer of Health for the South Region, Dr. Kimberly
Barker at the Public Safety Committee meeting of October 25, 2023, and that
staff make further modifications to the Municipal Emergency Response Plan
(MERP) as appropriateand report back to Public Safety Committee at its next
EXECUTIVESUMMARY
Twas adopted in
October 2021 with the requirement for annual review and update as required.
Administrative changes to the MERP are done as required, however any updates or
changes to the plan require Council approval.A full review has been conducted in 2023
which included internal and external engagement to ensure the plan reflects the
current risk profile of the community. The result is a revised MERP which includes
eighteen response plans for eighteen primary hazardsidentified.
PREVIOUSRESOLUTION
January 14, 2019, it was resolved that Common Council refer item 11.1 Expanding the
Saint John Common Council Committee Structure to the City Manager, to report back
recommendations on developing a plan to expand the City of Saint John Common
Council Committee Structure to include a third Committee, that being a Public Safety
Committee / Environment and Transportation services.
On September 20, 2021, it was resolved that Common Council adopt the Municipal
Emergency Response Plan (MERP) which was developed in accordance with the
provincial Emergency Measures Act, RSNB 2011, c. 147 and the Saint John Emergency
Measures By -Law, By- law Number EM- 7.
STRATEGIC ALIGNMENT
The revised MERP is SJ, Move SJ, and Plan SJ.
Ensuring a vibrant and safe city to address the evolving needs of a growing
community.
REPORT
The Municipal Emergency Response Plan (MERP) outlines the procedures to be followed
by local government to provide a prompt and coordinated response to an emergency,
and for all activities that support emergency planning, preparedness, response, and
recovery. The MERP addresses incidents which have potential to cause damage of
sufficient severity and magnitude to warrant the coordination of a team of stakeholder
responders and the activation of the City of Saint John Emergency Operations Centre
(EOC).
The collaborative input from those who serve, work, and live in our community is
foundational to ensure it accurately reflects the current stakeholders, threats, and
resources available. A full review and update has been completed and the outcome
attached in the revised MERP document.
The 2023 review of the MERP included input through a series of steps including, 1)
administrative updates, and input from the Senior Leadership Team, 2) soliciting citizen
ublished
March 6 to April 17, 3) soliciting citizen input through a Town Hall engagement session
th
on April 12 and 4) an internal hazard identification and risk assessment workshop with
employees from all services areas. The final report was presented to Public Safety
Committee on October 25, 2023 for feedback and recommendations.
Dr. Barker, New Brunswick Medical Officer of Health for the South Region was present
at the Public Safety Committee meeting on October 25. Dr. Barker recommended that
the MERP include Public Health consultation for any health-related incidents. The
committee also recommended an update to the communication plan to include regular
scheduled updates during an incident. The Public Safety Committee recommended the
following changes be incorporated into the revision of the MERP to be presented at the
next meeting.
INPUT FROM OTHER SERVICE AREAS AND STAKEHOLDERS
Internal input has been received from all Service Areas, and Saint John Police.
and Town Hall.
ATTACHMENTS
Appendix A Saint John Municipal Emergency Response Plan
Revised October 25, 2023
City of Saint John
Municipal Emergency Response Plan
Saint John Emergency Management Organization
City of Saint John P.O. Box 1971
Saint John, NB E2L 4L1
October 25, 2023
SAINT JOHN EMERGENCY RESPONSE PLAN
MUNICIPAL EMERGENCY RESPONSEPLAN
FORWARD
Saint John Common Council adoptedthe city’s original The City of Saint John Municipal Emergency Response Plan
(MERP) in 1998and itsmost recent updatein2021. As part of the adoption of the updated MERP, Common Council,
in concert with the Public Safety Committee, adopted the Safety and Continuity Management Program of Plan / Do
/ Check / Act, and a Service Review Schedulewhich include a regular review of the MERP.
The Saint John Emergency Management Organization (SJEMO) in the winter of 2015, adopted the Incident Command
System (ICS) as the emergency management framework for managing large scale incidents.The following Municipal
Emergency Response Plan follows the nationally recognized Incident Command System.
GUIDING PRINCIPLES
In Canada, municipalities are responsible for the first response to emergencieswithin their boundaries,supported by
the provincial government if the scale of the emergency exceeds municipal capabilities.
SJEMO has adopted the following guiding principles to ensure the highest standard of municipal response.
-SJEMO activation – The Saint John Emergency Management Organization is mobilized when an emerging
incident is beyond the scope, capacity and capability of primary response agencies and requires
coordination of resources.
-Partnerships – All members of the community have a role to play in emergency management. Emergency
preparedness starts at the level of the individual and householdsand includesprivate sector businesses;
industrial partners; volunteer and non-government organizations and academia. Effective partnerships with
the emergency management organization and first response agencies must be based on effective
collaboration, coordination, and communication.
-Continuous Improvement – SJEMO aspires to be better today than it was yesterday and better tomorrow
than it is today. Through a vigorous and systematic after-action reviewprocessfollowing any incident,
SJEMO aims to learn from any gapsand improve emergency preparedness, emergency response and
measurement of success.
-During emergency mitigationSJEMOwill follow ICS identifying Problems and Priorities; setting objectives;
establishing strategies and dispatching resources to carry out the necessary tasks with a positive
perspective. All ideas and viablesolutions will be explored. (See PPOST)
COMPANION PLANS(not accompanying the MERP)
-Evacuation Plan-Emergency Social Services Plan
-Pandemic Plan-Communication Plan – Including Crisis
-Flood Mitigation PlanCommunication Plan
AMENDMENTS TO MUNICIPAL EMERGENCY RESPONSE PLAN (Proprietary)
-All Hazards Municipal Response Actions including Site Specific Emergency Response Plans
AUTHORITY
This plan is adoptedby Council, under the authority of the New BrunswickEmergency Measures Act; and The City of
Saint John By-Law Number EM-7, A By-Law to Formulate Plans in the Event of An Emergency, also known as the Saint
John Emergency Measures By-Law, originallyenacted by Common Council on September 12, 2005(See Appendix A
and B).
Responsibility for the management of municipal emergency operations rests with the Mayor and Council. Council is
the ultimate authority for decision-making during an emergency while delegating operational decisions to the Saint
JohnEmergency ManagementOrganizationDirector.
Page 2 of 64
SAINT JOHN EMERGENCY RESPONSE PLAN
The EMO (Emergency Management Organization)Director is responsible for coordinating the efficient
emergency response operations in the community on behalf of the Mayor and Council. The Director may activate
the Emergency Operations Center partially or fully, depending on the magnitude of the emergency.
Page 3 of 64
SAINT JOHN EMERGENCY RESPONSE PLAN
TABLE OF CONTENTS
Part 1 - General Information
Background
1.1
Areas of Influence and Interest
1.2
1.3 Phases of an Emergency Operation
1.4 Graduated Response
1.5 Levels of Responsibility
1.6 Levels of Response
Authority – Minister of Justice and Public Safety
1.7
States of Emergency / Link to Emergency Measures Act (electronic copy only)
1.8
Saint John Emergency Management Organization (SJEMO)
1.9
1.10 Emergency Operations Centre (EOC)
1.11 Activation Timeline
1.12 Local Service districts
1.13 Emergency communications
Non-Governmental Organizations (NGOs) and Volunteer Agencies
1.14
Mutual Aid and Request for Assistance (RFA)
1.15
Termination of Operations
1.16
Plan Audits
1.17
1.18Training and Exercises
1.19Budget
1.20Definitions
Part 2 – Hazard Identification and Risk Assessment (HIRA)
Risk
2.1
2.2 Likelihood
2.3Consequence Ratings
2.4Consequence Categories
2.5 HIRA Total Risk Score Ranges
2.6Hazard Summary with Applicable Action(s)
2.6.1 Chemical, Biological, Radiological, Nuclear, or Explosive (CBRNE)
Flood
2.6.2
2.6.3 Extreme Weather (Blizzard/ Ice Storm/ Thunderstorm/ Hurricane)
2.6.4 Complex Fire(Structure/ Industrial)
2.6.5 Forest Fire/ Wildfire
2.6.6 Extreme Temperatures (Heat/Cold)
2.6.7 Power Outage
2.6.8 Landslide/Erosion/Earthquake
2.6.9 Public Health/Pandemic
2.6.10 Cyber Attack
2.6.11 Active/Violent Threat
2.6.12 Communication Failure
2.6.13 Air Quality
2.6.14 Aviation Incident
2.6.15 Port/ Marine (Cruise Ships/Cranes)
2.6.16 Potable Water
2.6.17 Civil Disorder
2.6.18 Critical Infrastructure Failure (Transportation/ Engineering)
Part 3 - Activation Levels, Municipal and Regional Roles and Responsibilities
3.1Activation Levels
Page 4 of 64
SAINT JOHN EMERGENCY RESPONSE PLAN
3.1.1 Level 1 – Enhanced Monitoring
3.1.2 Level 2 – Partial Activation
3.1.3 Level 3 – Full Activation
3.2 Municipal Roles and Responsibilities
3.2.1 Emergency Management Council Committee
3.2.2 Site Incident Commander
3.2.3 Site Information Officer
3.2.4 Site Liaison Officer
3.2.5 Site Safety Officer
3.2.6 Site Operations Section
3.2.7 Site Planning Section
3.2.8 Site Logistics Section
3.2.9 Site Finance and Admin Section
3.3 Municipal Emergency Operations Centre (EOC) Team Responsibilities
3.3.1 Director of EOC
3.3.2 Liaison Officer of EOC
3.3.3 Risk Management Officer of EOC
3.3.4 Information Officer of EOC
3.3.5 Operations Section Chief of EOC
3.3.6 Planning Section Chief of EOC
3.3.7 Duty Officer of EOC
3.3.8 Logistics Section Chief of EOC
Finance and Administration Section Chief of EOC
3.3.9
3.4 Regional REAC/REOC Roles and Responsibilities
3.4.1 Tasks Common to All
3.4.2 Department of Justice and Public Safety (JPS) – REMC
3.4.3 NB Emergency Public Information (NBEMO-PIO)
3.4.4 Emergency Management Communications Group (EMCG)
3.4.5 Office of the Fire Marshall (OFM)
3.4.6 Royal Canadian Mounted Police (RCMP)
3.4.7 Department of Transportation and Infrastructure (DTI)
3.4.8 Department of Natural Resources and Energy(DNRE)
3.4.9 Ambulance New Brunswick (ANB)
3.4.10 Department of Health
3.4.11 Emergency Social Services (ESS)
3.4.12 Department of Educationand Early Childhood Development (DEECD)
3.4.13 Canadian Red Cross
3.4.14 Department of Agriculture, Aquaculture and Fisheries (DAFF)
3.4.15 New Brunswick Power (Saint John Energy)
3.4.16 Department of Environment and Local Government (DELG)
4.1 Appendixes
4.1.1 Appendix “A” – NB Emergency Measures Act
4.1.2 Appendix “B” - The Saint John Emergency Measures By-Law
4.1.3 Appendix “C” – State of Local Emergency Template
4.1.4 Appendix “D” – Activation Timeline
Page 5 of 64
SAINT JOHN EMERGENCY RESPONSE PLAN
4.1.5 Appendix “E” – Contact List
4.1.6.Appendix “F” –Planning “P”
Page 6 of 64
SAINT JOHN EMERGENCY RESPONSE PLAN
PART 1 – GENERAL INFORMATION
Introduction
Purpose
The purpose of this Municipal Emergency Response Plan (MERP) is to outline procedures to be
followed by local government to provide a prompt and coordinated response to an emergency,
and activities that support emergency preparedness. The MERPaddresses incidents that may
cause damage of a magnitude warrantingactivation of the Emergency Operations Centre (EOC).
Scope
The scope of this plan includes officials and staff of the municipalityof Saint John and assisting
agencies within the boundaries of The City of Saint John. It also provides for support of neighbouring
jurisdictions under provincial or federal authority if called upon to do so. The MERP does not address
emergencies which arenormally handled at the scene by the appropriate first responding agencies.
Vision
The vision of the Saint John Emergency Management Organization is for Saint John to be a disaster-
resilient and sustainable community in which private and corporate citizens collaborate with the
SJEMO to cultivate and sustain an effective community-based emergency preparedness culture.
Mission
The mission of the SJEMO is to develop, implement, and maintain a highly effective emergency
management program that takes an all-hazards, ICS-based approach to emergencies while
promoting continuous improvement through on-goingeducation and review.
LIST OF AMENDMENTS:
AMENDMENT NO.DATEBY WHOM AMENDEDDATE AMENDED
012021-08-04Public Safety Committee2021-09-20
022023-10-25Public Safety Committee
Copies of the complete Municipal Emergency Response Planand any amendments to be provided to
the following Distribution Listby title or equivalent:
Mayor and Council Commissionerof Human Resources
Chief Administrative Officer Manager of Supply Chain Management
General Council Commissioner of Growth and Community Services
Common Clerk Commissioner of Public Works and Transportation
Fire Chief/ Director of EMO Commissioner of Utilities and Infrastructure
Police Chief Chiefof Staff and Chief Financial Officer
Director of External Relations Operations Manager, StormwaterRural
Manager of EMO
Other Stakeholder agencies:
Saint John Energy NBEMO Saint John TransitHorizon Health
Red Cross Salvation ArmyIndustrial Stakeholders
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1. General Information
1.1
Background
Emergency situations, at times, generate confusion with respect to roles,responsibilities,and
jurisdictions. By means of the following Municipal Emergency Response Plan, needless duplication of
effort or waste of resources will be reduced. MERPwas developed using the Incident Command System
and was refined with the CSA (Canadian Standards Association)Z1600-17 Emergency and Continuity
Management Program.
1.1.1
MERPis divided into three colour-coded parts.
a.Part 1 (Green): General Information.
b.Part 2 (Yellow): Municipal Response/Actions; and
c. Part 3 (Red): Roles and Responsibilities during Activation.
1.2Areas of Influence and Interest
In the event of an emergency, delineating areas of influence and interest is critical to managing and
coordinating, limiting disruption, and ensuringthat only the resources required during the emergency
are used. As defined:
a.The Area of Influence is tied to jurisdictions and the requisite authorities to commit the
1.2.1
necessary resources to influence the outcome of an emergency.
b.The Area of Interest is defined by defined by geography, connectivity, and time. The Area
of Interest is further defined byactual or potential events, normally situated outside the
area of influence, which may impact the region.
1.3
Phases of an Emergency
An emergency will normally graduate through four distinct phases. They are:
a.The Warning Phase consists of actions taken to counter and curtail the effects of the
incident. These include alerting the public and Municipal authorities and preparing
resources.
1.3.1
b.The Impact Phase refers to the event itself.
c.The Response Phase, which may overlap the Impact Phase, covers the period during which
the emergency is brought under control.
d.The Recovery Phase is the clean-up period used to return the community to normal.
1.4
Graduated Response
A graduated response allows for the control and coordination of resources assigned to deal with an
1.4.1
emergency. It allows for the use of only those resources, human and material, necessary to meet the
requirements of that emergency and speaks to attempting to deal with an emergency at the lowest
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SAINT JOHN EMERGENCY RESPONSE PLAN
level practicable. In keeping with this concept, the response at the Municipal level will be tailored to
meet the circumstances of a given emergency.
1.5
Levels of Responsibility
The municipal level of emergency management falls into a graduating system of increased
responsibility, areas of influence and interest that are based on the variouslevels of government
authority in the Province of New Brunswick as follows:
a.Individual – Individuals are responsible for themselves and their immediate family and
include household and neighbourhood preparations such as the 72 Hour Emergency
Preparedness Kit.
b.Municipal/Local Authority Response – Municipal level resources managed by local
1.5.1
Mayors and Councils, and Local EMO.
c.Regional – Regional level resources coordinated by the NB EMO Regional Emergency
Management Coordinators (REMC) and Regional Emergency Action Committees
(REAC).
d.Provincial – Government of New Brunswick resources managed by the Department of
Justice and Public Safety (JPS) and NB EMO.
e.National – Government of Canada resources managed by Public Safety Canada.
1.6
Levels of Response
A graduated response will focus efforts to ensure the lives and welfare,and property of citizens and
the environment are at the forefront of response actions. As such, the following levels of response
will be used:
a.Individual Response – Assist municipal and local authorities in identifying the
emergency.
b.Municipal or Local Authority Response – Municipal authorities are responsible for
dealing with the emergency.
1.6.1
c.Regional Response - When the capacity of the local authority is exceeded or is likely to
be exceeded, a regionalresponse is activated through the REMC.
d.Provincial Response - When a regionalresponse is insufficient, the REMC will request
assistance from the Provincial Emergency Action Committee (PEAC).
e. National Response - If additional response is required, federal support and assistance
will be arranged by the PEAC.
1.7
Authority – Minister of Justice and Public Safety
In accordance with the Emergency Measures Act, the Minister of Justice and Public Safety is
responsible for emergency declarations, executive coordination, andassigned executive powers.
The Minister advises the Premier and Executive Council on emergency management and security
1.7.1
matters, and coordinates the assistance provided by:
a.Department of Justice and Public Safety, Deputy Minister.
b.Police, Fire and Emergency Services Division, Assistant Deputy Minister.
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SAINT JOHN EMERGENCY RESPONSE PLAN
c.Executive Director Emergency Services.
d.Director Office of the Provincial Security Advisor; and
e.Director Emergency Measures Organization.
The Minister shall coordinate emergency measures plans within the provinceand may delegate
powers vested in him by or under the Emergency Measures Act. Subject to the approval of the
Lieutenant-Governor in Council, the Minister may:
a.Enter into agreements with the Government of Canada (GoC), the government of a
province or territory of Canada or the government of a state of the United States of
America, or an agent of any of them, with respect to emergency measures plans.
b.Enter into agreements with the GoC and the Workplace Health, Safety and
Compensation Commission for the administration and payment of compensation
benefits to persons engaged in training or carrying out duties related to a state of
emergency or a state of local emergency: and
c.Acquire by purchase or lease of real and privateproperty for the purposes of
administering the NB EMO.
The Minister may:
a. Divide the Province into districts and sub-districts for the purposes of the Emergency
Measures Act.
b. After consultation with a municipality, designate the boundaries of the municipality to
include areas adjacent thereto.
c. Require municipalities to prepare emergency measures plans, including mutual
assistance programs, and to submit them to the Emergency Measures Organization for
review for adequacy and integration with the Municipal Emergency Response Plans.
d. Establish procedures for the prompt and efficient implementation of emergency
measures plans; and
e. Require any person to develop emergency measures plans in conjunction with the
Emergency Measures Organization or the municipalities to remedy or alleviate any
hazard to persons, property or the environment that is or that may be created:
1.By a condition that exists or may exist on that person’s property.
2.By that person’s use of property.
3.An operation in which that person is or may be engaged; or
4.By a process that that person is or may be utilizing.
1.8
States of Emergency: New Brunswick Emergency Measures Act
The Minister of Justice and Public Safety may at any time, when satisfied that an emergency exists
or may exist, declare a state of emergency in respect to all or any area of the provincefor a
maximum of 14 days. The mayor of a municipality may, under similar circumstances, declare a State
ofLocal Emergency (SOLE) in respect of that municipality or part of that community for a maximum
1.8.1
of 7 days.
When a state of emergency or a state of local emergency has been declared under this Act, the
Minister or the municipality shall immediately cause the details of the declaration to be
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SAINT JOHN EMERGENCY RESPONSE PLAN
communicated or published by those means that the Minister or municipality considers the most
likely to make the contents of the declaration known to the civil population of the area affected.
On a state of emergency being declared in respect to the Province or an area of the Province, or on
a state of local emergency being declared in respect to a municipality or an area of a municipality,
the Minister may, during the state of emergency, in respect of the Province or an area of the
Province, or the municipality may, during the state of local emergency, in respect of the
municipality or an area of the municipality, as the case may be, do everything necessary for the
protection of property, the environment and the health or safety of persons therein, including:
a.To cause an emergency measures plan to be implemented.
b.To acquire or utilize or cause the acquisition or utilization of any privateproperty by
confiscation or by any means considered necessary.
c.To authorize or require any person to render the aid that the person is competent to
provide.
d.To control or prohibittravel to or from any area or on any road, street, or highway.
e.To provide for the maintenance and restoration of essential facilities, the distribution
of essential supplies and the maintenance and coordination of emergency medical,
social, and other essential services.
f.To cause the evacuation of persons and the removal of livestock and movableproperty
threatened by a disaster or emergency, and planfor the adequate care and protection
of them.
g.To authorize any person properly identified as authorized by the Minister, by the
Emergency Measures Organization or by the municipal emergency measures
organization to enter any building or on any land without warrant.
h.To cause the demolition or removal of any building, structure, tree, or crop if the
demolition or removal is necessary or advisable for the purposes of reaching the scene
of a disaster, of attempting to forestall its occurrence or of combatting its progress.
i.To procure or fix prices for food, clothing, fuel, equipment, medical or other essential
supplies and the use of property, services, resources, or equipment; and
j.To order the assistance, with or without remuneration, of persons needed to carry out
the provisions mentioned in this section.
And in addition, the Minister may authorize orrequire a municipality to cause an emergency
measures plan for the municipality, or any part of the municipality, to be implemented.
1.9
Saint John Emergency Management Organization (SJEMO)
When a substantial municipal involvement is indicated or when there is a need to coordinate a
municipal response, SJEMOwill be activated.
When credible information supports the need for a coordinated municipal response, SJEMOmay be
assembled by the EOC coordinator or designate at any time before or during an emergency. The
1.9.1
SJEMOwill use the following activation levels:
a.Level 1 (Green): EnhancedMonitoring: Continuous monitoring by all SJEMOmembers
of an emergency that may require immediate municipal response.
b.Level 2 (Yellow): Partial Activation: Once notified, selected SJEMOmembers may be
called in to assist in supporting ongoing efforts towards an emergency.
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c.Level 3(Red): Full activation: All SJEMOmembers are to report to the EOCor as
directed.
The EOCwill be managed by the SJEMO Manageror his/her designate. The precise municipal
representation in the EOCwill depend on the nature and scope of the emergency. It may also
include provincial, federal, or other agency representatives, as necessary.
SJEMOwill:
a.Assess a potential emergency within three risk areas:
•natural hazards – the risks associated with natural (geological, meteorological, or
biological) hazards (e.g., earthquake, landslide, flood, drought, pandemic influenza,
foot and mouth disease, insect infestation).
•intentional human actions – the risks associated with chemical, nuclear, or other
hazards, resulting from deliberate actions (e.g., terrorism, sabotage); and
•unintentional human actions – the risks associated with chemical, nuclear, or other
hazards resulting from accidents (e.g., hazardous material spill or release,
explosion/fire, water control structure/dam/levee failure).
b.Prepare or review contingency plans and procedures.
c.Consider the deployment of resources and Incident Commanders to an emergency.
d.Monitor operations, provide direction to departments, regions, Incident Commanders.
e.Provide situation updates and making recommendations to the Director; and
f.If the emergency escalates to the point where further powers are required, the
Municipal EM Coordinator may recommend to Mayor and Council that a State of Local
Emergency be declared in accordance with the Emergency Measures Act (R.S.N.B.
2011, c. 147) and the municipal by-law(EM-7).
1.10
Emergency Operations Center (EOC)
When a substantial Municipal response is required, SJEMOwill be activated and report to the EOC
or other assigned location(s). The EOCshall contain the necessary working accommodations and
communications toenable proper coordination. In addition to the EOC, departmental operation
centres or other designated facilities may be established to control and direct departmental
operations.
When required, the following activation levels will be used to notify members of SJEMO. The alert
1.10.1
will come from the SJEMO Director or designated alternate. The levels are:
a.Level 1 (Green): Enhanced Monitoring: Continuous monitoring by all SJEMOmembers
ofan emergency that may require immediate Municipal assistance.
b.Level 2 (Yellow): Partial Activation: Once notified, selected SJEMOmembers may be
called to assist in supporting ongoing efforts towards an emergency.
d.Level 3 (Red): Full Activation: All SJEMOmembers are to report to the EOCor as
assigned(which could include remote location(s).
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1.11
Activation Timeline (Municipal Activation Timeline link)
Irrespective of the emergency, when activated,the EOCwill use the attached timeline to ensure
interoperability within the municipality and with those attending in a mutual aid capacity.
1.11.1
In addition, NB EMO is available 24 hours a day, 365 days a year. As part of their normal duties, the
NB EMO staff will monitor events that may impact New Brunswick.
1.12
Local Service Districts (LSDs)
The Department of Environment and Local Government (DELG) Local Service Managers (LSMs) are
members of the REAC. They will monitor, and if necessary, coordinate with the REMC for all
emergency planning and operations for LSDs.
1.12.1
On occasion, municipalities may be requested to support operations in neighboringLSDs. As such,
the City of Saint John will be prepared to assist. Cost capture will be initiated upon receipt of any
request.
1.13
Emergency Communications - / Crisis Communication
The City of Saint John will use the following communications platform:
a.Operational Communications: Routine communications will usethe most efficient means
available with due regard to maintaining records of decisions and actions taken. Depending
on the nature of the emergency or immediacy of the communication, other means may be
required:
1.Trunked Mobile Radio (TMR)will allow all agencies to communicate verbally via a
mutual aid channel designated by Provincial Mobile Communications Center (PMCC).
Such a channel should be requested by theresponding agency and maintained for the
duration of the event, with additional channels designated, as necessary. PMCC should
record all communication on this system.
1.13.1
2.Social Media, the City’s website, cloud-based platforms,and other technologymay be
used to connect the EOCto a REOC (Regional Emergency Operations Centre)to
simultaneously exchange information such as event logs, imagery, and detailed maps.
When available, these should be linked to ensure maximum awareness between various
agencies contributing to the response. Data must be captured and recorded at
scheduled intervals and during significant events.
3.Telephone: With reduction of the traditional land linewithin the municipal organization
and the increased use of cellular communications, cellular communication will be the
most popular method of rapidly connecting two individuals. Vulnerabilities include
downed lines or cell towers, loss of voice quality, restriction of information sharing and
poor record keeping.
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4.Virtual:Withthe increased use of virtual meeting platforms such as ‘Teams’or ‘Zoom’,
it has become easier and more efficient to hold virtual briefing meetings. Vulnerabilities
of this method include no data connection or poor connection quality.
b.Public Information: Communicating information to the public in a clear and timely manner
is a crucial element of managing an incident. Consideration should be given during the
warning phase, if possible. Informing the public of registration and warming centers,
evacuation plans, and recovery operations will assist in reducing anxiety. Many methods
may be utilized.
1.ALERT READYis the national system used by a provincial authority in cases of serious
threat to life and safety. It employs interruptions to the public broadcasting systems
on radio and television. Eventually, it may also have the capability to target specific
cell towers for customized messaging. ALERT READY messaging is to be coordinated
through NBEMO.
2.Public messaging via social media is the most widespread and effective means of
distributing information as it increases coverage as recipients share with friends.
Various media such as e-mail, Twitter, Facebook, Instagram, and others could be
used. Toachieve maximum efficiency, a solesource of verified information should be
utilized to avoid conflicts. Frequent and timely updates must be maintained to
prevent disinformation.
3.Media conferences by persons in authority. Care in avoiding impromptu statements,
and the selection of a knownand credible person of authority in the community is
recommended.
4.Self-registry by citizens on municipal warning systems such as the City of Saint John
Emergency Alert systemallows for targeted messages over a broadspectrum of
events.
5.Posting written directives at warming shelters, municipal and public offices in
addition to pre-advising citizens of where and how to seek information during
emergencies will be implemented to ensure smooth communication during an
incident.
1.14
Non-Governmental Organizations (NGOs) / Volunteer Agencies
An effective emergency response will depend to a large degree on the full use of all resources in the
community. The province and most municipalities have severalsocial services agencies, clubs,
organizations, and other civic-minded groups who can providea wide range of skills, people, and
equipment.
Many volunteer agencies are prepared to offer their services in an emergency. These volunteers
should be encouraged. Where appropriate, a memorandum of understanding or a letter of intent
should be prepared and signed by municipal authorities and the volunteer agency.
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These memoranda or letters should specify the forms of assistance to be provided and the
arrangements, including financial, for its provision. These formal arrangements are useful to ensure
the coordination of volunteer activity. Procedures for obtaining and rendering assistance are to be
set out in Municipal Emergency Response Plans. Volunteer agencies will, depending on their
assigned task, be allotted to the appropriate emergency response departments who will control and
coordinate the volunteer agency response.
The following is an example list of NGOs and assisting agencies:
AGENCYFORMS OF ASSISTANCEDEPARTMENT
Emergency Measures
CommunicationsNB EMO
Communication Group (EMCG)
Civil Air Search and Rescue
Air Searches & Air SupportDND and NB EMO
Association (CASARA)
NB Ground Search & RescueGround SearchesRCMP & NB EMO
1.14.1
Emergency Social Services
Canadian Red CrossWelfare, Registration & Inquiry
(ESS)
Emergency Social Services
Salvation ArmySocial Services & Food Services
(ESS)
Emergency Social Services
St. John AmbulanceMedical
(ESS)
RCMP Auxiliary PoliceLaw & OrderRCMP & NB EMO
Point Lepreau Wardens ServiceNotification and Traffic ControlNB EMO
1.15
Mutual Aid and Request for Assistance (RFA)
Themunicipality may become overwhelmed at any time during an emergency. Therefore, additional
resources from neighbouring jurisdictions may be required. Mutual Aid arrangements as well as
arrangements with local volunteer agenciesmay be utilized.
However, when it is anticipated that quick access to additional resources isrequired, then a Request
1.15.1
Force Assistance (RFA) will be submitted to the REMC. The RFA will come from an authorized
municipal/LSD representative.
Requests for assistance from other Government of Canada departments, such as the Canadian
Armed Forces (CAF), will be coordinated by NB EMO who will determine if the request is required.
1.16
Termination of Operations / Recovery
The Municipal emergency response will continue until Municipal assistance, direction and
coordination are no longer required, and the operation is terminated. The gradual reduction of
1.16.1
departmental staff and the withdrawal of resources may begin before termination but must be
done in acoordinated fashion.
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If communities experienced significant impacts due to the emergency, there mightbe a need to
support and/or supplement personal, family, and community structures that may have been
damaged or disrupted.
The effects of an emergency depend directly on the type, severity, and duration of the event. Some
common effects of an emergency include:
a.Impact on Life / Social Effects:
(1)Loss of life.
(2)Injury to personsand animals
(3)Stress and psychological trauma.
(4)Focus on the short term, foregoing long-term goals and opportunities.
(5)Delay of programs that serve on long-standing social needs; and
(6)Gaps in community economic classes tend to widen.
1.16.2
b.Physical Effects:
(1)Damage to buildings, commercial structures, and community facilities.
(2)Alteration of the landscape, such as in landslide or major flood; and
(3)Environmental contamination by chemicals or pollutants.
c.Economic Effects:
(1)Loss of business.
(2)Loss of jobs; and
(3)Reduced cash flow within the community.
The following are possible participants during the recovery phase of anemergency:
Potential ParticipantServices they may be able to provide:
Animal Care Groups
Provide advice on animal careandtemporary shelter for animals
Banks and Credit Union
Provide financial support to residents and businesses.
NB Housing
Provide temporary shelter during reconstruction.
Canada Post
Temporary Mail delivery services
1.16.3
Ongoing financial assistance for homeless in the long term
NB Social Services
Additional assistance for persons already on assistance.
Provide advice on disease prevention during clean-up
Provide advice on drinking water and septic system safety
NB Health Authorities
Arrange for inspections
Provide advice on medical and mental health issues
Employment and Social
Employment Insurance
Development Canada
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SAINT JOHN EMERGENCY RESPONSE PLAN
Vehicle and Property Damage Claims
Insurance Corporations
Cash advance for people with damage to homes and vehicles.
Public Information
Local Government
Debris removal
Inspection Servicesand Building Permits
Identifying needs to change school season or school location,
School Boards
etc.
Electrical power, gas, telephone, cable,andinternet services
Utility Companies
Information for safe re-entry
Site inspection and reconnections
Distribution of support
Debris removal
Volunteer Services
Clean-up
Agencies
Temporary Shelter
Rent or Income financial assistance.
Fundy Solid Waste
Debris removal
An After-ActionReview (AAR) to evaluate the effectiveness of the emergency response will be
conducted within 14 days of the termination of the operation. The proceedings will be chaired by
the Director of SJEMOor designate and attended by the emergency response personnel involved in
the emergency.
1.16.4
After-Action Review: At the conclusion of an emergency, an After-ActionReview (AAR) will be
completed using the following example: (Example)
SustainRemarksPoints to improveRemarks
Business cycles were This should continue No phones during Remind everyone that
completed.for further activations.the business cycle.phones are to be turned o
1.17
Plan Audits
An annual review of MERPwill be conducted to ensure contact information remains valid within
the attached annexes. In addition, MERPwill undergo a rewrite if the standard operating
1.17.1
procedures are deemed to have significantly changed.
1.18
Training and Exercises
Training: SJEMOwill utilize methods such as tabletop exercises,simulations,seminarsor full-scale
exercises internally and/or in conjunction with external agencies annually to ensure interoperability
and proficiency.
1.18.1
Recall Exercise: Usingthe SJEMOfan-out, SJEMO will initiate a recall twice a year to confirm that
the contact information for public contacts, emergency contacts, City departments and external
agencies are kept up to date.
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SAINT JOHN EMERGENCY RESPONSE PLAN
1.19
Budget
The Saint John Emergency ManagementOrganization budget is part of The City’s annual budget and
1.19.1
is reviewed and approved by Council annually.
1.20
Definitions
1.20.1
Act (The Act)New Brunswick Emergency Measures Act.
All-Hazards An approach that recognizes that the actions required to mitigate the effects of
Emergency emergencies are the same, irrespective of the nature of the event, thereby
1.20.2
Management permitting optimization of scarce planning, response, and support resources. It
Planningemploys generic methodologies, modified as necessary by circumstances.
1.20.3
Assembly areaDesignated area for evacuees to gather for processing and transport
Assets include but are not limited to information in all forms and media,
1.20.4
Asset networks, systems, materiel, real property, financial resources, employee trust,
public confidence,and international reputation.
Business A plan to minimize potential losses and maintain viable recovery strategies for
1.20.5
Continuity Planservices, operations, or government following adisruptive event.
By-Law Refers to the Saint John Emergency Measures By-Law
1.20.6
Canadian Transport Emergency Centre operated by the Transportation of
Dangerous Goods (TDG) Directorate of Transport Canada. The Directorate’s
1.20.7
CANUTEC
overall mandate is to promote public safety in the transportation of dangerous
goods by all modes
1.20.8
CASARACanadian Air Search and Rescue Association.
1.20.9
CMRACanadian Marine Rescue Auxiliary.
A service which, if compromised, in terms of availability or integrity would result in a
high degree of injury to health, safety, security or economic well-being of the
1.20.10
Critical Service
population or effective functioning of Government and must be continuously
delivered.
Concept of operations provides a framework to operationalize horizontal
Concept of management and an effective governance structure and delineates clear roles
1.20.11
Operationsand responsibilities of the principal committees and individuals central to each
phase of the incident management process.
Critical infrastructure refers to processes, systems, facilities, technologies,
networks, assets, and services essential to the health, safety, security or
economic well-being of the population and the effective functioning of
Critical
1.20.12
government. Critical infrastructure can be stand-alone or interconnected and
Infrastructure
interdependent within and across provinces, territories, and national borders.
Disruptions of critical infrastructure could result in catastrophic loss of life,
adverse economic effects, and significant harm to public confidence.
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Department of the Government of New Brunswick and includes a crown agency,
1.20.13
Departmentcorporation, board, or commission established by the Government of New
Brunswick.
1.20.14
DAAFDepartment of Agriculture, Aquaculture and Fisheries.
1.20.15
DHDepartment of Health
1.20.16
DHRDepartment of Human Resources.
1.20.17
DTIDepartment of Transportation and Infrastructure.
1.20.18
DEECDDepartment of Education and Early Childhood Development.
1.20.19
DELGDepartment of Environment and Local Government.
1.20.20
DNREDDepartment of National Resources and EnergyDevelopment
Designated An individual to whom responsibility and authority for a particular function,
1.20.21
Alternatenormally performed by another individual, has been officially delegated.
1.20.22
DirectorDirector of New Brunswick Emergency Measures Organization.
An emergency that overwhelms the community’s normal resources and coping
1.20.23
Disaster
ability and therefore requires extraordinary measures including outside help.
1.20.24
EMCGEmergency Measures Communication Group
A present or imminent event which requires prompt coordination of action or
1.20.25
Emergencyregulation of persons or property to protect life safety, property, the
environment or the health and welfare of the population.
Emergency A territorial unit corresponding to part of the municipality identified for purposes
1.20.26
Management of emergency and evacuation planning, and recognized for its demographic,
Unit (EMU)environmental and logistical characteristics.
An Emergency Operations Centreis a pre-designated facility staffed by an
Emergency
established and recognized team of people who are responsible for providing
1.20.27
Operations
direction, coordination, communication, and support during emergency
Center (EOC)
operations. The EOC may be set up at any other suitable location.
A plan, program or procedure prepared by the provinceor a municipality that is
Emergency intended to mitigate the effects of an emergency and protect life safety,
1.20.28
Response Planproperty, the environment or the healthand welfare of the population in the
event of such an occurrence.
Emergency
1.20.29
A publicly operated facility providing temporary or transitional accommodation.
Shelter
Emergency Site Emergency Site Manager, a person designated to provide the required direction
1.20.30
Manager (ESM)and coordination of the on-site emergency response by participating agencies.
Emergency Emergency shelter services provided in an emergency either by the Canadian Red
1.20.31
Social Services Cross, Salvation Army,or Department of Emergency Social Services (ESS): Services
(ESS)include registration and inquiry, Lodging, feeding, clothing,and personal services.
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SAINT JOHN EMERGENCY RESPONSE PLAN
Hazard
Identification An assessment of the relative risk of occurrence and the potential impact on
1.20.32
and Riskpeople and property of the emergencies or disasters that could affect all or part
Assessment of the jurisdictional area for which the authority has responsibility.
(HIRA)
An incident is an abnormal situation that demands a response for which regular
1.20.33 Incident
municipal standard operating procedures and resources are sufficient.
A directive for managing each operational period during an emergency. It defines
Incident Action the goals, objectives, resources, and direction for response during each
1.20.34
Plan (IAP)operational period and serves as the accountability document for the emergency
organization. It is also a tool for coordinating multi-agency response.
A standardized on-site management system designed to enable effective,
Incident
efficient incident management by integrating a combination of facilities,
1.20.35 Command
equipment, personnel, procedures, and communications operating within a
System (ICS)
common organizational structure.
1.20.36 IRCSIntegrated Radio Communications System
1.20.37 JPSDepartment of Justice and Public Safety
1.20.38 Liaison OfficerRepresentative from another agency who serves as a point of contact on-site.
Minister of Justice and Public Safety charged with the administration of the
1.20.39 Minister
Emergency Measure Act.
Municipal
Emergency
Includes the members of Council appointed as per the Saint John Emergency
1.20.40 Management
Measures By-Law.
Council
Committee
Mutual Aid /
Mutual A pre-arranged agreement entered into by two or more entities whereby the
1.20.41
Assistance parties to the agreement undertake to render assistance to one another.
Agreement
New Brunswick Emergency Measures Organization as established by the
1.20.42 NB EMO
Emergency Measures Act.
1.20.43 NB GSARNew Brunswick Ground Search and Rescue.
1.20.45 NEANational Emergency Agencies.
1.20.46 PEOCProvincial Emergency Operations Centre (Fredericton)
1.20.47 PELTDepartment of Post-Secondary Education, Training and Labour
Public Information Officer, responsible for all official communication with the
1.20.48 PIO
public and the media on behalf of the city.
1.20.49 PLGSOECPoint Lepreau Generating Station Off-Site Emergency Centre.
1.20.50 PSEPCPublic Safety and Emergency Preparedness Canada.
Reception A location where evacuees are received, documented, assessed for personal
1.20.51
Centerneeds,and referred
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SAINT JOHN EMERGENCY RESPONSE PLAN
1.20.52 REOCRegional Emergency Operation Centre.
The combination of the likelihood and the consequence of a specified hazard
1.20.53 Riskbeing realized; refers to the vulnerability, proximity, or exposure to hazards,
which affects the likelihood of adverse impact.
The concept of risk is defined as a product or process which collects information
Risk
1.20.54 and assigns values to risks for the purpose of informing priorities, developing, or
Assessment
comparing courses of action, and informing decision making.
Risk The use of policies, practices,and resources to analyze, assess and control risks to
1.20.55
Managementhealth, safety, environment,and the economy.
Shelter-In-
1.20.56 Staying put and taking shelter rather than evacuating
Place
Situational Situational awareness is being aware ofone's environment and circumstances to
1.20.57
Awarenessunderstand how events and actions will affect objectives.
1.20.58 SNBService New Brunswick
State of State of emergency declared by the Minister in accordance with the Emergency
1.20.59
Emergency Measures Act.
State of emergency declared by a municipality pursuant to subsection 11(2) of
State of Local
1.20.60 the New Brunswick Emergency Measures Act or renewed pursuant to Section
Emergency
18(2) of the Act.
Standard
Standard Operating Procedures (SOPs) are a set of instructions constituting a
Operating
1.20.61 directive, covering those features of operations, which lend themselves to a
Procedures
definite, step-by-step process of accomplishment.
(SOP)
Provincial Transportation and Infrastructure Department. Resource for
infrastructure failure including Cyber and structural.
1.20.62 PWT
Saint John Public Works and Transportation Departmentwhich deals with
roadway maintenance, traffic management, storm water management, solid
waste collection, transit, parking,and parks and recreation.
The presence of a hazard and an exposure pathway; threats may be natural or
1.20.63 Threat
human-induced, either accidental or intentional.
The process of identifying or evaluating entities, actions, or occurrences, whether
Threat
1.20.64 natural or human activity, which has or indicates the potential to harm life,
Assessment
information, operations and/or property.
Trunked
A computer-controlled two-way radio system that allows sharing of few radio
1.20.65 Mobile Radio
frequency channels among a large group of users.
(TMR)
An arrangement under ICS, which enables multiple agencies to respond jointly to
Unified
1.20.66 an incident under a single common command structure, with each agency
Command
retaining control of its own resources and command structure.
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SAINT JOHN EMERGENCY RESPONSE PLAN
The conditions determined by physical, social, economic,and environmental
1.20.67 Vulnerabilityfactors or processes, which increase the susceptibility of an organization or
community to the impact of hazards.
Vulnerability A process for identifying physical features or operational attributes that renders
1.20.68 assessment an entity, asset, system, network, or geographic area susceptible or exposed to
hazards.
An official communication warning the public of the possibility of an impending
1.20.69 Warning Order
evacuation; shelter in place order or other emergency order.
PART 2HAZARD IDENTIFICATION AND RISK ASSESSMENT
2. Hazard Identification and Risk Assessment (HIRA)
2.1
Risk = Likelihoodx Consequence
2.2
Likelihood/ Frequency-L
Based on the number of occurrences within the City of Saint John:
1.Rare: Less than 1% chance in any year; Occurs every 100 years or more
2.Very Unlikely: 1-2% chance in any year;Occurs every 50-99 years
2.2.1
3.Unlikely: 2-5%chance in any year; Occurs every 20-49 years
4.Probable: 5-20% chance in any year; Occursevery 5-19 years
5.Likely: Over 20% chance in any year;Occurs 5 years
6.Certain: Almost 100% chance in any year; The hazardcommonly occurs annually
2.3
Consequences Rating - C
Based on the severityof each consequencethe impactwas ratedas follows:
1.None: Rated as Zero (0)
2.3.1
2.Low: Rated as One (1)
3.Medium: Rated as Two (2)
4.High: Rated as Three (3)
2.4
Consequence Categories
The following consequences were consideredin the risk assessment of each potential Hazard:
1.Fatalities: Potential number killed becauseof the hazard
2.Injuries / Illness: Potential number injured or ill because of the hazard
3.Psychosocial: Potentialnumber of people traumatized
4.Social Connections: Potential impact on formal or informal networks of supportincluding
family and community support.
5.Evacuation or Shelter-In-Place: Potential for formal evacuation, shelter-in-place orders, or
people stranded.
2.4.1
6.Property Damage: Potential for direct negative consequences of a hazard on buildings,
structures and other forms of propertyincluding crops.
7.Critical Infrastructure Service: Potential for negativeimpact of a hazard on processes,
systems, facilities, technologies, networks, assets, and services essential to the health,
safety, security, or economic well-being of Canadians and functioning of government.
8.Environmental Damage: Potential negativeconsequencesof a hazard on the environment,
including soil, water, air, plants, and animals.
9.Economic: Potential negative consequences of a hazardon commercial, industrial, or
regionaleconomies.
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SAINT JOHN EMERGENCY RESPONSE PLAN
10.Reputational: The perception of one or more organizations or jurisdictions, in the minds of
its stakeholders, the public and others who are vital to its success.
2.5
HIRA Total Risk ScoreRanges–Likelihood x Consequence
Total Risk
Category
Score
0 –30Very low
31 –60Low
61 –90Moderate
91 –120High
121 –150Very high
151 -180Extreme
2.6Hazard Summary with Applicable Action(s)
Total
LikelihooConseqRISK
HazardsBrief DescriptionRisk
d uenceCategory
Score
When chemical, biological,
radiological, nuclear, or
2.6.1
CBRNE5 1995 HIGH
explosive hazards may be
present.
Accumulation of water beyond
2.6.2
Floodits normal confines such as a 5 1995 HIGH
lake, or over land areas.
Extreme
Weather
Severe storm with high winds,
2.6.3
(Blizzard/6 15 90 MODERATE
and heavy snow.
Ice Storm/
Hurricane)
A fire involving buildings or
Complex
2.6.4
structures within a 4 2288 MODERATE
Structure Fire
municipality.
Forest/WildlanUncontrolled fire occurring in
2.6.5
4 2080 MODERATE
d Fire nature.
Temperature which is
Extreme
considered extreme and
2.6.6
Temperature 6 12 72 MODERATE
unusual in the area in which it
(Heat/Cold)
occurs.
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SAINT JOHN EMERGENCY RESPONSE PLAN
An interruption of normal
2.6.7
Power Outage6 1272 MODERATE
sources of electrical power.
Erosion is a physical process by
which shorelines and/or roads
are altered. Landslideis when
Landslide/
large snow/mud mass slides
2.6.8
Erosion/ 5 1365 MODERATE
down a hillside.Earthquake is a
Earthquake
sudden release of stored
energy that radiates seismic
waves.
Public Health/ Diseases that impact humans
2.6.9
5 1365 MODERATE
Pandemicor animals.
An offensive maneuver that
targets computer information
2.6.10
Cyber Attacksystems, networks, 5 1260 MODERATE
infrastructures,or
smartphones.
The use of physical force with
intent, effect, or reasonable
Active/ Violent
2.6.11
likelihood of causing pain, 3 1957 LOW
Threat
harm, injury or damage to any
person or property.
Widespread breakdown of
Communication
2.6.12
normal communication 5 10 50 LOW
Failure
capabilities.
When outside air quality is
2.6.13
Air Quality5 1050 LOW
threatened or compromised.
Aviation An accident associated with the
2.6.14
3 1648 LOW
Incidentoperation of an aircraft.
An incidentinvolving the port
or marine vessel or equipment,
2.6.15
Port/ Marineincluding cranesthat could 3 1442 LOW
affect the safety of operation
or individuals.
Water system that serves a
2.6.16
Potable Watermajor residential development 4 1040 LOW
becomes compromised.
When many people are
involved and are set upon a
Civil Disorder/
2.6.17
common aim. A public event 3 1339 LOW
Mass Gathering
which gathers more than 500
persons indoors or outdoors.
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SAINT JOHN EMERGENCY RESPONSE PLAN
Structural or safety related
CI Failure
issues related to critical
2.6.18
(Transportation2 1836 LOW
infrastructure include rail,
/ Engineering)
bridges, roads.
Reference: NB EMO National Disaster Data Bank
HAZARD RESPONSE PLANS
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SAINT JOHN EMERGENCY RESPONSE PLAN
2.6.1 CHEMICAL, BIOLOGICAL, RADIOLOGICAL, NUCLEAR, OR EXPLOSIVE (CBRNE)/HAZARDOUS
MATERIALS
Protective measures taken in situations in which chemical, biological,
radiological, nuclear, or explosive hazards may be present. Unintentional
or intentional (CBRNE)
A violent and destructive shattering or blowing apart of something caused
bya bomb detonation, gas explosion or industrial accident.
Hazard Description
Diseases that impact humans and animals.
Removing and destroying or storing damaged, unwanted domestic,
agricultural/industrial products and substances.
Any substance or material that could adversely affect the safety of the
public, handlers or carriers
Life Safety / Losses to local economy / Municipal Services / Jurisdictional
Potential Impacts
Issues / International Implications / Environmental Impact / Transportation
HIRA Total Risk Score95 -HIGH
Immediate Actions (IA)
Municipal first responders’ assessment and IAP creation. Possible EOC
Municipal Actionsactivation (advise REMC change in status). Public Communication. Notify
OFM. Notify DELG.
REMC ActionsMonitoring
The following actions may/may not occur; lead agency's procedures take precedence.
Suggested AgenciesPossible ActionsRemarks
INTERNALResource Needs Assessment
Issue public warnings
1.Identify resources required
SJ Fire Dept.o City
2.Identify resources at hand
Communication
SJ Police Force/ RCMP
3.Identify resources lacking
Plan
IT Department
4.Mutual Aid request (PSCC)
o Use of Alert Ready
Communications
5.Request Regional
(if applicable)
Growth & Community
Assistance (NBEMO)
Heavy HAZMAT
Development
6.Request Provincial
deployment
Parks & Rec
Assistance (NBEMO)
Isolation / Containment
Public Works and
7.Request National
Evacuation/ shelter in place
Transportation
Assistance (NBEMO)
Comfort shelters or
Finance
8.Request Federal Resources
reception centres
(CBRNE)
Coordinate with disposal
EXTERNAL
providers
Ambulance NB
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SAINT JOHN EMERGENCY RESPONSE PLAN
Emergency Response Guide
NBEMOLiaise with carriers
through Transport Canada:
Public HealthERAC implementation
tc.canada.ca
Horizon Health
Saint John Energy
Canutec online contact
DELG
information: 1-888-CANUTEC
Fire Marshall
(226-8832)
CANUTEC
Carrier / ERAC
Public Health Guide
RCMP CBRNE Team
PLNGS
Red Cross
Emergency Social Services
(ESS) NB Power
Enbridge Gas
Liberty Gas
Horizon Health
All ICS Forms
Additional Instructions
A.Chemical spill (water or land)
a.Check radar for precipitation
b.Check current temperature
c.Check current short-term predictions for sudden changes in temperature or wind:
www.Spotwx.com
B.Hazardous Material Release (airborne)
a.Check radar for precipitation
b.Check current temperature
c.Check current short-term predictions for sudden changes in temperature or wind
www.Spotwx.com
C.The HYSPLT model can be used to give a first guess of where the material willgo READY
Current Meteorology (noaa.gov)
a.Select one starting location
b.Select Ensemble for type of trajectory
c.For meteorology select NAM CONUS
d.Enter coordinates of the release
e.Select the latest model run
f.Under display option select Google Earth
g.Click Request Trajectory
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SAINT JOHN EMERGENCY RESPONSE PLAN
2.6.2 FLOOD
The accumulation of water beyond its normal confines such as a lake, or
over land.
A sudden and destructive rush of water caused by heavy rainfall.
Hazard Description
The spontaneous release of water from a barrier built to hold back the
flow of water.
An abnormal rise of water generated by a storm, over and above the
predicted astronomical tides.
Critical Infrastructure / Life Safety / Losses to local economy / Municipal
Potential Impacts
Services / Jurisdictional Issues / Environmental Impact / Transportation
HIRA Total Risk Score95 -HIGH
Immediate Actions (IA)
Municipal assessment and IAP creation. Possible EOC activation (advise
Municipal Actions
REMC change in status). Public Communication.
REMC ActionsMonitoring
The following actions may/may not occur; lead agency's procedures take precedence.
Suggested AgenciesPossible ActionsRemarks
INTERNALNBEMO River Watch
Issue public warnings with
River watch end when water
SJ Fire Dept.pre-determined messages
level in Jemseg is at 3.6m
(if applicable)
SJ Police Force
Use of emergency alert (if
Growth & Community
Resource Needs Assessment
applicable)
Services
1.Identify resources required
Possible Evacuations
GIS
2.Identify resources at hand
Be prepared to open
Public Works &
3.Identify resources lacking
comfort centres or
Transportation
4.Mutual Aid request (PSCC)
reception centres
Communications
5.Request Regional
Stage emergency response
Assistance (NBEMO)
resources in areas may be
EXTERNAL
6.Request Provincial
isolated
Ambulance NB
Assistance (NBEMO)
Close roads or reroute
NBEMO
7.Request National
Coordinate with
Saint John Energy
Assistance (NBEMO)
neighbouring jurisdictions
GNB Transportation &
Shut down vulnerable
Infrastructure
power grid
Education
Relocate hazardous
Horizon Health
materials
Page 28 of 64
SAINT JOHN EMERGENCY RESPONSE PLAN
Emergency Social Services
(ESS)
Red Cross
DELG
Canadian Coast Guard
Additional Instructions:
– Refer to previous spring freshet notes, policies, & IAP’s
Precipitation over the next 72 hours. http://www.cocorahs.org/Canada.aspx
Real-time water levels from hydrometric water stations. Real-Time Hydrometric Data - Water Level
and Flow - Environment Canada (ec.gc.ca)
Check cumulative precipitation using surface observation networks including Coco Rahs.
Check model predictions for precipitation accumulation and intensity over the next 72 hours
Storm Surge
o To assess the risk of stormsurge you will need tide information (times and magnitudes), storm
surge modeling and wave modeling
o Tides can be obtained at the https://tides.gc.ca/en/stations/65
o Storm surge estimate will be obtained through Environment Canada warnings or more detailed
modelling provided is special briefing packages
o Check the Environment Canada Wave Model to see if there are any large waves approaching the
time of peak water level.
o Use the tide times and the storm surge model to find the predicted peak water level (consider
wave setup) – this will be the water level from chart datum
Total Water Level (CD) = (Tide) + (Predicted Storm Surge) + (Wave Setup)
o Optional: In some cases, you may want to convert the predicted water level relative to chart
datum to the water level relative to CGVD28 which is the reference level for heights in Canada.
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SAINT JOHN EMERGENCY RESPONSE PLAN
2.6.3 EXTREME WEATHER (BLIZZARD / ICE STORM / THUNDERSTORM / HURRICANE)
Hazard DescriptionSevere winter storm with low temperatures, high winds, and heavy snow.
Critical Infrastructure / Life Safety / Losses to local economy / Municipal
Potential Impacts
Services / Jurisdictional Issues / Environmental Impact / Transportation
HIRA Total Risk Score90 -MODERATE
Immediate Actions (IA)
Municipal ActionsMunicipal assessment and IAP creation. Possible EOC activation (advise
REMC change in status). Public Communication.
REMC ActionsMonitoring
The following actions may/may not occur; lead agency's procedures take precedence.
Suggested AgenciesPossible ActionsRemarks
INTERNALProactive messages re.72 Hour
Issue weather warnings
kit during monitoring phase
SJ Fire Dept.
Use of emergency alerting
SJ Police Forcesystem (if applicable)
Resource Needs Assessment
Monitorpower outages
Public Works and
Identify resources required
Transportation
Be prepared to open
Identify resources at hand
Growth & Community comfort or reception
Identify resources lacking
Servicescentres
Mutual Aid request (PSCC)
ArbouristsTree Removal
Request Regional
CommunicationsRe-open roads
Assistance (NBEMO)
EXTERNALRequest Provincial
Assistance (NBEMO)
Ambulance NB
Request National
NBEMO
Assistance (NBEMO)
Education
Horizon Health
Red Cross
Saint John Energy
Enbridge Gas
Liberty Gas
Additional Instructions: All ICS Forms- http://www.icscanada.ca/en/Forms.html
The Canadian Hurricane Center (CHC) will provide the best information on how an
approaching tropical cyclone may affect Canada www.hurricanes.ca
Latest hurricane bulletins if CHC website has not been updated
http://kamala.cod.edu/offs/CWHX/wocn31.chunk.html
The National Hurricane Center in Miami also has lots if information on tropical cyclones
including forecasts, probability maps and reference information. http://www.nhc.noaa.gov/
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SAINT JOHN EMERGENCY RESPONSE PLAN
Sea Surface Temperature (SST) anomaly map shows difference in water temperature
compared to average in the Atlantic http://www.nhc.noaa.gov/tafb/atl_anom.gif
Website showing the range of storm tracks http://derecho.math.uwm.edu/models/
Blizzard warning issued when winds of 40 km/h or greater are expected to cause widespread
reductions in visibility to 400 metres or less, due to blowing snow, or blowing snow in
combination with falling snow for at least 4 hours.
City of Saint John Winter Storm Management:
https://saintjohn.maps.arcgis.com/apps/webappviewer/index.html?id=3268e3816a8140d6b
eeb904fd8db6ef5
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SAINT JOHN EMERGENCY RESPONSE PLAN
2.6.4 COMPLEX FIRE (STRUCTURE / INDUSTRIAL)
A fire involving multiple buildings or structures within a municipality.
Hazard Description
A fire involving heavy industry facilities and equipment.
Critical Infrastructure / Life Safety / Losses to local economy /
Potential Impacts
Municipal Services / Jurisdictional Issues / Environmental Impact /
Transportation
HIRA Total Risk Score
88-MODERATE
Immediate Actions (IA)
Municipal first responders report on CI impacts. Municipality may
Municipal Actions
consider EOC activation. Info REMC.
REMC Actions
Monitoring
The following actions may/may not occur; lead agency's procedures take precedence.
Suggested AgenciesPossible ActionsRemarks
INTERNALResource Needs Assessment
Issue public warnings with
SJ Fire Dept. pre-determined messages
Identify resources required
(if applicable)
SJ Police Force
Identify resources at hand
Use of emergency
Saint John Transit
Identify resources lacking
notification system (if
Public Works and
Mutual Aid request (PSCC)
applicable)
Transportation
Request Regional
Possible Evacuations
Communications
Assistance (NBEMO)
Be prepared to open
comfort centresor
EXTERNAL
Request Provincial
reception centres.
Ambulance NB
Assistance (NBEMO)
Saint John Transit for
Saint John Energy
Request National
transit bus for shorter term
Enbridge Gas
Assistance (NBEMO)
shelter.
Liberty Gas
Salvation Army may be an
Horizon Health
option for rehab support
Emergency Social Services
for First Responders
(ESS)
including food.
Red Cross
Fire Marshal/ Mutual Aid
Salvation Army
Neighbouring Fire
Departments including KV
Fire, Grand Bay Westfield,
and Simonds
Additional Instructions: All ICS Forms
Page 32 of 64
SAINT JOHN EMERGENCY RESPONSE PLAN
2.6.5 FOREST FIRE / WILDFIRE
Hazard DescriptionAn uncontrolled fire occurring in nature.
Critical Infrastructure / Life Safety / Losses to local economy /
Potential ImpactsMunicipal Services / Jurisdictional Issues / Environmental Impact /
Transportation
HIRA Total Risk Score80 -MODERATE
Immediate Actions (IA)
Municipal first responders report on CI impacts. Municipality may
Municipal Actions
consider EOC activation. Info REMC.
REMC ActionsMonitoring
The following actions may/may not occur; lead agency's procedures take precedence.
Suggested AgenciesPossible ActionsRemarks
INTERNALResource Needs
Issue public warnings with pre-
Assessment
SJ Fire Dept.determined messages (if
applicable)Identify resources
SJ Police Force
required
Use of Emergency Notification (if
Public Works &
applicable)Identify resources at
Transportation
hand
Possible Evacuations
Growth & Community
Identify resources
ServicesBe prepared to open warming
lacking
centres or reception centres
Facility Management
Mutual Aid request
Communications – public updates
Communications
(PSCC)
Request Regional
EXTERNAL
Assistance (NBEMO)
Ambulance NB
Request Provincial
Saint John Energy
Assistance (NBEMO)
Education
Request National
Horizon Health
Assistance (NBEMO)
Emera Pipeline
Irving Oil
Department of Natural
Resources & Energy
Development
DELG
Red Cross
Neighbouring Fire
Departments for mutual aid
assistance.
Page 33 of 64
SAINT JOHN EMERGENCY RESPONSE PLAN
Additional Instructions:
All ICS Forms: http://www.icscanada.ca/en/Forms.html
Forest Fire
http://weather.gc.ca/ensemble/naefs/produits_e.html
If an actual fire has broken out, is short-term forecasting tools like www.spotwx.comto get a
detailed view of various weather parameters over time
If dealing with smoke from a nearby fire, the HYSPLT model can be used to give a first guess
of where the smoke will go
http://ready.arl.noaa.gov/hypub-bin/trajtype.pl
1)Select one starting location
2)Select Ensemble for type of trajectory
3)For meteorology select NAM CONUS
4)Enter coordinates of the fire
5)Select the latest model run
6)Under display option select Google Earth
7)Click Request Trajectory
Public Site: http://weather.gc.ca/firework/index_e.html
For a more complete set of products: http://collaboration.cmc.ec.gc.ca/cmc/air/firework/
1)Smoke may also be confirmedusing visible satellite imagery
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SAINT JOHN EMERGENCY RESPONSE PLAN
2.6.6 EXTREME TEMPERATURES (HEAT/COLD)
Heat/Cold which is considered extreme and unusual in the area in which
Hazard Descriptionit occurs. When Environment and Climate Change Canada (ECCC) issues a
heat warning or extreme cold warning.
Critical Infrastructure / Life Safety / Losses to local economy / Municipal
Potential Impacts
Services / Jurisdictional Issues / Environmental Impact / Transportation
HIRA Total Risk Score72 -MODERATE
Immediate Actions (IA)
Municipal first responders report on CI impacts. Municipality may
Municipal Actions
consider EOC activation. Info REMC.
REMC ActionsMonitoring
The following actions may/may not occur; lead agency's procedures take precedence.
Suggested AgenciesPossible ActionsRemarks
INTERNALResource Needs Assessment
Issue public warnings with pre-
SJ Fire Dept.determined messages (if applicable)Identify resources
required
Use of Emergency Notification (if
SJ Police Force
applicable)Identify resources at
Communications
hand
Possible Evacuations
Growth
Identify resources
Be prepared to open comfort centres
Facility
lacking
or reception centres
Management
Mutual Aid request
SJ Transit
(PSCC)
Communications
Request Regional
Assistance (NBEMO)
EXTERNAL
Request Provincial
Ambulance NB
Assistance (NBEMO)
Horizon Health
Request National
Emergency Social
Assistance (NBEMO)
Services (ESS)
Red Cross
SJ Energy
NB EMO
Additional Instructions:All ICS Forms
Heat Alert Criteria (per ECCC)
Issued when 2 or more consecutive days of daytime maximum temperatures are expected to reach
30°C or warmer and nighttime minimum temperatures are expected to fall to 18°C or warmer.
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SAINT JOHN EMERGENCY RESPONSE PLAN
Or
Issued when 2 or more consecutive days of humidex values are expected to reach 36 or higher.
Extreme Cold Warning Threshold Criteria (per ECCC)
Issued when the temperature or wind chill is expected to reach minus 35 degrees Celsius for at least
two hours.
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SAINT JOHN EMERGENCY RESPONSE PLAN
2.6.7 POWER OUTAGE
Hazard DescriptionAn interruption of normal sources of electrical power
Critical Infrastructure / Life Safety / Losses to local
Potential Impactseconomy / Municipal Services / Jurisdictional Issues /
Environmental Impact / Transportation
HIRA Total Risk Score72-MODERATE
Immediate Actions (IA)
Municipal first responders report on CI impacts.
Municipal Actions
Municipality may consider EOC activation. Info REMC.
REMC ActionsMonitoring
The following actions may/may not occur; lead agency's procedures take precedence.
Suggested AgenciesPossible ActionsRemarks
INTERNALResource Needs Assessment
Issue public warnings
Public Works and with pre-determined Identify resources required
Transportationmessages (if applicable)
Identify resources at hand
SJ Fire DeptUse of Notification
Identify resources lacking
system (if applicable)
SJ Police Force
Mutual Aid request (PSCC)
Possible Evacuations
Growth &
Request Regional Assistance (NBEMO)
Community Services
Be prepared to open
Request Provincial Assistance (NBEMO)
comfort centres or
Facility
Request National Assistance (NBEMO)
reception centres
Management
Coordinate power
Communications
restoration
EXTERNAL
SJ Energy
NB Power
Ambulance NB
Horizon Health
Emergency Social
Services (ESS)
Red Cross
All ICS Forms
Page 37 of 64
SAINT JOHN EMERGENCY RESPONSE PLAN
2.6.8 LANDSLIDE/ EROSION/ EARTHQUAKE
A landslide occurs when a large snow / mud / rock mass slides down a
mountain or hillside.
An earthquake results from a sudden release of stored energy that
Hazard Description
radiates seismic waves.
Erosion is the physical process by which shorelines and/or roads are
altered.
Critical Infrastructure / Life Safety / Losses to local economy /
Potential ImpactsMunicipal Services / Jurisdictional Issues / Environmental Impact /
Transportation
HIRA Total Risk Score65-MODERATE
Immediate Actions (IA)
Municipal first responders report on CI impacts. Municipality may
Municipal Actions
consider EOC activation. Info REMC.
REMC ActionsMonitoring
The following actions may/may not occur; lead agency's procedures take precedence.
Suggested AgenciesPossible ActionsRemarks
INTERNALResource Needs Assessment
Depends on severity
SJ Fire Dept.however consider the Identify resources required
following:
SJ Police ForceIdentify resources at hand
Possible Evacuation
Public Works and Identify resources lacking
Transportation
Road Closures
Mutual Aid request (PSCC)
Utilities and Public Structure Stability
Request Regional
Infrastructure
Engineering advice will Assistance (NBEMO)
SJ Waterlikely be required
Request Provincial
Technical Inspections Long term stabilizationAssistance (NBEMO)
ServicesRequest National
Emergency notification
Assistance (NBEMO)
Communications
Coordinate with
neighbouring jurisdictions
EXTERNAL
Shut down vulnerable
Ambulance NBNBEMO
power grid
Emergency Social Services
Relocate hazardous
(ESS)
materials
Red Cross
Be prepared to open
SJ Energy
comfort centres/reception
centres
Enbridge Gas
Liberty Gas
Fire Marshall
Emera Pipeline
Urban Search & Rescue
(USAR)
Additional Instructions:
http://www.icscanada.ca/en/Forms.html
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2.6.9 PUBLIC HEALTH PANDEMIC
A disease outbreak that has spread across multiple countries and
Hazard Description
continents and usually impacts many people
Critical Infrastructure / Life Safety / Losses to local economy /
Potential ImpactsMunicipal Services / Jurisdictional Issues / Environmental Impact /
Transportation
HIRA Total Risk Score65-MODERATE
Immediate Actions (IA)
Municipal first responders report on CI impacts. Municipality may
Municipal Actions
consider EOC activation. Info REMC.
REMC ActionsMonitoring
The following actions may/may not occur; lead agency's procedures take precedence.
Suggested AgenciesPossible ActionsRemarks
INTERNALResource Needs Assessment
Internal and External
SJ Fire Dept.CommunicationIdentify resources required
Social distancing / Masking
SJ Police ForceIdentify resources at hand
Human ResourcesWork from home optionsIdentify resources lacking
CommunicationsBarriers installed / signageMutual Aid request (PSCC)
General CounselScheduling to ensure Request Regional
minimal exposureAssistance (NBEMO)
Procurement
Testing proceduresRequest Provincial
EXTERNALAssistance (NBEMO)
PPE procurement
Request National
Ambulance NB
Assistance (NBEMO)
Public Health
SJRH
NBEMO
Emergency Social Services
(ESS)
Red Cross
NOTES/ CONSIDERATION
See COVID Business Continuity Plans and Policies for reference.
Follow Public Health Guidelines
New Brunswick Pandemic Influenza Plan: http://www2.gnb.ca/content/dam/gnb/Departments/ps-
sp/pdf/emo/Pandemic_Planning-e.pdf
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2.6.10 CYBER ATTACK
A cyber attack is any offensive maneuver that targets computer
Hazard Descriptioninformation systems, computer networks, infrastructures, personal
computer devices, or smartphones.
Theft of valuable and sensitive data / Suspension of entire systems
Potential Impacts
/International Implications
HIRA Total Risk Score60-MODERATE
Immediate Actions (IA)
Isolate and protect all portals into the cyber system that controls the
Municipal Actionsinfrastructure. Provide separate water supply/potable water from
another source to bypass.
REMC ActionsMonitoring
The following actions may/may not occur; lead agency's procedures take precedence.
Suggested AgenciesPossible ActionsRemarks
INTERNALResource Needs Assessment
Suspension of employee
o Strategic Services
access to all IT assetsIdentify resources required
o Communications
Collection of all IT assets for
Identify resources at hand
o Human Resources
the purpose of backup and
Identify resources lacking
o Information Technology
reset
Mutual Aid request (PSCC)
o SJ Fire Dept.
Determine source and
Request Regional
o SJ Police Force
reach of attack
Assistance (NBEMO)
o Public Works and
Internal and External
Request Provincial
Transportation Services
communication
Assistance (NBEMO)
o SJ Water
Implement business
Request National
o Technical Inspections
continuity plans
Assistance (NBEMO)
Services
EXTERNAL
o Ambulance NB
o NB EMO
o SJ Energy
o Enbridge Gas
NOTES/ CONSIDERATION
Refer to notes/ policies and actions from the 2020 Cyber Attack for the City of Saint John
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2.6.11 ACTIVE/VIOLENT THREAT
The use of physical force with intent, effect, or reasonable
likelihood of causing pain, harm, injury or damage to any person
or property
Hazard Description
A public event which gathers more than 500 persons indoors or
outdoors.
Critical Infrastructure / Life Safety / Losses to local economy /
Potential ImpactsMunicipal Services / Jurisdictional Issues / Environmental Impact
/ Transportation
HIRA Total Risk Score57-LOW
Immediate Actions (IA)
Municipal first responders report on CI impacts. Municipality
Municipal Actions
may consider EOC activation. Info REMC.
REMC ActionsMonitoring
The following actions may/may not occur; lead agency's procedures take precedence.
Suggested AgenciesPossible ActionsRemarks
INTERNALResource Needs Assessment
Issue public warnings with
SJ Police Force (Lead)pre-determined messages Identify resources required
(if applicable)
Saint John FireIdentify resources at hand
Use of Emergency
Public Works and Identify resources lacking
notification (if applicable)
Transportation
Mutual Aid request (PSCC)
Possible Evacuations
Communications
Request Regional
Be prepared for mass
Assistance (NBEMO)
casualties
EXTERNAL
Request Provincial
Ambulance NBTraffic Control
Assistance (NBEMO)
Request National
Red Cross
Assistance (NBEMO)
Public Health
NB Public Safety
NB EMO
KVPF
RCMP
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2.6.12 COMMUNICATION FAILURE
Widespread breakdown of normal communication
Hazard Description
infrastructure/capabilities.
Critical Infrastructure / Losses to local economy / Municipal
Potential Impacts
Services / Jurisdictional Issues / Transportation
HIRA Total Risk Score50-LOW
Immediate Actions (IA)
Municipal first responders report on CI impacts. Municipality
Municipal Actions
may consider EOC activation. Info REMC.
REMC ActionsMonitoring
The following actions may/may not occur; lead agency's procedures take precedence.
Suggested AgenciesPossible ActionsRemarks
INTERNALResource Needs Assessment
Issue public warnings with
1.Identify resources required
SJ Fire Dept.pre-determined messages
2.Identify resources at hand
Use of emergency
SJ Police Force
3.Identify resources lacking
notification system using
Information Technology
4.Mutual Aid request (PSCC)
any available
Dept.
5.Request Regional
communication methods
Strategic Services
Assistance (NBEMO)
including HAM Radio; door-
Public Safety and
6.Request Provincial
to-door or flyers (if
Communication Center
Assistance (NBEMO)
applicable)
(PSCC)
7.Request National
Activate Emergency
City Public Works and
Assistance (NBEMO)
Management Consultative
Transportation
Group (EMCG) messaging
Communications
Dispatch liaison
representatives to
EXTERNAL
municipal EOCs
Ambulance NB
Use of SIMPLEX radio
Saint John Energy
Fire Marshall
Communications
Stakeholders (Bell, Aliant,
Rogers)
Additional Instructions: All ICS Forms
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SAINT JOHN EMERGENCY RESPONSE PLAN
2.6.13 AIR QUALITY
Hazard DescriptionIf the outside air quality is threatened or compromised
Losses to local economy / Municipal Services / Jurisdictional
Potential Impacts
Issues / Environmental Impact / Active Transportation
HIRA Total Risk Score50 -LOW
Immediate Actions (IA)
Municipal first responders report on CI impacts. Municipality
Municipal Actions
may consider EOC activation. Info REMC.
REMC ActionsMonitoring
The following actions may/may not occur; lead agency's procedures take precedence.
Suggested AgenciesPossible ActionsRemarks
INTERNALResource Needs Assessment
Issue public warnings with
1.Identify resources required
pre-determined messages
SJ Fire Dept.
2.Identify resources at hand
(if applicable)
SJ Police Force
3.Identify resources lacking
Use of Emergency
Public Works &
4.Mutual Aid request (PSCC)
Notification (if applicable)
Transportation
5.Request Regional
Possible shelter in place
Growth & Community
Assistance (NBEMO)
ServicesPossible Evacuations
6.Request Provincial
Facility Management Be prepared to open
Assistance (NBEMO)
comfort reception centres
Communications
7.Request National
Assistance (NBEMO)
EXTERNAL
Ambulance NB
Saint John Energy
Education
Horizon Health
Emera Pipeline
Irving Oil
JDI
Department of
Environment & Local
Government DELG
Communications
Red Cross
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Additional Instructions:
All ICS Forms: http://www.icscanada.ca/en/Forms.html
Local Air Quality Health Index for New Brunswick:
https://weather.gc.ca/airquality/pages/provincial_summary/nb_e.html
Wildfire Smoke Prediction System: https://weather.gc.ca/firework/index_e.html
https://www.elgegl.gnb.ca/AirNB/en/SamplingLocation/Index
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2.6.14 AVIATION INCIDENT
An incident or accident associated with the operation
Hazard Description
of an aircraft.
Critical Infrastructure / Life Safety / Losses to local
Potential Impactseconomy / Jurisdictional Issues / Environmental Impact
/ Transportation
HIRA Total Risk Score42 -LOW
Immediate Actions (IA)
Municipal first responders report on CI impacts.
Municipal Actions
Municipality may consider EOC activation. Info REMC.
REMC ActionsMonitoring
The following actions may/may not occur; lead agency's procedures take precedence.
Suggested AgenciesPossible ActionsRemarks
INTERNALResource Needs Assessment
Assist with
SJ Fire Dept.casualties Identify resources required
Possible Evacuation
SJ Police ForceIdentify resources at hand
CommunicationsRoad Closures Identify resources lacking
Structure Stability Mutual Aid request (PSCC)
EXTERNAL
Establish Request Regional Assistance (NBEMO)
Ambulance NB
Temporary Shelters
Request Provincial Assistance
DELG
Joint Rescue (NBEMO)
Coordination
Transport Canada
Request National Assistance (NBEMO)
Centre (JRCC)
Coroner
Sequestering of
Fire Marshall
international
Horizon Health
passengers
Public Health
Red Cross
Marine (Port Authority
and Canadian Coast
Guard)
Airline Carrier
Airport Authority
Canadian Border Security
Agency
Additional Instructions: All ICS Forms
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2.6.15 PORT/MARINE (CRUISE SHIPS/CRANES)
An incident involving the port or marine vessel or equipment, including
Hazard Description
cranes that could affect the safety of operation or individuals.
Danger to Public Safety/ Casualties / Deaths / Civil Disorder /
Possible Effects
Evacuations / Limited Access by First Responders
HIRA Total Risk Score42-LOW
Immediate Actions (IA)
Losses to local economy / Limited access by First Responders /
Municipal ActionsJurisdictional Issues / International Implications / Danger to Public
Safety / Casualties / Deaths / Evacuation /
REMC ActionsMonitoring
The following actions may/may not occur; lead agency's procedures take precedence.
Suggested AgenciesPossible ActionsRemarks
INTERNAL o Issue public warnings with Resource Needs Assessment
o SJ Fire Dept.pre-determined messages
Identify resources required
o SJ Police Force(if applicable)
Identify resources at hand
o Public Works and o Use of Emergency
Identify resources lacking
Transportationnotification (if applicable)
Mutual Aid request (PSCC)
o Saint John Water o Possible Evacuations
Request Regional
o Communications o Be prepared for mass
Assistance (NBEMO)
casualties
Request Provincial
EXTERNAL o Traffic Control
Assistance (NBEMO)
o Port Saint John
Request National
o NB EMO
Assistance (NBEMO)
o Department of Justice &
Public Safety
o Atlantic Towing (JDI)
o Ambulance NB
o Emergency Social Services
(ESS)
o Red Cross
o Horizon Health
o Health Canada
NOTES/ CONSIDERATION
The Port is on Federal land.
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2.6.16 POTABLE WATER
Water system failure where a large volume of customers is
Hazard Description
compromised.
Possible EffectsLimited access by First Responders / Danger to Public Safety /
l
HIRA Total Risk Score40 -LOW
Immediate Actions (IA)
Municipal first responders report on CI impacts. Municipality
Municipal Actions
may consider EOC activation. Info REMC.
REMC ActionsMonitoring
The following actions may/may not occur; lead agency's procedures take precedence.
Suggested AgenciesPossible ActionsRemarks
INTERNALResource Needs Assessment
Issue public warnings with
SJ Waterpre-determined messages Identify resources required
(if applicable)
SJ Fire Dept.Identify resources at hand
Use of Emergency
SJ Police ForceIdentify resources lacking
notification (if applicable)
Public Works and Mutual Aid request (PSCC)
Transportation
Request Regional
Be prepared to secure,
CommunicationsAssistance (NBEMO)
organize, and deliver large
Request Provincial
quantities of potable water.
EXTERNAL
Assistance (NBEMO)
Cleanup of system
Horizon Health
Request National
Hazardous material in
Public HealthAssistance (NBEMO)
supply
Ambulance NB
Red Cross
Emergency Social Services
(ESS)
Department of
Environment & Local
Government (DELG)
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2.6.17 CIVIL DISORDER
Civil disorder is when many people are involved and are set
Hazard Description
upon a common aim.
Possible EffectsCasualties / Danger to public health / Deaths / Evacuation
HIRA Total Risk Score39 –LOW
Immediate Actions (IA)
Municipal first responders report on CI impacts. Municipality
Municipal Actions
may consider EOC activation.
REMC ActionsMonitoring
The following actions may/may not occur; lead agency's procedures take precedence.
Suggested AgenciesPossible ActionsRemarks
INTERNALResource Needs Assessment
Issue public warnings
SJ Fire Dept.Identify resources required
Use of emergency
SJ Police Forcenotification system (if Identify resources at hand
applicable)
Public Works and Identify resources lacking
Be prepared to assist
Transportation
Mutual Aid request (PSCC)
isolated communities that
Communications
Request Regional Assistance
are denied emergency
(NBEMO)
services
EXTERNAL
Request Provincial
Ambulance NB
Assistance (NBEMO)
Public Health
Request National Assistance
Department of Justice & (NBEMO)
Public Safety
Canadian Armed Forces
(CAF)
Department of Natural
Defence (DND)
Additional Instructions:
All ICS Forms
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2.6.18 CRITICAL INFRASTRUCTURE FAILURE (TRANSPORTATION/ ENGINEERING)
Engineering hazards occur when structures used by people fail.
A derailment that can result in substantial loss of life and/or risk to the
Hazard Descriptionenvironment.
Structural or safety related issues that could force a bridge to be
temporarily closed.
Limited access by first responders / Danger to Public Safety /Casualties /
Possible Effects
Deaths / Evacuation/ Jurisdictional Issues/ Public Messaging
HIRA Total Risk Score 36 -LOW
Immediate Actions (IA)
Municipal first responders report on CI impacts. Municipality may consider
Municipal Actions
EOC activation. Info REMC.
REMC ActionsMonitoring
The following actions may/may not occur; lead agency's procedures take precedence.
Suggested AgenciesPossible ActionsRemarks
INTERNALResource Needs Assessment
Issue public warnings with
SJ Fire Dept.pre-determined messagesIdentify resources
required
SJ Police ForceUse of emergency
Identify resources at hand
notification system (if
Public Works &
applicable)
Transportation Identify resources lacking
Liaison
Technical Inspection ServicesMutual Aid request (PSCC)
Possible Evacuations
Communications Request Regional
Be prepared to open Assistance (NBEMO)
Saint John Water
comfort centres or
Request Provincial
GIS
reception centres
Assistance (NBEMO)
Be prepared for mass
EXTERNALRequest National
containment
Assistance (NBEMO
Ambulance NB
Be prepared to assist
Saint John Energy
isolated communities
Red Cross
NB Southern Railway
CN Rail
Emergency Social Services
(ESS)
RST
Fire Marshall
Coroner
Transport Canada
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Canadian Coast Guard (CCG)
Environmental emergencies
DELG
DTI
Additional Instructions:
Emergency Response Guide through Transport Canada: tc.canada.ca
Canutec online contact information: 1-888-CANUTEC (226-8832)
PART 3ACTIVATION LEVELS AND ROLES AND RESPONSIBILITIES
3. Activation Levels
Activation -Nominal Role / Fan Out Attached as Annex A to Part 1.
3.1
Level 1 –Enhanced Monitoring: Continuous monitoring by all SJEMOmembers of an emergency that may require
3.1.1 immediate regional assistance.
Level 2 –Partial Activation:Once notified, selected members of SJEMOmay be called in to assist with supporting
ongoing efforts towards an emergency. Depending on the location of the emergency, the use of a virtual EOC may
3.1.2
be a viable option.
Level 3 –Full Activation: Once notified, all SJEMOmembers will report to the EOC. This will depend on the location
3.1.3 of SJEMOmembers at the time of notification.
3.2Municipal Roles and Responsibilities
Emergency Management Council Committee
a.Provides overall emergency policy and direction to the EOC Director.
b.Sets expenditure limits.
c.Formally requests outside support/resources (e.g., Provincial and Federal support).
3.2.1
d.Authorizes declaration and termination of “State of Local Emergency.”
e.Provides direction for emergency public information activities; and
f.Acts as a spokesperson for the jurisdiction.
Command Staff at Site Responsibilities
Site Incident Commander (may have a deputy if required)
a.Reports to Municipal Emergency Operations Centre (EOC) Directorif activated.
3.2.2
b.Responsible for overall management of the incident at the site.
c.Ensures planning meetings are scheduled as required.
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d.Approves and authorizes implementation of Incident Action Plan.
e.Determines incident objectives and strategy.
f.Authorizes release of information to media.
g.Orders the demobilization of the incident when appropriate.
h.May provides advice and information to the executive group as requested; and
i.Ensures overall incident objectives are being met by sections.
Site Information Officer (may have assistants as required)
a.Reports directly to the Incident Commander.
b.Advises the Incident Commander.
3.2.3
c.Develops material for use for both media briefings and public communication.
d.Ensures the monitoring of print and electronic media coverage of the event; and
e.Oversees the flow of information within the EOC and with all response agencies.
Site Liaison Officer
a.Reports directly to the Incident Commander.
3.2.4
b.Serves as the primary contact for agency representatives.
c.Advises agencies of operational updates and status; and
d.Monitors incident to identify current or potential inter-organizational problems.
Site Safety Officer (may have assistants as required)
a.Reports directly to the Incident Commander.
b.Identifies hazardous situations associated with the incident.
3.2.5
c.Reviews the action plan for safety implications; and
d.Exercises authority to stop and/or prevent unsafe acts.
General Staff at Site Responsibilities
Site Operations Section
The Operations Section manages all tactical operations. The Section Chief is usually from the lead agency. ie. during
a large fire, this section should be managed by the Fire Chief (or designate).
3.2.6
a.Reports directly to the Incident Commander.
b.Manages all tactical operations.
c.Assists in development of the operations portion of the incident action plan; and
d.Creates branches / divisions, task forces to carry out the strategies in the action plan as required.
Site Planning Section
The Planning Section collects, evaluates, processes, and disseminates information for use at the incident.
a.Reports directly to the incident commander.
3.2.7
b.Collects and processes information for situational awareness.
c.Provides input and supervises the preparation of the Incident action plan.
d.Determines need for specialized resources; and
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e.Monitors incident status and informs IC of any changes.
Site Logistics Section
All incident supportis provided through the Logistics Section which ensures that, if resources are required for the
operations, they are providedas best possible given timing, circumstances, and otherconstraints.
a.Reports directly to the Incident Commander.
3.2.8
b.Monitors the resources for continuous operability.
c.Requests and releases resources as required; and
d.Oversees the demobilization of Logistics Section.
Site Finance / Administration Section
The Finance / Administration Section manages all financial aspects of the incident.
a.Reports directly to the Incident Commander.
3.2.9
b.Collects all documentation for the incident and provide financial updates as required.
c.Ensures procurement procedures for supplies are prepared and completed; and
d.Ensures that all personnel time records are accurately completed and inputted.
Municipal Emergency Operations Centre (EOC) Team Member Responsibilities
3.3
EOC Director
Reports to: Emergency Management Council Committee
The EOC Director’s primary responsibility is to coordinate the efficient response and manage all resources required
for the emergency. Responsibilities include:
a.activating the Emergency Operations Centre if required.
b.initiating the EOC fan-out/notification list.
c.ensuring key EOC positions are staffed as required.
d.ensuring an up-to-date contact list is maintained for fan-outpurposes.
e.reporting major events to New Brunswick Emergency Measures Organization.
f.ensuring the development of an Incident Action Plan.
g.ensuring EOC members take prompt and effective action in response to problems.
3.3.1
h.ensuring action logs are maintained by all EOC staff.
i.requesting expert assistance as required.
j.advising Council if there is a need to evacuate a specific area.
k.coordinating evacuation with other EOC staff.
l.consulting with Health/Social Services Agency Representative on the selection and opening of shelter(s)
and or reception centre(s).
m.monitoring the capacity of the area resources and if overextended, requesting assistance through mutual
aid and EMO, upon approval from Council.
n.informing EOC staff of major events as they arise.
o.ensuring communications are established.
p.ensuring a thorough situation briefing is conducted during shift changes and transfer of command.
q.ensuring that a main event log is maintained and safeguarded; and
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r.other duties as required.
Liaison Officer
Reports to: EOC Director
The Liaison Officer acts as the primary point of contact/coordination for outside agency representatives; other EOC’s
and volunteer organizations. Responsibilities include:
a.contacting outside agency representatives that have not acknowledged requests to report to the EOC; and
3.3.2
ensures required agencies are in the EOC
b.briefing agency representatives on their role and position within the EOC.
c.acting as a point of contact for volunteers and/ or volunteer organizations.
d.providing specific services as requested by EOC Director.
e.assisting with coordinating how volunteers and/or volunteer organizations can assist with the response;
and
f.other duties as assigned by the EOC Director.
Risk Management Officer
Reports to: EOC Director
The duties of the Risk Management Officer areas follows:
Risk Management–Monitors the safety of the EOC and that good risk management practices are applied
throughout the response organization. Protects the interests of all EOC participants, agencies, and organizations by
ensuring due diligence in information collection, decision-making, and implementation. Monitors situations for risk
exposures and ascertains probabilities and potential consequences of future events. Identifies and analyses liability
and loss exposures.
3.3.3
Safety–The Risk Management Officer maintains link with Safety Officers as applicable and provides advice on
safety issues. The Risk Management Officer has the authority to halt or modify all unsafe operations within or
outside the scopeof the EOC Action Plan, notifying the EOC
Director of actions taken. It should be noted that while the risk management officer has responsibility for safety, it is
recommended that a safety specialist be appointed who is familiar with all aspects of safety and relevant legislation.
Security –The Risk Management Officer ensures that appropriate security measures have been established to allow
for only authorized access to the EOC facility and documentation.
Information Officer
Report to: EOC Director
The duties of the Information Officer are as follows:
a.maintaining an up-to-date list of all media services in the area.
3.3.4
b.implementing a crisis communication plan to support the incident action plan.
c.leading an Emergency Public Information Team (if required).
d.establishing a media-briefing centre;
e.keeping the public informed of significant developments occurring during the emergency.
f.briefing the media periodically.
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g.maintaining a log of all actions taken.
h.briefing the EOC Director during planning meetings.
i.ensuring that replacement is thoroughly briefed during shift changes; and
j.other duties as assigned by the EOC Director.
Operations Section Chief
Reports to: EOC Director
The Operations Section focuses on the current operational period by liaising with and supporting the Incident
Management Team in accordance with the incident action plan. Responsibilities of the Operations Section Chief
include:
a.gaining and maintaining situational awareness.
b.consulting with the EOC Director to determine who will be in the Operations Section.
3.3.5
c.receiving information from the Operations Section and forward to the appropriate people including the
Duty Officer.
d.ensuring situation reports are disseminated to the Operations Section.
e.briefing the EOC Director during planning meetings on the current situation.
f.consulting with EOC Director, after planning meetings, on the appropriateness of the incident action plan.
g.leading the operations section to achieve the objectives established in the incident action plan.
h.keeping the EOC Director and the Information Officer updated; and
i.other duties as assigned by OperationsSection Chief.
Planning Section Chief
Reports to: EOC Director
Planning Section Chief oversees the conduct of planning meetings, the development of incident action plans for
each planning cycle; and for managing and disseminating information. Responsibilities include:
a.chairing planning meetings.
3.3.6
b.providing leadership to additional planning staff.
c.recommending objectives and their priorities to the EOC Director.
d.drafting incident action plans for the EOC Director’s approval.
e.disseminating incident action plans to the EOC team.
f.conducting planning for the next operational period; and
g.performing other duties as assigned by the EOC Director.
Duty Officer
Reports to: Planning Section Chief
The Duty Officer manages and disseminates information. Responsibilities include:
a.assisting with setting up the EOC.
3.3.7
b.assisting with notifying EOC participants.
c.opening, maintaining, and displaying a main event log.
d.maintaining situational awareness.
e.drafting and disseminating situational reports to EOC participants, Emergency Measures Organizations, and
other pertinent stakeholders.
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f.maintaining a map of the incident indicating the location of incidents and resources,
g.providing a briefingof the current situation for the initial planning meeting.
h.other duties as assigned by the Planning Section Chief.
Logistics Section Chief
Reports to: EOC Director
The Logistics Section provides EOC support such as security, feeding, amenities, backup power, telecommunications,
information technology, and mapping. Responsibilities of the Logistics Section Chief include:
a.maintaining a list of all telecommunications resources in the area.
b.providing telecommunications in support of emergency operations.
c.ensuring EOC security arrangements are made.
d.ensuring EOC has sufficient log sheets, markers, status boards, writing paper, etc.
3.3.8
e.preparing meals and sleeping arrangements for EOC participants.
f.facilitating mapping requests.
g.briefing EOC participants, during planning meetings, on matters of importance.
h.working to support the incident action plan and/or fulfill direction given by the EOC Director.
i.providing operators for the radio networks and the message centre;
j.establishing a back-up network using Amateur Radio systems and assigning frequencies.
k.maintaining office machinery, equipment, stationary.
l.maintaining a sign-in sheet; and
m.ensuring sufficient telephone resources for EOC participants.
Finance and Administration Section Chief
Reports to: EOC Director
The Finance and Administration Section concerns itself with the financial aspects of an emergency, including
capturing the costs of dealing with an incident, procuring items, dealing with claims and compensation, and
recording the work hours of EOC participants. Responsibilities of the Finance and Administration Section Chief
include:
a.ensuring EOC participants sign in and out of the EOC.
3.3.9
b.developing a plan for capturing costs dealing with the incident.
c.briefing EOC participants during planning meetings on matters of importance.
d.procuring of resources for the EOC or for resources requested by the Incident Management Team which
have been approved by the EOC Director.
e.working to support the incident action plan and/or fulfill direction given by the EOC Director.
f.obtaining EOC participants’ sign-in/sign-out times during deactivation; and
g.assisting with DFAA claims, as required during the recovery phase.
3.4Regional REAC/REOC Roles and Responsibilities
Tasks Common to All:
3.4.1
a.On arrival, open and maintain departmental log
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b.Contact Provincial Emergency Operations Centre (PEOC) –maintain contact.
c.Determine capability of department to respond to the emergency; and
d.Review departmental emergency response plan or business contingency plan.
Department of Justice and Public Safety (JPS) –Regional EM Coordinator
a.Provide regular updates to the PEOC.
b.Lead the business cycles relating to REOC activities.
c.Coordinate response activities with external agencies.
3.4.2
d.Request assistance from province or federal government (as appropriate), through the PEOC.
e.Assess emergency needs and establish a strategic direction; and
f.Monitor Municipal actions within regions.
g.Assume EM coordinator role for unincorporated areas & LSD’s
NB Emergency Public Information (NBEMO-PIO):
3.4.3
When required, the Director may appoint a PIO to a REOC.
Emergency Management Communication Group (EMCG):
a.Verify that the telecommunications mobilization is complete.
b.Report to the REOC on all matters related to telecommunications.
3.4.4
c.Commence long-term telecommunications planning in response to this emergency.
d.Provide relief radio operators for stations operating under the control of the EMCG
e.Establish a telecommunications link with NB EMO/ PLGS Off-Site EOC (if required).
Office of the Fire Marshall Office (OFM):
a.Report to the REOC on matters relating to rescue, firefighting, and fire prevention
b.Activate Mutual Aid Agreement(s) – Fire – when required.
c.Ensure that dangerous goods support services are contacted when required.
3.4.5
d.Provide discretionary assistance to the ambulance and police services.
e.Obtain updates from Fire Dispatch and the Fire Control Officer (FCO); and
f.Assess the need for additional resources and request these through Fire Dispatch.
Royal Canadian Mounted Police (RCMP):
a.Respond to immediate police needs arising from the emergency.
b.Report to the REOC on matters relating to crowd control, traffic control, protection of life and property,
and law enforcement.
3.4.6
c.Ensure the protection of public and private property within the emergency area.
d.Assist in ground search and rescue (GSAR) operations (if required).
e.Liaise with other polices services (as required); and
f.Arrange for additional police assistance when required.
Department of Transportation and Infrastructure (DTI):
a.Be responsible for the construction, repair and maintenance of all roads, bridges, highways and regional
wharves and ferries as may be required during the emergency.
b.Assist with the implementation of emergency highway traffic control measures in conjunction with
Police services.
c.Conduct damage assessment to the regional transportation system, facilities, and infrastructure.
3.4.7
d.Inform the REOC immediately upon the closing of any regional roadways or municipal roads that are
necessary for emergency response operations, such as evacuation routes, and suggest alternative
routes.
e.Give priority to maintaining and keeping open regionally controlled roads and assist in keeping
municipal roads open that are necessary to support emergency operations.
Page 56 of 64
SAINT JOHN EMERGENCY RESPONSE PLAN
f.Coordinate the mobilization of contractor equipment/personnel and engineering expertise to keep
regional roadways open,
g.Expedite the issuing of permits to transportation companies that will engage in common, or contract
carrier operations related to the emergency; and
h.Provide engineering, architectural contract, and administrative support to emergency construction
projects.
Department of Natural Resources and EnergyDevelopment(DNRED):
a.Responsible for the provision of emergency rescue services (rural) and emergency firefighting
assistance (rural).
b.Assist in the evacuation and closure of regional Parks as required.
3.4.8
c.Be prepared to provide facilities to be used as assembly, relocation, and dispatch areas for emergency
response operations, and temporary emergency care and accommodation.
d.Implement water control measures as required or if requested; and
e.Provide departmental equipment and personnel resources if requested.
Ambulance New Brunswick (ANB):
a.Be prepared to provide comprehensive, region-wide ambulance services.
3.4.9
b.Coordinate the communication and dispatch systems necessary to meet the requirements during an
emergency; and
c.Provide regular updates to your PEOC representative.
Department of Health (DH):
a.Activate the Provincial Health Plan (if required).
b.Coordinate resources across the province to meet the requirements of the emergency, in coordination
with the PEOC, other government departments, public and private health practitioners where/when
required.
c.Be prepared to arrange for the delivery of counselling services and critical stress debriefings to
emergency workers.
d.Ensure records management protocols are in place for those patients hospitalized for casualties or
3.4.10
diseases related to the emergency.
e.Arrange for the testing of agricultural and marine products identified as possibly being contaminated.
f.Inspect buildings to identify radiological hazards resulting from the emergency.
g.Provide and coordinate comprehensive assessments of the health impact, and the ability to continue
providing essential health services; and
h.Act as the primary department for the liaison with Health Canada, Public Health Agency of Canada
Center for Infectious Disease Prevention and Control, other regional health authorities and IEMG Health
Officials for consultation and assistance.
Emergency Social Services(Department of Social Development)(ESS):
a.Liaise with private social service organizations, including the Canadian Red Cross, during the emergency
and act as the link between them and the REOC.
3.4.11
b.Be prepared to provide assessments of the impacts of the emergency on the delivery of essential social
services, including an evaluation of the need for special assistance to meet unique human service
demands.
Page 57 of 64
SAINT JOHN EMERGENCY RESPONSE PLAN
c.Be prepared to provide psychological support during and immediately after the emergency; and
d.Maintain a resource list of housing and accommodations available for displaced persons.
Department of Educationand Early Childhood Development(DEECD:
a.Responsible for coordinating with administrators of New Brunswick Schools/Community Colleges for
3.4.12
the protection of their students during an emergency; and
b.Support the establishment of reception centres and shelters for evacuees by allowing the use of
buildings under your control for this purpose (only when officially requested).
Canadian Red Cross:
a.When requested, establish a reception centre for Registration & Inquiry.
b.Assists in reuniting families, and answer inquiries regarding the condition and whereabouts of missing
persons (if applicable).
c.Provide Emergency Lodging for homeless, and evacuated persons.
d.Provide food and meals to those persons without food or the ability to properly prepare food.
3.4.13
e.Provide clothing or emergency covering until regular sources of supply are available.
f.Provide for the initial reception of evacuees arriving at Reception Centres; inform them of immediate
emergency help; offer temporary care for unattended children and dependent elderly; assist with the
temporary care of residents from special care facilities; provide or arrange for provision of financial
and/or material assistance; and
g.Offer immediate and long-term emotional support to people with personal problems and needs created
or aggravated by the emergency.
Department of Agriculture, Aquaculture,and Fisheries (DAAF):
a.If required, in collaboration with Dept of Health, arrange sampling of locally produced foodstuff and
marine products, and delivery of samples to Health Canada (or other).
b.Ensure for the disposal of condemned or contaminated foodstuff.
c.In the event of an evacuation, help facilitate the movement and welfare of farm animals.
3.4.14
d.In collaboration with Public Safety, Fisheries and Oceans, Canadian Coast Guard, and others, arrange for
the removal of fishing vessels in any danger area and direct them to safe harbours.
e.Contact appropriate Wharfingers to prepare them for the arrival of redirected fishing vessels.
f.Be prepared to assist other agencies as required; and
g.Provide regular updates to your PEOC representative.
New Brunswick Power (Saint John Energy):
3.4.15
a.Direct liaison with PEOC on a continual basis and ensure REOC is fully briefed; and
b.Report to the REOC Coordinator on the current departmental staffing and anticipated needs.
Department of Environment and Local Government (DELG):
a.Monitor, and coordinate emergency planning and operations for local service districts (LSDs).
b.Provide recommendations regarding assistance to individuals affected within the LSDs.
3.4.16
c.Coordinate, and monitor extraordinary regional expenditures related to an emergency.
d.Facilitate liaison with local authorities and, if required, recommend the appointment of an official
administrator to act as council.
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SAINT JOHN EMERGENCY RESPONSE PLAN
e.If called upon, support the provision of shelter and accommodation for evacuated people who cannot
return to their homes for some time; and
f.Provide guidance to assist in the determination of appropriate options for longer-term emergency
housing, when required.
4.1APPENDIX
4.1.1“A” New Brunswick Emergency Measures Act
4.1.2“B” The Saint John Emergency Measures By-Law
4.1.3“C” Declaration of State of Emergency
4.1.4“D” Activation Timeline
4.1.5“E” Contact List –To be updated a minimum of once annually in May, to distribution list
APPENDIX “A” New Brunswick Emergency Measure Act
Most current to be found on Government of New Brunswick Web Site
APPENDIX "B" Saint John Emergency Measures By-Law(www.saintjohn.ca) under by-laws
Page 59 of 64
SAINT JOHN EMERGENCY RESPONSE PLAN
Appendix“C”DECLARATION OF A STATE OF LOCAL EMERGENCY
THE CITY OF SAINT JOHN
Section 11 (2) of the Emergency Measures Act
Whereas the area of herein described is or may soon be encountering an emergency that requires
the increased powers of the Emergency Measures Act to prevent harm or damage to the safety,
health, and welfare of persons, or to prevent damage to property, or the environment.
Emergency Area: Within the area(s) with the boundaries in the City of Saint John, County of Saint
John, Province of New Brunswick, as follows:
Describe the boundaries
Nature of the Emergency:
Describe the emergency in detail
AND WHEREAS the undersigned is satisfied that an emergency or threat of an emergency exists in the
above-noted municipality.
THE UNDERSIGNED HEREBY DECLARES pursuant to Section 11(2) of the Emergency Measures Act, a State
of Local Emergency in the Municipality noted above as of and from _________ o’clock in the forenoon
(_____) or afternoon (_____) of the day of _____, AD, 20 ____.
THIS DECLARATION OF A STATE OF LOCAL EMERGENCY shall exist until _____ o’clock in the forenoon
(_____) or afternoon (_____) of the day of _____, AD., 20____ or for a maximum of 7 days from the date
and time specified above unless the Declaration is renewed or terminated.
DATED at the City of Saint John, County of Saint John, Province of New Brunswick, on the ____ day of
_____________, AD 20____.
X______________________________________________
Mayor, City of Saint John
NOTE: This declaration is only valid for a maximum of 7 days with a further renewal of 7 days, if required.
Page 60 of 64
h the
7 1 1
7 7 1
1 2 1 1
---
---
----
: B: D: C: C: B: B: D: D: C: C
al infrastructure. Mandatory
HighHighHighHighHighHighHighHighHighHigh
and assets, which, if disrupted or destroyed, would
,
of requests be received from a specific geographic area
or the effective functioning of government. CI impacts that
1
3
1 7 2 1 7 1
1 1 number
-
-
------
--
: B: D: B: B: B: A: C: C: B: B
Timeline
MediumMediumMediumMediumMediumMediumMediumMediumMediumMedium
being of New Brunswickers
-
of Saint John Activation
City
or incidents where precautions and actions are required immediately.
or incidents. Active Monitoring is mandatory.
,
,
or economic well
,
1 11 1 1 1 1
1 1 1
ty
-------
---
ctivation will likely be necessary.
: A: B: B: A: A: A: A: B: A: A
a
LowLowLowLowLowLowLowLowLowLow
REOC
7 of the activation timeline, the requirement for WCs will be assessed.
is defined as those physical and information technology facilities, networks, services
-
Electrical power,
Used in conjunction with the graduated response concept, it provides for a common operating tempo between municipalities. Wit
–
Roads, Air, Rail,
Chemical and strategic
.
Activation Timeline
-
-
Services, Public facilities,
.
Telecommunications.
-
and information networks.
–
,
Potential, imminent or actual threats, vulnerabilities or incidents assessed as limited in scope but having impacts on critic
ential, imminent or actual threats, vulnerabilities
Banking, Securities,
“D”
Hospitals, Healthcare, Blood
-
Drinking water, Wastewater Hazardous substances,
-
Food safety at production, Sales --
Pot
Potential, imminent or actual threats, vulnerabilities
-
Critical Infrastructure (CI) have a serious impact on the health, safety, securirequire an immediate assessment in accordance with the recommended Activation Timeline. LOW: MEDIUM: monitoring
is required. An escalation in HIGH: Energy and Utilities Natural gas, Oil production. Transportation Marine. Information and Communication Technology Food and use nodes, Distribution.
Government Information Finance Investments, Integrity of electronic banking systems Health Supply. Water contamination Safety Explosives, Nuclear waste, Emergency services. Manufacturing
manufacturers. Activation Timeline: assistance of the Red Cross, case by case request will be actioned. Note, that should an abnormal then in accordance with C
Appendix
APPENDIX “F” – PLANNING P
October 30, 2023
–
Common Council
A 15-Year Strategy for the City of
Saint John Fire Department
th
October 19, 2023
1 Contents
Summary i
Summary and Recommendations .............................................................................................................................. i
About the Project ....................................................................................................................................................... i
The Project Deliverables ......................................................................................................................................... ii
Project Scope .............................................................................................................................................................. ii
Not a Master Plan ..................................................................................................................................................... ii
Conclusions ................................................................................................................................................................. ii
Strategy ........................................................................................................................................................................ iv
Recommendations ................................................................................................................................................... iv
Part 1: The Fire Service Review .................................................................................................................................... i
1 Fire Service Review ..................................................................................................................................... 1
1.1 Data Collection and Information Management ..................................................................................... 1
2 What do the Statistics Indicate? ........................................................................................................... 5
2.1 Understanding Emergency Response ........................................................................................................ 5
2.2 Saint John Incident Data ................................................................................................................................. 6
2.2.1 Total Number of Incidents (Calls) .......................................................................................................... 7
2.2.2 Total Number of Vehicles Dispatched to All Incidents .................................................................. 9
2.2.3 Structure Fires ............................................................................................................................................. 13
2.3 Vegetation, Grass, & Brush Fires ............................................................................................................... 15
2.3.1 When do Vegetation, Grass, and Brush Fires Occur? .................................................................. 15
2.4 A Summary of Eight Years of Fire Responses in Saint John ............................................................ 17
2.5 Medical Incidents ............................................................................................................................................ 18
2.6 Response to Vehicle Incidents ................................................................................................................... 19
2.7 Other Extrication Events ............................................................................................................................... 20
2.8 Search Events .................................................................................................................................................... 20
2.9 Rescue Incidents .............................................................................................................................................. 20
2.10 Automatic Alarms and Alarm Malfunctions ....................................................................................... 21
2.11 Other Incident Types ................................................................................................................................... 22
2.12 Incident Response Performance ............................................................................................................. 23
2.13 Striving to Meet National Fire Protection Association Drive Time Guidelines ...................... 25
2.14 Where do Fires Occur? ............................................................................................................................... 29
2.14.1 Structure Fires .......................................................................................................................................... 29
2.14.2 Structure Fire Patterns .......................................................................................................................... 32
2.14.3 Locations of Other Fires ....................................................................................................................... 34
2.14.4 Location of Vegetation, Grass, and Bush Fires ............................................................................ 35
2.15 How Busy is the Fire and Rescue Service? .......................................................................................... 36
2.15.1 Firefighter Activity Other Than Responding to Incidents ........................................................ 36
2.15.2 Firefighter Activity Responding to Incidents ................................................................................ 37
2.15.3 Staffing for Peak Activity ...................................................................................................................... 39
2.15.4 Concurrent Incidents ............................................................................................................................. 40
3 Apparatus and Assets ............................................................................................................................ 43
4 Risk Assessment ....................................................................................................................................... 46
4.1 Fire Underwriters Survey .............................................................................................................................. 48
5 Fire Prevention and Public Education .............................................................................................. 52
5.1 Potential Prevention and Awareness Resources ................................................................................. 52
5.2 Prevention and Education Technology ................................................................................................... 53
5.3 The Division has Inadequate Complement ........................................................................................... 54
5.3.1 All Firefighters Should be Fire Prevention Officers....................................................................... 54
5.3.2 Suppression Staff in the Public Eye .................................................................................................... 54
6 Incident Response and Vehicle Deployment ................................................................................ 56
6.1 Medical Response ........................................................................................................................................... 56
................................................................................................................................. 61
6.1.2 Comfort for the patient ........................................................................................................................... 61
6.1.3 Medical Direction Related to Fire Medical Response .................................................................. 62
6.1.4 Is there a value to Fire Response to Medical Calls? Which Ones?.......................................... 62
6.2 Recommendations About Fire Response to Medical Incidents ..................................................... 63
6.3 Fire Service Attendance at Traffic Incidents .......................................................................................... 64
6.3.1 In New Brunswick Fire Departments Make Unilateral Decisions About Response to
Vehicle Incidents .................................................................................................................................................. 66
6.3.2 Resource Deployment to Vehicle Collisions ................................................................................... 67
6.3.3 Should Fire trucks be used as Blockers? ........................................................................................... 68
6.3.4 Automatic Alarms ...................................................................................................................................... 71
6.4 The Role of Dispatch in Effectiveness and Cost Containment ....................................................... 72
6.5 Tanker Use and Deployment ...................................................................................................................... 72
th
7 Response Time and Addressing 90 Percentile Guidelines .................................................... 75
th
7.1 90 Percentile Guidelines ............................................................................................................................ 75
7.2 Is a Four-Minute Driving Time Necessary?............................................................................................ 75
8 Attendance and 24-hour Shift Pattern ............................................................................................ 79
9 Renewing Fleet Assets ........................................................................................................................... 81
9.1 Tankers ................................................................................................................................................................ 83
9.2 Reserve Vehicles Are They Needed? .................................................................................................... 83
9.2.1 Fleet Recommendations ......................................................................................................................... 85
10 Technology ................................................................................................................................................ 86
10.1 Analytics and Risk ......................................................................................................................................... 87
10.2 Recommended Technology ...................................................................................................................... 87
.................................................................................... 87
10.2.2 Future consideration technology ...................................................................................................... 88
11 Governance and Organization ........................................................................................................... 89
11.1 Organizational Analysis is More Art than Science ........................................................................... 89
11.2 Management Structure .............................................................................................................................. 89
11.3 Emergency Measures and Community Emergency Management Coordinator ................... 90
11.4 Design for Success ....................................................................................................................................... 91
11.5 Local Governance Reform ......................................................................................................................... 93
Part 2: The Strategy ..................................................................................................................................................... 94
12 Introduction to the Strategy Section ............................................................................................... 95
12.1 Vision, Mission, Values ............................................................................................................................... 95
13 Proposed Strategy................................................................................................................................... 98
13.1 What Would be Required to Accomplish Vision Zero for Fire? .................................................. 98
13.2 Strategy ............................................................................................................................................................ 99
13.2.1 How does Saint John Establish a New Strategy? ........................................................................ 99
13.3 Supporting Plans......................................................................................................................................... 100
13.4 Vison, Purpose, Strategy .......................................................................................................................... 101
Part 3: The Plan ........................................................................................................................................................... 103
14 Recommendations ................................................................................................................................ 104
14.1 Recommendations ..................................................................................................................................... 104
14.2 Planning Steps ............................................................................................................................................. 109
Appendix A Request for Proposal Deliverables ...................................................................................... 112
Appendix B Detailed Incident Information ............................................................................................... 117
Other Fire Incidents ........................................................................................................................................... 124
Vegetation, Grass, & Brush Fires .................................................................................................................. 127
A Summary of Eight Years of Fire Responses in Saint John .............................................................. 131
Incident Response Performance .................................................................................................................. 147
Appendix C Driving Time Distribution Charts 2015 - 2022 ................................................................ 154
Appendix D Structure Fire Location 2015 2021 ................................................................................... 160
Appendix E Office of the Fire Marshall Incident Types ............................................................................ 168
Appendix F Community Risk Assessment ..................................................................................................... 173
Chart 1: Total Number of Saint John Incidents by Year ................................................................................... 8
Chart 2: Total Number of Saint John Vehicles Dispatched to All Incidents ........................................... 10
Chart 3: Total Number of Saint John Incidents and Vehicles Dispatched 2015 2022 .................... 11
Chart 4: Average Number of Apparatus Sent to Each Incident .................................................................. 12
Chart 5: 90th Percentile Driving Time to Structure Fires ............................................................................... 27
Chart 6: Arrival Time Distribution 1st Apparatus - Fires ................................................................................ 28
Chart 7: Structure Fires by Building Decade ...................................................................................................... 33
Chart 8: Second Incidents and Types That Occurred While a Fire Incident was in Progress........... 40
Chart 9: Heavy Truck Lifetime Maintenance ...................................................................................................... 43
Chart 10: Heavy Truck Serviceable Life Remaining ......................................................................................... 45
Chart 11: Total Number of Saint John Vehicles Dispatched to All Incidents ....................................... 118
Chart 12: Total Number of Saint John Incidents and Vehicles Dispatched 2015 2022 ................ 119
Chart 13: Average Number of Apparatus Sent to Each Incident ............................................................. 120
Chart 14: Structure Fires 2015 2022 ................................................................................................................ 121
Chart 15: Structure and Chimney Fires by Month Cumulative 2015 - 2022 ........................................ 122
Chart 16: Total Structure and Chimney Fires by Day 2015 - 2022 .......................................................... 122
Chart 17: Structure Fires by Hour 2015 - 2022 ............................................................................................... 123
Chart 18: Other Fire Incidents ............................................................................................................................... 124
Chart 19: Average Number of 'Other Fires' per Week ................................................................................. 124
Chart 20: Distribution of 'Other Fires' by Month ............................................................................................ 125
Chart 21: Distribution of 'Other Fires' by Day ................................................................................................. 125
Chart 22: Distribution of 'Other Fires' by Hour ............................................................................................... 126
Chart 23: Vegetation, Grass, & Brush Fires ....................................................................................................... 127
Chart 24: Average Vegetation, Grass, & Bush Fire Events Weekly .......................................................... 127
Chart 25: Distribution of Vegetation, Grass, & Bush Fires by Month ..................................................... 128
Chart 26: Distribution of Vegetation, Grass, and Bush Fires by Day 2015 2022 ............................. 128
Chart 27: Distribution of Vegetation, Grass & bush Fires by Hour 2015 2022 ............................... 129
Chart 28: Fire related Incidents ............................................................................................................................. 130
Chart 29: Total Fires and Fire Related Events 2015 2022 ........................................................................ 131
Chart 30: Total Fires and Fire Related Events by Month 2015 2022 .................................................... 132
Chart 31: Distribution of All Fires and Fire related Events by Day 2015 - 2022 ................................. 132
Chart 32: Distribution of Responses to All Fires and Fire Related Events 2015 - 2022 by Hour .. 133
Chart 33: Medical Incidents .................................................................................................................................... 134
Chart 34: Average Medical Responses per Day and Percentage of Total Incidents ......................... 135
hart 35: Responses to Vehicle Incidents ............................................................................................................ 136
Chart 36: Other Extrication Events ....................................................................................................................... 137
Chart 37: Search Events 2015 2022 .................................................................................................................. 139
Chart 38: Rescue Incidents 2015 - 2022 ............................................................................................................ 139
Chart 39: Rescues by Type 2015 2022 ............................................................................................................ 140
Chart 40: Number of Automatic Alarms and Alarm Malfunctions 2015 - 2022 ................................. 141
Chart 41: Number of Automatic Alarms by Year ............................................................................................ 142
Chart 42: Automatic Alarms by Month .............................................................................................................. 143
Chart 43: Automatic Alarms by Day 2015 2022 .......................................................................................... 143
Chart 44: Automatic Alarms by Hour .................................................................................................................. 144
Chart 45: Other Incident Types 2015 2022 ................................................................................................... 146
Chart 46: Most Frequently Occurring "Other Incident Types" .................................................................. 146
Chart 47: Call Performance - Saint John Fire Department; All Stations All Incident Types ............ 147
Chart 48: Call Performance Station 1 .................................................................................................................. 148
Chart 49: Call Performance Station 2 .................................................................................................................. 149
Chart 50: Call Performance Station 4 .................................................................................................................. 150
Chart 51: Call Performance Station 5 .................................................................................................................. 151
Chart 52: Call Performance Station 6 .................................................................................................................. 152
Chart 53: Call Performance Station 7 .................................................................................................................. 152
Chart 54: Call Performance Station 8 .................................................................................................................. 153
Chart 55: 90th Percentile Driving Time to Structure Fires .......................................................................... 155
Exhibit 1: Fire Service Incident Process ................................................................................................................... 1
Exhibit 2: Response Graphic ........................................................................................................................................ 5
Exhibit 3: Fire Response Graphic ............................................................................................................................... 6
Exhibit 4: Structure Fires 2021 ................................................................................................................................. 30
Exhibit 5: Saint John 2015 - 2022 Structure Fires ............................................................................................. 31
Exhibit 6: Locations of Other Fires (non-structure) 2015- 2022 ................................................................. 34
Exhibit 7: Vegetation, Grass, and Bush Fires 2015 - 2022 ............................................................................. 35
Exhibit 8: Tanker Backup from Fire Services Surrounding Saint John ...................................................... 74
Exhibit 9: Saint John Fire Department Current Organization ...................................................................... 90
Exhibit 10: Recommended Organizational Structure ..................................................................................... 93
Exhibit 11: Intersection of Needs and Service ................................................................................................... 99
Table 1: Structure Fires by Decade Built .............................................................................................................. 33
Table 2: Regular Shift Activities for Firefighters ................................................................................................ 36
Table 3: Shift Activities by Percentage ................................................................................................................. 37
Table 4: Minutes Per Year Trucks Were Actively Engaged in Response and Incidents ..................... 37
Table 5: Firefighter Activity by Percentage Based on Incident Type ........................................................ 38
Table 6: Saint John Fire Truck Assets .................................................................................................................... 45
Table 7: Potential for Suppression Staff Visits to Private Dwellings ......................................................... 53
Summary
pg. i
Summary and Recommendations
About the Project
In 2019 2020 the consulting firm Ernst & Young (EY) was selected by the New Brunswick
Department of Environment and Government to conduct an independent operational review of
the City of Saint John. Key EY cost reduction recommendations pertaining to the fire department
ieswere
And
Due to the c, and through recommendations in the EY 2020 report,
Common Council resolved to close fire station 8 along with engine company 8 effective
December 31, 2020.
deployment, and risk mitigation perspective (as recommended by Ernst & Young) before
making any further adjustments to the Saint John Fire Department. Subsequently, Pomax
Consulting was selected to complete that examination.
The request for proposal describes the objectives of the study in three major parts:
1. The preparation and presentation of a fire service review.
2. The creation of a 15-year strategy for the Saint John Fire Department.
3. To design, develop, and deliver an implementation plan to achieve the best
possible fire service while in accordance and aligned with the financial policies
as adopted by the City of Saint John.
This report is presented in three parts addressing each of the major objectives.
pg. i
The Project Deliverables
The deliverables include
conducting a fire service review with the objective of creating a fifteen-year fire service
strategy, including appropriate service level expectations for taxpayers; and
incorporating a community risk assessment; benchmarking of National Fire Protection
Association (NFPA) and o
policies.
Project Scope
The scope of the project is to complete a fire service review which considers
the financial position,
a community risk profile,
applicable National Fire Protection Association and related standards
a 15-year fire service strategy and applicable fire service levels,
The focus of the review is that of a 15-year strategy, not status quo modification.
In addition to fulfilling the project scope, the aim is to explain the subject of fire and
rescue services which is much more complex than most people understand to the public
and elected officials so that decisions can be made based on a full understanding of the services
being provided.
The full description of deliverables, scope, and objectives, as stated within the request for
proposals, can be found in Appendix A.
Not a Master Plan
This document is not a master plan. It is not intended to define and allocate resources that are
necessary to accomplish the strategy although there will be some crossover between the
strategy and plan components of this document.
Conclusions
Our review of the fire department found that the service does an excellent job of response but
\[1\]
requires heightened efforts to reduce the need for those responses. Fire prevention and public
education save many more lives than responding.
\[1\]
For the purpose of this document, we define prevention as
(
That includes public
education, home and business safety checks, standards and code enforcement, and any other efforts to
forestall the occurrence of fires.
pg. ii
There are anywhere from 45 to 68 structure fires annually in Saint John, plus the fire department
responds to another approximately
350 fires of other types,
3,000 medical incidents,
600 to 700 traffic collisions
over 600 automatic alarms,
and several hundred events of other types.
Although response data, which records the quickness of response, is maintained in a relational
database, little local data which would inform the fire department and city whether response
was, or is, required is kept in a format that is searchable. A searchable database encompassing
response times, on-scene activity, and outcome information would enable fire service leaders to
equate response types with public benefit.
We found that the City of Saint John has substantial opportunity to implement efficiency,
effectiveness, and risk reduction initiatives that will improve community safety and hold the line
on cost increases, and possibly decrease capital and operational costs without needing to close
existing stations.
Recommended changes within the fire department that will result in increased effectiveness,
improved public safety, efficiency, and cost savings include
reevaluating, based on scientific study and more complete data, the type of calls to which
the department responds,
assessing the number of apparatus sent to calls and the circumstances and information
which result in being dispatched,
reconsidering the type of apparatus and equipment required based on evidence and need,
rather than tradition,
adopting, as a primary public safety principal expectation within the city, that other than
when training, responding to incidents, or allocated breaks, fire staff will be engaged in
education and prevention services,
working with the consolidated communications centre to improve call screening and reduce
response priorities or gather improved incident information,
working with other departments such as building inspections and social services to reduce
risk and improve the well-being of the public, and generally re-thinking the provision of fire
services, because the current model is based on the historical model of experiencing a
-a-
pg. iii
Strategy
We propose and describe, in Section 13, the following Vision, Purpose, and Strategy for the fire
department:
Recommendations
The recommendations that follow align with the strategy statement shown above and in Section
13.4
Recommendation 1: Shift to a Fire Prevention Focus
represents the core responsibility paradigm shift described in Section 5.3.1 (All Firefighters
Should be Fire Prevention Officers, page 54).
The paradigm shift requires a change of perspective by fire services and firefighters as to their
core responsibility which should be prevention, although the need for suppression and rescue
continues.
The Saint John Fire Service will promote a culture of prevention and public education,
throughout all divisions and levels of the department, as the primary method of saving lives,
reducing injury, and protecting property. Preventing incidents from occurring is the best way to
protect the public. Refocus the activity of all Saint John Fire Department staff onto prevention
activity, while maintaining appropriate response capabilities.
should become part of an overall fire service prevention
initiative, reporting to the Platoon Chiefs where specialists (currently, the Fire Prevention
Officers) would assist the Platoon Chiefs with coordination of prevention activities by firefighters
pg. iv
while also addressing the more major fire risk issues in Saint John that require the intervention
f the role they
play in suppression and that knowledge can be extended, in a coordinated manner, to the public
and property owners. Section 5.3.1 outlines a number of activities that can be completed by
suppression staff.
To support the shift to a fire prevention focus
Professional Qualifications for Fire Inspector and Plan
Officer, Youth Firesetter Intervention Specialist, and Youth Firesetter Program Manager
Edition, Chapter 4 (Fire and Life Safety Educator I).
Require all new firefighters to have taken all courses associated with National Fire Protection
Association 1031
ition, Chapter 5 (Fire Inspector II), and
Life Safety Educator, Public Information Officer, Youth Firesetter Intervention Specialist, and
4 (Fire
and Life Safety Educator I) upon hire.
We suggest only successful completion of courses would be required, not certification for NFPA
1031 and 1035.
National Fire Protection Association NFPA 1031 and 1035 are expected to be combined as a
single standard in 2024.
Recommendation 2: Risk Assessment
The request for proposal required completion of a community risk profile (Appendix F). In fact, the full
report delivers an Integrated Risk Assessment Plan to the extent that data was available. The data, as
discussed and presented, indicates that risk is in the uptown and urban areas. Exhibit 4 , Exhibit 5, and
Appendix B demonstrate the majority of structure fires occur in urban areas and mainly Uptown.
Service levels should be based on an integrated risk assessment as suggested and defined in
this document. Risk is dynamic and mitigation should be based on periodic risk assessments and
adjusted to meet needs. This requires an assessment of all risks to life and injury to the
community, resulting in a long-term plan to make the Fire and Rescue Service more responsive
to locally identified needs. This means targeting resources to prevent incidents from happening,
while also making sure resources are in the right location to best protect the community. An
integrated risk assessment considers commercial, economic, social, environmental, and heritage
concerns. We further recommend that the city
pg. v
invests in non-emergency service risk analysis courses, books, and periodicals for staff, to
enable a wider understanding of the psychology of risk determination, and
utilizes a risk determination model such as the Commission on Fire Accreditation
International three-axis risk categorization or an integrated risk assessment as employed by
the United Kingdom.
should acknowledge, within PlanSJ, what the data indicates and reconsider the emphasis
being placed on industrial risk which is not borne out by the data. Further, PlanSJ should
place equal prominence on prevention, partnerships, and public education.
Recommendation 3: Governance and Organization
This recommendation relates to
Create a project group, such as a Fire Services Governance Committee (Committee). The
Committee should take the form of a project team with the sponsor being the Chief
A governance structure of this nature signals the importance of refocusing the fire
department to fire prevention and supports the fire chief through an extended, busy
transitional period.
The Committee would be responsible for oversight of Fire and Rescue Services and ensuring
accountability for implementing recommendations adopted by the city from this review. The
Committee would receive presentations from the Fire Chief, offer strategy guidance to the
Chief, assist with reviewing plans supporting the strategy, purchases, resource deployment,
and assist with information brought to Common Council.
Chaired by a neutral senior city staff member, membership should include several senior
leaders including from finance, corporate communications, human resources, and fleet
services. The Fire Chief would report through this committee to the Chief Administrative
Officer. There are many models in other jurisdictions where the Fire Chief reports to a
Commissioner of Community Services or a Commissioner of Public Safety. This Committee
and project team approach will support the Fire Service in creating partnerships to focus
prevention efforts that meet the
response.
We envision that the Committee will continue to fulfill its mandate for a minimum of three
years and, at the end of that period, review the fire service progress and recommend to the
Chief Administrative Officer a revised organizational or reporting structure for the fire
department that supports the path described in this document, or continuation of the
committee.
Further, we see this committee as being a focal point for determining the talent and job
functions required within the fire service to ensure success of the recommended direction,
and adjusting the aptitude, positions, and capabilities from time to time to assist success.
pg. vi
We recommend
l another role, and implement the
organizational structure depicted in Exhibit 10.
Recommendation 4: Performance Management
This recommendation relates to noted in the strategy statement.
Adopt a fact informed, research-based business model upon which to base day-to-day
operational requirements and mid to long term planning to meet the protection requirements
of Saint John. This recommendation includes:
Implementation of a records management system that is fully supported by a relational
incident activity outcome database so that the fire service and the city can measure the
benefit of response activity.
Establish a small working group, supported by Information Technology, to include the fire
service, finance, the fire department records management vendor, and the public safety
communications centre, to configure the record management system to capture dispatch
intake data, fire department on scene activity, and incident outcome information.
Ensure that inspection and incident planning software, including the supporting hardware,
allow prevention and public education records to be captured on site and uploaded in real
time thus avoiding note taking and transferring information to a static (dumb) record
management system.
Implement improvements into Geographic Positioning System Automatic Vehicle Locating
vehicle movement reporting. This technology reports vehicle movement such as departing
station, arriving incident, departing incident, and back at station automatically thereby
avoiding missed activity time stamps or erroneous vehicle movement times.
Repurpose an existing position within the city, if possible, to resource corporate database
management and data analytics skills. Critical to the majority of recommendations is an
analyst complement to work with the fire department, First Due record management system,
and Information Technology to achieve an on-scene activity, and outcome information,
database.
Recommendation 5: Response Models
ment and
findings within the report.
Retain, and maintain, on-going advice of a medical director to reduce response to medical
incidents only to those that include unconscious, unresponsive, and apneic which includes
cardiac arrest or asphyxia
communication centre.
Reduce response to traffic events only to those where a caller indicates people are trapped
pg. vii
No longer participate in New Brunswick 9-1-1 Operating Procedures Directive C-6 as
described in Section 6.3.1.
Reconfigure response to automatic alarms, such as smoke and carbon monoxide, to reduce
the number of trucks responding. Determine the percentage of automatic alarms in the past
five or more years that are positively associated with a fire (absent of secondary confirmation
by a caller), or the number of carbon monoxide alarms where it was not confirmed that the
building had been vacated. Alternatively, undertake a one year prospective analysis of alarm
response outcomes and adjust response methods based on the findings.
Cease funding the tanker and redeploy the 17,520 hours of staff time assigned to driving the
tankers to other roles (see Recommendation 7 with respect to decommissioning the
tankers).
Recommendation 6: Dispatch and Communications
findings within the report.
The Public Safety Answering Point and dispatch service plays an important but often
unrecognized role in the deployment of fire service resources. Nurturing the partnership
between fire and dispatch to improve processes and, thus, effectiveness and efficiency will
enhance the time fire service has for the core prevention and education role. (Section 6.4, The
Role of Dispatch in Effectiveness and Cost Containment).
Establish a fire service dispatch agreement with the communications centre to encompass
the recommendations in this report including gathering information to assist determining
the information that should be captured from callers.
Establish a fire service dispatch agreement with the communications centre to include
accepting and recording real-time incident information by the dispatcher. This
recommendation includes the dispatcher capturing information provided by the on-scene
Incident Commander within the fire service record management system.
Negotiate service delivery with the communication centre to assist and improve productivity
and service levels.
Recommendation 7: Assets and Facilities
findings within the report.
There has been no evidence that the closure of station 8 at the end of 2020 has resulted in an
-2020 response area. Current risk can be
reduced throughout the city by implementing the range of recommendations found in this
document.
pg. viii
Fire trucks are large, carry a wide range of equipment, some of which is rarely used, and are very
expensive. When it is time for replacement, determination of the type of rolling asset should be
informed by a data rich business case explaining if there is value gained by spending a million
dollars or more for a traditional fire truck, and why operational reconsideration; that is, a
paradigm change in how reducing fire risk and firefighting frequency, can contribute to right-
sizing the fleet.
Dispose of station 8.
Decommission the three reserve vehicles.
Decommission the tanker trucks and redeploy the 17,520 hours of staff time assigned to
driving the tankers to other roles (see Recommendation 5 with respect to tanker staff
funding).
Assess the purchase of SUVs or sedans based on a determination of whether the fire service
is going to continue responding to medical incidents, traffic events, and automatic alarms at
the same rate as present. SUVs or sedans can be staffed with one or two firefighters.
Evaluate the equipment required to be carried on fire trucks and the size of trucks based on
the use of data as described in this report.
pg. ix
Part 1: The Fire Service Review
1 Fire Service Review
1.1 Data Collection and Information Management
Exhibit 1 shows, at a very high level, what happens during an incident to which the fire department
responds.
1. A call is placed to 9-1-1.
2. The fire department is dispatched.
3. Work takes place at the scene.
4. The vehicles and staff return to the station and prepare for the next incident.
5. database, of the activities performed at the
incident.
Exhibit 1: Fire Service Incident Process
This means that information crucial
to decision-making, efficiency,
effectiveness, and the determination
of strategy that reaches into all areas
of fire and emergency services is not
available in an easily searchable
format or can be aggregated to
examine trends and on scene
activity.
Senior firefighters or captains create
a narrative report, with varying
degrees of completeness, but none
of that information which can advise
plans or decisions with respect to
staff levels, training, mitigation,
vehicle types, equipment required,
level of response, support
Page | 1
requirements, other resource requirements, or even a determination of whether response to some
incident types is necessary, is relational or easily searchable.
We suggest that there are three types of data, each with associated metrics, available to fire
departments. Most fire departments, including Saint John, collect only one of the three which
means that the municipality achieves limited perspective of the activity and value of their fire
department. The three data types are:
1. Performance data
2. Process or activity data
3. Results data
Performance information (as in,
?) is the data most
commonly or exclusively
gathered by fire services. These
data involve measuring Event
Phases such as time related to
call taking, turnout, travel to an
incident, time on scene, and back
at station. A very few fire services
accurately measure the time it
takes to hook up hoses (if a fire),
when agent (water or foam) is
applied to a fire, rescues, tools
and equipment used, and other
process information.
Performance data is most often
associated with measurement
against National Fire Protection
\[2\]
Association guidelines. Very
few fire services assess the metrics of the service they provide.
To understand metrics, there is a good example in the March 2013 issue of Harvard Business
Review titled Jeff Bladt and Bob
Filbin. It tells the story of YouTube video success.
\[2\]
The National Fire Protection Association (NFPA) publishes more than 300 consensus codes and
standards intended to minimize the possibility and effects of fire and other risks. NFPA codes and standards,
administered by more than 250 Technical Committees comprising approximately 8,000 volunteers, are
adopted and used throughout the world.
Page | 2
To relate this example of data and metrics to fire departments and Saint John, while the
promptness of turnout and travel to incidents are measured, the metrics to determine what
difference that speed made, specifics of services performed, type of equipment used, and the
results of the effort are not measured, in which case municipalities must rely on qualitative
information and, often, anecdotes and compelling stories, to determine the resources the fire
department requires to protect the public.
Fire departments traditionally measure how quickly things happen (see the Event Phases text box)
but . For example; did the speed of the first three event
phases make any difference to the outcome of the incident? If it didwhat difference does
speed make in aggregate within similar incident types? And, because emergency responses
represent a danger to the public, if speed difference, does it make sense to rush?
\[a\],\[b\],\[c\]
If it does make a difference, what techniques can be implemented to assist with quick arrival? Are
there better ways to or in addition to rushing to incidents; for example,
\[3\]
free public education in fire safety or first aid? What technologies can be used to accomplish
useful results? Footnote 3 is one example of many indicating that teaching the public to use
automated external defibrillators and CPR results in a greater chance of survival than emergency
\[3\]
A clinical paper published in the July 2021 journal Resuscitation titled
reported that among 280 eligible patients who had bystander-
witnessed cardiac arrest and received defibrillation at railroad stations, 245 patients (87.5%) received defibrillation
using public-access AEDs and 35 patients (12.5%) received defibrillation administered by emergency medical
services (EMS). Favourable neurological outcomes at 1 month after cardiac arrest were significantly more
common in the group that received defibrillation using public-access AEDs (50.2% vs. 8.6%) than in the group
that received defibrillation by EMS. Over a 5-year period, favourable neurological outcomes at 1 month after
cardiac arrest of 101.9 cases were calculated to be solely attributable to public-access AED use.
Page | 3
services (police, fire, EMS) rushing to an incident. The location of AEDs plays a part in access and
use and patient survival. Public education is likely to save more lives than speedy response alone
and it is an area within which fire staff can contribute\[d\].
So, while the historical and current practice of the Saint John Fire Department responding to those
incident types that are considered emergencies will sometimes contribute to saving a life,
implementing a practice of accessing research material, gathering useful data, and assessing
metrics will help the department determine the best way to use its resources, ensure a greater
chance of successful outcomes, and possibly prevent some incidents from occurring.
Accessing Data and Metrics
Data has to be easily accessed within a few minutes. The practice of prior years where the fire
department made a request for information via Information Technology and then received an answer
at a later time does not lend itself to spontaneous inquiry, secondary inquiries, and operational
problem solving. Accessing a database, and the associated metrics, should be intuitive and in a simple
enough format so that creative inquiry is not stifled.
Our recommended -year fire services strategy is one of culture change
where decisions are based on science and research, useful data, and objectivity. The existing lack of
information leads to gut choices relating to important decisions and continues historical response-
centric practices.
A lack of data, and metrics within that data, keeps the focus of the fire service and municipality on
response times such as those within the National Fire Protection Association 1710 guidelines, and has
led to behaviour which inadvertently undermines efficiency and public safety.
Risk, particularly relating to fire, should be reduced by way of education and prevention, and a culture
that considers a fire to be a failure of those efforts should be established in the fire service over the
next five to ten years. An all-hands effort to prevent fire needs to be part of the philosophy of the
next group of hires.
Page | 4
2 What do the Statistics Indicate?
2.1 Understanding Emergency Response
Exhibit 2 demonstrates the stages of an incident response. An emergency process includes
1. detection or recognition of a fire or other emergency;
2. reporting the emergency by calling 9-1-1;
3. call handling, dispatching firefighters, and turnout (the duration required for the
communications centre to obtain information from a caller, alert the fire department, and
firefighters departing the station);
4. driving time (wheels start turning to wheels stop turning);
5. setup (the action; for example,
a) the time it takes to travel from a fire truck \] to an incident
such as an apartment or other location requiring vertical travel; or ground travel if
firefighters have to move from the fire truck to the incident; for example, down railway
tracks or to the back of a building; or
b) the time it takes to access a victim, recognize the issue, and start definitive activity in a
scenario other than fire; or
c) the time it takes to prepare to investigate other incident types such as a smoke or
carbon monoxide alarm; or
d) the time it takes to connect to a hydrant, or water source, or foam.
6. harm limiting
a) apply water or foam;
b) care for victims.
Exhibit 2: Response Graphic
Page | 5
Exhibit 3: Fire Response Graphicshows the stages of a fire response
Exhibit 3: Fire Response Graphic
The setuptime between the 10 and 15-minute marks shown inExhibit 3is usually about 5
minutes.Inquest testimonyfrom the Ontario Office of the Fire Marshal and Emergency
\[4\]
Management indicates that it takes an average of five to seven minutesto get agent (water or
foam) on a fire after arriving at ascene, and we expect it to be similar in New Brunswick and Saint
John.As Exhibit 3shows, the durationfrom the time of fire detection to applying water or foam can
be 15 minutes. This assumes a drive time of about four minutes. A change in the drivingtime will
affect the duration of a fire before agent is applied.The common conclusion is to shorten the drive
time, which could mean more stations and firefighters, but there are other techniques to reduce
response timediscussed within this report.
2.2Saint John Incident Data
Upon receiving fire department response datafiles,we removed records which were not related to
Saint John; for example, responses by other fire departments that were inadvertently included in
the data received, and some police records. For the purpose of calculating response times to
incidents we also removed records relating to vehicles forthe fire chief, deputy chiefs,platoon
chief, training, fire prevention,and other vehicle typesthat were not equipped to fight fires,
perform rescues, or respond to other emergencies. The exclusion,based on vehicle type, was
decided in concert with the fire department.
\[4\]
time in an urban environment. Fire trucksalso have onboard water which means that water can be pumped
We have seen setup times as low as 2 minutes during demonstrations, but those times were in a training site
parking lot with a hydrant immediately available.
Page | 6
The tables and charts on the following pages indicate major categories and
trends related to incidents to which the fire department responded.
Some charts and tables are shown in thumbnail size within this section but
full-size depictions, including station level information in some cases, can be
found in Appendix B. Links to the full-size depictions are shown in
parentheses.
2.2.1 Total Number of Incidents (Calls)
Chart 1 (page 8) illustrates the total number of incidents (all incidents) to which the fire department
responded, in the City of Saint John, in each year from 2015 to 2022.
The average annual incident volume for the five-year period 2015 2019 pre-COVID was
5,494.
In 2020, the number of incidents decreased by 53% from the 2015 2019 annual average.
In 2021, the number of incidents decreased by over 56% from the 2015 2019 annual average.
The call volume (also known as incidents) decrease was, in part, due to a reduction in
movement and traffic volume because of COVID.
Because of COVID, a decision was made between the fire department and
ad hoc medical advisor to reduce responding to
the following critical incident types only, in addition to fires and rescues:
cardiac arrest and/or respiratory arrest
suicide attempt
drug overdose
industrial accident
catastrophic/fatal injury
drowning/scuba accident
motor vehicle accidents with injuries
Page | 7
2.2.2 Total Number of Vehicles Dispatched to All Incidents
The number of vehicles dispatched to the incidents shown in Chart 1 can be found in Chart 2 and
Chart 3.
The number of vehicles utilized peaked at 8,761 in 2017 and declined by almost 1,300 in 2018 and
almost 1,500 in 2019 from 2017 peaks.
Page | 9
2.2.3 Structure Fires
On average, structure fires have occurred from a high of 1.4 to 0.9 times weekly. There is an
encouraging downward trend since a high of 68 fires in 2018. (Chart 14)
Structure fires include
structure fire - other
building fire
fires in structure other than a building
chimney fire
fire in mobile property used as a fixed
structure, other
fire in mobile home used as fixed residence
fire in portable building, fixed location
2.2.3.1 When do Structure Fires Occur?
In the 8-year period 2015 2022, the
predominant months for structure fires were
January, March, and April, and the fewest in
August, July, June, and September. (Chart 15)
The most structure fires occurred on Thursdays,
Wednesdays, and Mondays and the fewest on
Sundays and Tuesdays. (Chart 16)
The greatest number of fires in the last eight
years occurred at 1600 hours, or 4:00 PM.
The fewest incidents occurred from 4:00 AM to
8:00 AM.
Nine incidents took place in the hours of 5:00, 6:00,
and 8:00 AM with an average of 1.1 fires a year in
each hour (9 fires divided by 8 years= 1.1 fires in
that hour). (Chart 17)
Page | 13
encompass a wide range such as
cooking fire, confined to container,
incinerator overload or malfunction, fire confined,
fuel burner/boiler malfunction, fire confined,
other appliance fire, confined to appliance,
trash or rubbish fire, contained,
fire in motor home, camper, recreational vehicle,
fire in portable building, fixed location,
outside rubbish fire, other,
outside rubbish, trash, or waste fire,
garbage dump or sanitary landfill fire,
dumpster or other outside trash receptacle fire.
(Chart 18)
Based on an annual average, between 3.3 and 3.9
(Chart 19)
July, and September and the fewest in January,
February, and March.
(Chart 20)
Saturdays, Fridays, and Sundays. Fewer took
place on Mondays, Wednesdays, Thursdays, and
(Chart 21)
frequency and put plans in place to reduce them through education and prevention.
Page | 14
Over 8 years there were 1518
43% or 657 were outside trash, waste, or
dumpster fires;
28% or 421 were minor cooking or other
fires; and
15% or 226 were passenger vehicles.
(Chart 22)
2.3 Vegetation, Grass, & Brush Fires
Vegetation, grass and brush fires include
Natural vegetation fire, other,
Forest, woods, or wildland fire,
Brush or brush-and-grass mixture fire,
Grass fire,
Cultivated vegetation, crop fire, other,
Cultivated grain or crop fire,
Cultivated orchard or vineyard fire,
Cultivated trees or nursery stock fire. (Chart 23)
Vegetation, grass, and bush fires have occurred, on
average, ranging from a high of almost three times a
week in 2016 to a low of 1.3 times weekly in 2020.
Over the past 8 years 82% of this category of fires have
been brush or grass fires (51% grass, 31% brush).
(Chart 24)
2.3.1 When do Vegetation, Grass, and Brush Fires Occur?
Over three times as many vegetation, grass, and bush
fires happened in each of April and May, over the past
eight years, than in any other month.
Of the total 760 fires of this kind in the past eight
years, 442 occurred from 2015 2018 and 315 from
2019 to 2022; so, an improvement in frequency is
taking place. (Chart 25)
Page | 15
This knowledge offers an opportunity for prevention efforts once Saint John Fire Service
has determined the cause for this distribution.
More vegetation fires have taken place on Tuesday,
Thursday, Monday, and Wednesday, with a slight
decline Friday and Sunday, but the fewest occur on
Saturday. (Chart 26)
Data indicates that of the 760 vegetation,
grass, and bush fires that occurred in the last
8 years, over 400 take place in April and May
and,
distribution by day, more happen Monday to
Thursday, and between 2:00 and 7:00 PM.
The questions
(Chart 27)
Fire related incidents are those that are initially thought to be
fires but
Overpressure rupture, explosion, overheat other,
Overpressure rupture from steam, other,
Overpressure rupture of steam pipe or pipeline,
Overpressure rupture of steam boiler,
Steam rupture of pressure or process vessel,
(Chart 28)
Overpressure rupture from air or gas, other,
Overpressure rupture of air or gas pipe/pipeline,
Overpressure rupture of boiler from air or gas,
Air or gas rupture of pressure or process vessel,
Chemical reaction rupture of process vessel,
Explosion (no fire), other,
Munitions or bomb explosion (no fire),
Blasting agent explosion (no fire),
Page | 16
Fireworks explosion (no fire),
Dust explosion, (no fire),
Excessive heat, scorch burns with no ignition.
2.4 A Summary of Eight Years of Fire Responses in Saint John
The total of all fire and fire related events ranged from
a high of 395 in 2016 to a (likely) COVID-19 related
low of 290 in 2020. (Chart 29)
Over the past eight years the most fire and fire
related events occurred in May and April mostly
due to vegetation, grass, and bush fires which are
concentrated in those months.
Following those highs are September, August,
October, July, and June during which many
occurrences are driven by outside trash fires.
(Chart 30)
The high days for fires and fire related events
are Thursdays, Fridays, Saturdays, and
Sundays possibly due to outside trash fires
which are most frequent on weekends.
(Chart 31)
Fires and fire related events increase in frequency
around 2:00 in the afternoon to about 10:00 in the
evenings. This coincides with the high times for
vegetation, grass, and bush fires (around 2:00 PM
and outside trash fires (peaks around 8:00 PM).
(Chart 32)
Page | 17
On average, Saint John Fire Service responds to approximately 6 fires of all
types, each week. The greatest number of these are dumpster and
vegetation fires.
2.5 Medical Incidents
Medical incidents were briefly discussed earlier in Section 2.2.1.
Medical incidents include events categorized by the New
Brunswick Fire Marshal as
Medical assist, assist EMS crew,
Emergency medical service, other,
EMS call, excluding vehicle accident with injury,
Electrocution or potential electrocution
(Chart 33)
Responses to medical events peaked in 2018 at 3,243 events but declined by about 158 in 2019.
They fell further in 2020 due to a medically advised decision to restrict firefighter response to only
the most critical medical incidents to protect firefighters, to the extent possible, from COVID-19.
Incidents declined further by 296 in 2021 but have rebounded by 1093 or an average of 3 calls a
day in 2022 due to a decision (without medical advice) to increase the types of medical
incidents to which to respond.
Saint John Fire responded to an average of between
eight and nine medical incidents a day until 2020
when medical responses dropped to two a day as
part of risk management to protect fire staff from
COVID.
That dropped further to an average of 1.3 a day in
2021 but rose to 4.3 a day in 2022 for the reasons indicated previously. (Chart 34)
The average percentage of medical incidents per year, relative to overall incidents, ranged from a
high of 57% in 2018 to a low average of 20.4% in 2021. In 2022, medical incidents rose to an
average of 43.4% of all events.
Page | 18
2.6 Response to Vehicle Incidents
Responses to vehicle incidents include vehicle incidents
with injuries; vehicle pedestrian accident; vehicle
incidents without injuries, and vehicle extrications.
The frequency of Saint John fire response to vehicle
incidents maintained an upward trend from 2015
(245 total responses) until 2018 (417 responses) with
a slight decline to 405 in 2019. That dropped to 279 in 2020 (COVID influence) but rose
again to 375 in 2021, declining to 327 in 2022. The important statistic to note is that the
need for extrication has been only 3%, at the highest, of all vehicle responses, to lows of 1%
in 2019. (
hart 35)
We are not able to determine
effort, perhaps using prybars to open a jammed door, or did it take hydraulic rescue tools to free
victims. Unfortunately, there are no records that can be readily searched to provide an answer
about this or other activities performed by firefighters.
The information illustrated in
hart 35 also contributes to the questions
Why are there so many responses to vehicle incidents when data indicates that fewer than 3%
require extrication?
What information was provided or gathered at the communications centre that would provide
information about entrapment thus reducing multiple responses?
Does the fire department have to respond to such a high number of vehicle incidents?
Why are decisions as to whether the Saint John fire department is required at incidents being
made by the fire department and dispatch centre rather than the paramedic service?
Page | 19
2.7 Other Extrication Events
Other Extrication Events include:
Extrication, rescue, other (32 occurrences in eight
years);
Extrication of victims from building or structure (11
occurrences in eight years); and
Removal of victim(s) from stalled elevator (74
(Chart 36)
occurrences in eight years).
2.8 Search Events
Search events include
searches for a person land, water, underground,
other.
Fortunately, only a few searches happen each year
although a peak of 7 took place in 2022. (Chart 37)
2.9 Rescue Incidents
Incidents categorized as rescues are shown by number of
rescues by year in Chart 38 and by type in Chart 39 .
Some types of rescues did not occur in all
years
Page | 20
2.10 Automatic Alarms and Alarm Malfunctions
Chart 40 demonstrates the volume of
automatic alarms and the reasons that they
occurred. A total of almost 5,000 false alarms
occurred over 8 years. Of course, alarms are
not false or accidental until confirmed as
such, but there is a strong pattern indicating
that alarms are almost always false.
Chart 41 indicates the number of automatic alarm
events that have occurred in each of the past eight
years; that is, an average of 1.5 to 1.9 a day totaling
almost 5,000 automatic alarms from 2015 to 2022.
Chart 42 shows which months registered the
greatest number of automatic alarms during
the eight years of data examined.
There is insufficient information in the data to
determine why automatic alarms occur in this
distribution.
Chart 43 demonstrates the distribution of
alarm activation by day. Slightly more occur
Tuesday to Friday than Saturday, Sunday, or
Monday.
Page | 21
There was insufficient information to explain why.
Chart 44 demonstrates the distribution of
automatic alarms by hour. The majority of alarms
occur when people are more active and have the
tendency to set off alarms accidentally
Experience in other projects indicates that alarm
maintenance contributes to unintentional alarms.
2.11 Other Incident Types
Chart 45 indicates the number of events
categorized by the Office of the Fire Marshal as
type, indicates the total for an eight-year period.
Page | 22
Chart 46 shows the most frequently occurring
Incident Types by year.
There is a downward trend in some of the
categories, particularly Dispatched and
Cancelled En Route, which could mean better
screening protocols at the dispatch centre,
or a policy not to cancel responding vehicles, or, more likely, the COVID influence in 2020
and 2021 where fewer responses resulted in fewer cancellations.
During the same period Unauthorized Burning incidents increased.
2.12Incident Response Performance
The information in this section details the response performance of the whole fire department
and by individual fire station. The content, and the charts, may be tedious for some readers but it
is important to follow
these charts will be an important reference and support structure for the discussionof several
operational and organizational discussions in Sections 4through 7and the recommended
strategy.
Chart47through Chart 54in Appendix Bshow performance of the first three stages of an
incident process; that is, callreceivingand dispatch, preparation time, and drivingtime(please
see Exhibit 2: Response Graphicfor further information). These are shown in the first three bars of
th
the charts and are calculated at the 90percentile which means that 90% of all incidents are
responded to in the times shown, 10% take longer. As an example, the information shown for
2015 in Chart47(and the chart thumbnail below)indicates
call receiving and firefighter alerting by the Saint John communication centre took one-
th
minute and 55 seconds at the 90percentile;
th
preparation by firefighters to leave the station took two-minutes and two seconds at the 90
percentile; and
th
drive time to incidents took six-minutes and 18 seconds at the 90percentile.
Page | 23
Therefore, in 2015, 90 percent of all
incidents were responded to within
(0:01:55 + 0:02:02 + 0:06:18 =) 10
minutes and 15 seconds. That
evaluate the incident, determine
equipment needed, hook up to a fire
hydrant or tanker truck, or other
activities. Some individual incidents
th
took longer than the 90 percentile
shown in 2015, the majority took less
time. But even a three-minute travel time, combined with approximately two minutes for call
taking and two minutes for turnout totals seven minutes
approximately three to five minutes to get water on a fire or access other equipment. Therefore,
emergency intervention can take 10 to 12 minutes even in a best-case scenario.
Chart 47 to Chart 54 show call performance for all stations as well as the National Fire Protection
Association driving time target of 4:00 minutes.
Some other information of which to be aware when reviewing the charts:
The National Fire Protection Association (NFPA) standard for Call Handling is 64 to 90
seconds, 90 percent of the time. The historical call handling time by the Saint John joint
services communication centre is 110 to 120 seconds;
The NFPA standard for Turnout is 80 seconds, 90 percent of the time. Historical turnout time
for Saint John fire is approximately 120 seconds. Turnout is sometimes affected by station
design.
The National Fire Protection Association standard for drive time target is 240 seconds or less
for the first engine company at a suppression incident (fire), and 360 seconds for the second
company, both at 90 percent of the time.
Saint John Fire Department exceeds the NFPA travel time standard by approximately 120
seconds or more based on response to both urban and less populated areas of the city. Urban
areas are served more quickly and the NFPA drive time target is often met in the Uptown area.
th
The department-wide 90 percentile drive time has not changed significantly since 2015. Driving
time will be affected by the locations of fires and other emergency incidents.
Chart 48 to Chart 54 in Appendix B offer the same information as shown in Chart 47, but by
station, so that readers can see the variance in performance between stations and compared to
overall fire department performance.
performance for Drive Time is in the range of 26 to 147 seconds less (faster) than
the aggregate of stations. This is likely because it principally serves as a first responding
Page | 24
under, the NFPA standard of first arriving apparatus in 240 seconds or less.
performance for Drive Time is in the range of almost the same to 122 seconds
longer than the aggregate of all stations. This is likely because it serves less densely populated
urban and rural areas as a first responding station and has longer distances to cover than
Uptown stations.
performance for Drive Time is in the range of almost the same to 123 seconds
longer than the aggregate of all stations. Like station 2 it also serves a less densely populated
area.
Over the 2015 to 2022 period, Drive Time performance was up to 135 seconds
better than the overall service performance, except for 2020 to 2022 when Drive Time was 13
.
determination as to why performance changed in 2020
station 8 is a factor because it closed at the end of 2020 and driving time increased in 2020
while the station was still operational.
Drive time is from 54 seconds to 92 seconds quicker than overall service
performance.
Station 7 is the outlier with respect to performance when compared to historical fire
department-wide response and NFPA drive time. Station 7 exceeds the fire department-wide
drive time performance by 152 to 280 seconds depending on the year except for 2020
where times were almost identical to the service-wide times.
that, during peak
COVID, a reduction in responses to medical incidents, vehicle collisions, and other events
which offer some flexibility in determining the criticality for response, reduced travel and
overall response times.
Data for station 8 extends to the end of 2020 at which point it was closed. Station 8
performed the same or up to 78 seconds better than department-wide levels.
2.13 Striving to Meet National Fire Protection Association Drive Time
Guidelines
Most North American fire departments strive to meet suggested standards laid out in National
Fire Protection Association 1710 (for full-time fire services) and 1720 (combined fire services and
volunteers). The two sections most frequently referenced by the fire service are the articles
dealing with driving time and number of firefighters at a fire. Both sections have a significant
impact on physical assets and human resources. NFPA 1710 indicates that the driving time for the
first arriving fire company at a fire suppression incident should be four minutes, the second
Page | 25
5
company six minutes or less, and an initial full alarm assignment in 8 minutes or less, all
measured at being achieved 90% of the time.
The NFPA standards also recognize that jurisdictions might establish other response targets.
Section 4.1.1 calls for authorities to maintain a written statement or policy that establishes
1. Existence of the fire department
2. Services the fire department is required to provide
3. Basic organizational structure
4. Expected number of fire department members
5. Functions that fire department members are expected to perform.
Such information is usually captured in a fire department establishing and regulating bylaw.
Section 4.1.2 states that
Hence, even though National Fire Protection Association criteria are often prescriptive, they also
recognize that other considerations may cause authorities to establish other geographic or
municipal performance and resource objectives.
In 2022 the Saint John Fire Department90th percentile driving time for the first arriving
vehicle to structure fires, measured on a city-wide basis was 6 minutes and 24 seconds, two
minutes and 24 seconds longer than the 1710 standard.
th
In 2021 the 90 percentile driving time was 5 minutes and 57 seconds, one minute and 57
seconds greater than the National Fire Protection Association standard although 27 seconds
less than in 2022. But in 2022
than in 2021 protracting the city-wide driving time.
5
An initial full alarm assignment is defined in Section 3.3.40 of the National Fire Protection Association
1710 edition as Those personnel, equipment, and resources ordinarily dispatched upon notification of a
structure fire.
Page | 26
Chart 5: 90th Percentile Driving Time to Structure Fires
90th Percentile Drive Time Ist Arriving Apparatus
Structure Fires
00:07:25
00:07:23
00:07:05
00:06:38
00:06:26
00:06:24
00:06:03
00:06:00
00:05:57
All years20152016201720182019202020212022
st
A more specific way of assessing apparatusresponseis to examine the arrival distribution of 1,
ndrdth
2, 3, and 4trucks,individually,for all structure fires by year,including examining the outlier
times to determine if they should be included in the percentile calculationsfor each truck arrival.
Chart 6shows the actual driving times for the first arriving truck to structure fires from 2015 to
2022. Some incidents show that the first truck driving time ranged from 11 minutes to over 22
minutes. Considering the geography of Saint John, occasional driving times of 11 minutes may
occur but others of 15 minutes or more should be manually checked to determine the
circumstances.
stndrdth
Drivingtime distribution charts for the 1, 2, 3, and 4fire truck can be found inAppendix C.
Page | 27
Driving times and other response standards are addressed in Section 7,
.
2.14 Where do Fires Occur?
2.14.1 Structure Fires
As part of this project Pomax created 49 Drive Time and structure fire location maps for each year
from 2015 to 2022 that included several fire station configurations. Exhibit 4 is one example and
shows structure fire locations in 2022 with 4-minute travel time contours around each of the
existing fire stations. Appendix D shows structure fires for the period 2015 to 2022 inclusive.
Exhibit 5 shows structure fire events for the eight years 2015 to 2022. The concentration of fires in
the Uptown area is obvious.
As Exhibit 4, Exhibit 5, and Appendix D demonstrate, the majority of structure fires occur in urban
areas and mainly Uptown. The distribution of fire stations, particularly stations 1, 5, and 6 offer
good response to the concentration of structure fires.
Page | 29
30
Page |
: Structure Fires 2021
4
Exhibit
31
Page |
2022 Structure Fires
-
: Saint John 2015
5
Exhibit
2.14.2 Structure Fire Patterns
\[6\]
We reviewed the 414 structure and chimney fires that occurred in the city from 2015 to 2021 to
see if we could discern any patterns and discovered that the majority occurred in residential or
light commercial buildings. We were not able to determine the number that were in multi-unit
buildings vs. single- or two-family homes vs. light commercial but that information could be
found by the Saint John Fire Department, either retrospectively or as part of future information
gathering, and would assist in highlighting the types of buildings and use that should receive the
benefit of fire inspections and public education.
database to identify the year that buildings, which
experienced a fire, were constructed. Two-hundred and ninety-four of the locations had year-
built information in the property base and we discovered that the two peaks of fires occurred in
buildings constructed in the decades of 1900 1910 and the 1970s. It would be speculative to
offer ideas as to why these concentrations have occurred, but it is something into which the fire
department should delve to see if possible common causes can assist prevention and education
activity.
Chart 7 (Page 33) shows structure fires based on the decade built.
Table 1: Structure Fires by Decade Built (page 33) provides the same information in a tabular
format.
\[6\]
Data for 2022 was received after the structure fires by building decade was completed. Due to the time-
consuming manual nature of the exercise and the obvious results shown in Chart 7, 2022 information was
not included.
Page | 32
Chart 7: Structure Fires by Building Decade
Saint John: Fires (2015 -2021) in Structures by Decade Built
450020.00%
18.00%
4000
16.00%
3500
14.00%
3000
12.00%
2500
10.00%
2000
8.00%
1500
6.00%
1000
4.00%
500
2.00%
00.00%
<=18991900191019201930194019501960197019801990200020102020
2015-2021: Fires in Buildings by Decade ConstructedNumber of Buildings Constructed in Decade (if known)
% of fires relative to all 2015 - 2021 structure fires% of fires in buildings with a known build decade
Ratio of Fires to Building Decade
Table 1: Structure Fires by Decade Built
Page | 33
34
Page |
s
This i
.
efforts can
,
.
Fire and Rescue is
clustered in the Uptown
The majority of Other Fires are area and northwestpossibly concurrent with population density or demographic attributes but further evaluation by Saint Johnrequired to determine cause
Pending a determination of cause patternsbe increased towards prevention and public education.
2022
-
2015
incidents occur each year such as cooking fires confined to a container (e.g. pot on
)
structure
-
on
structure
-
non
Other Fires (n
to 190
: Locations of
6
Locations of Other Fires
pproximately 180
2.14.3 Astove), outside storage, grass fires, rubbish container, passenger vehicles, etc.Exhibit
35
Page |
-
and
or
-
and brush
etation fire,
grass,
woods,
these and other fire events.
Natural vegotherForest, wildland fireBrush or brushgrass mixture fireGrass fireCultivated vegetation, crop fire, otherCultivated grain or crop fireCultivated orchard or vineyard fireCultivated
trees or nursery stock fire
Vegetation, fires include
reduce the frequency of
vegetation and similar fires. The fire department is aware of these
we offer suggestions to
2022
-
Later in this report
.
indicate a concentration of
7
reasons
Exhibit
e
ibl
poss
in red in
: Vegetation, Grass, and Bush Fires 2015
areas circled
7
Location of Vegetation, Grass, and Bush Fires
2.14.4 Exhibit The two problem areas and the
2.15How Busy is the Fire and Rescue Service?
We see, from time to time, media information indicating elevated fire department activity levels.
We activity levels in part because our recommendations might result
in additional duties for firefighters, so it is prudent to ensure resources are available.
We measured activity three ways by
1. asking senior fire staff to outline firefighter daily activity breakdown so we could
understand the duties firefighters have to fulfill on each shift, such as training, in addition
to responding to incidents;
2. calculating the minutes occupied over the past eight years from the time firefighters were
alerted to respond to an incident until the time they left the incident; and
3. estimating core service requirements in relation to discretionary (non-core) service
requirements.
2.15.1 Firefighter Activity Other Than Responding to Incidents
Firefighters work 24-hour shifts and are expected to accomplish certain responsibilities in
addition to incident response, while on duty. Activities and hours committed to non-response
assignments will vary depending on interruption by core and non-core incident volume.
The daily minutes shown in Table 2, column 3 are based on the outline referenced in bullet 1,
above, and are multiplied by 365 days resulting in the minutes spent in a year (column 4). There are
525,600 minutes in a year. The annual percentage of time for daily duties is shown in column 5.
Activities and timing in Table 2 are a representation which might vary because of incident response
or other factors.
Table 2: Regular Shift Activities for Firefighters
1 2 3 4 5
Annual
Daily Annual
Time of Day Duty Percentage
Minutes Minutes
by Activity
0600 0800 Unassigned possibly breakfast 120 43,800 8.3%
0800 0930 Apparatus and equipment check, coordination
meeting - memo review, plans for the shift, road
90 32,850 6.3%
closure, operational changes/briefs, training
schedule, housekeeping break
0930 1145 Training - in station development and maintenance
training by station officer or with Training Officer -
job performance requirements checkoffs (there 135 49,275 9.4%
are a number of job performance requirements
checkoffs assigned each month)
1145 1200 May conduct pre-incident planning surveys and
coverage area familiarization depending on training 15 5,475 1.0%
activity.
1200 1300 Lunch 60 21,900 4.2%
Page | 36
1 2 3 4 5
Annual
Daily Annual
Time of Day Duty Percentage
Minutes Minutes
by Activity
1300 1630 Training - in station maintenance training by station
210 76,650 14.6%
officer or training with Training Officer
1630 - 2300 Varies depending on situation but is not a
390 142,350 27.1%
structured time
2300 - 0600 Can retire to the dormitory 420 153,300 29.2%
Total Annual Minutes 525,600 100%
Breaking down the on-duty time into categories by percentage results in the following.
Table 3: Shift Activities by Percentage
Rest time including dormitory time 29.2%
Total training Time per Day 24.0%
Total unassigned Time per Day 36.5%
Total unassigned and Rest Time 65.6%
We need to remain aware, though, that the breakdown of the 525,600 minutes shown in Table 2,
above, represents one staffed fire truck. There are six or seven trucks on duty 24-hours a day
and possibly two tank trucks with one firefighter assigned to each depending on sick time and
other absences, meaning that if 7 trucks are staffed 24 hours a day each year, the available
minutes annually would be 3,153,600 minutes or 52,560 truck hours and 245,280 staffed hours
(365 days x 24 hours x 7 trucks x 4 firefighters per truck).
2.15.2 Firefighter Activity Responding to Incidents
We counted the minutes that all trucks and therefore firefighters were occupied over the
past eight years from the time they were alerted to respond to an incident until the time they
left the incident.
to the fire station (if necessary).
Table 4 shows the minutes that every fire truck was engaged each year, which takes into account
multiple trucks sent to fires or other incidents.
Table 4: Minutes Per Year Trucks Were Actively Engaged in Response and Incidents
2015 2016 2017 2018 2019 2020 2021 2022
Structure or chimney fires 45051 48141 62273 60264 35930 29750 36356 33677
Other fires 10508 10955 10378 9749 9171 9532 11105 8657
Vegetation, grass, bush fires 1690 6772 3908 8654 2644 2206 3160 2808
Fire related 153 549 615 457 682 380 69 808
Medical incidents 40481 36804 40059 41836 39627 11388 8034 21544
Vehicle incidents 5553 4884 5995 6953 6846 5306 5409 3648
Vehicle incidents no injury 3503 3531 4211 5966 7128 4187 7124 6217
Page | 37
2015 2016 2017 2018 2019 2020 2021 2022
Vehicle extrication 606 542 573 887 105 251 531 705
Other extrication 532 1095 183 1269 985 775 1024 1055
Search 61 0 536 489 588 1290 1122 3015
Rescue 1001 1423 722 2643 2531 1029 2221 1989
Alarm & malfunction 26459 27122 27098 12438 11396 14766 19173 15634
Other incidents 28838 23946 25097 30029 27718 19643 18881 19524
Total Incident Time 164438 165763 181648 181634 145352 100503 114208 119281
There are 3,153,600 vehicle minutes in a year based on 6 trucks being available (allowing for
absences), more if seven trucks are available. As an example, in Table 4, in 2022, trucks were
engaged in incidents 119,281 minutes out of 3,153,600 minutes in a year (1,980 hours out of
52,560 hours or 4% of available time).
Table 5 presents the same information as in Table 4 but formatted as percentages. The
highest truck engagement categories, by percentage, are indicated by red font. Structure
and chimney fires have historically resulted in the greatest occupation of vehicles and
staff, although still less than 2% of available time. Multiple trucks (usually four and
Platoon Chief) are dispatched to fires, so trucks and staff are engaged a greater amount
of time compared to other, more frequent, event types where only one or two trucks are
usually dispatched.
Medical incidents are the second highest time engagement by call type. Even though
there are many more medical events than fires, usually only one vehicle is sent to a
medical incident. Please note the reduction of medical incidents by percentage in 2020
and 2021 due to COVID influence.
The third highest use of vehicle and firefighter time is due to alarms and malfunction.
The percentage expended on alarms and malfunctions declined in 2018, which is when
Saint John revised its response protocols to alarms from four trucks and a Platoon Chief
to two trucks.
Table 5: Firefighter Activity by Percentage Based on Incident Type
2015 2016 2017 2018 2019 2020 2021 2022
Structure or chimney fires 1.43% 1.53% 1.97% 1.91% 1.14% 0.94% 1.15% 1.07%
Other fires 0.33% 0.35% 0.33% 0.31% 0.29% 0.30% 0.35% 0.27%
Vegetation, grass, bush fires 0.05% 0.21% 0.12% 0.27% 0.08% 0.07% 0.10% 0.09%
Fire related 0.00% 0.02% 0.02% 0.01% 0.02% 0.01% 0.00% 0.03%
Medical incidents 1.28% 1.17% 1.27% 1.33% 1.26% 0.36% 0.25% 0.68%
Vehicle incidents 0.18% 0.15% 0.19% 0.22% 0.22% 0.17% 0.17% 0.12%
Vehicle incidents no injury 0.11% 0.11% 0.13% 0.19% 0.23% 0.13% 0.23% 0.20%
Vehicle extrication 0.02% 0.02% 0.02% 0.03% 0.00% 0.01% 0.02% 0.02%
Other extrication 0.02% 0.03% 0.01% 0.04% 0.03% 0.02% 0.03% 0.03%
Search 0.00% 0.00% 0.02% 0.02% 0.02% 0.04% 0.04% 0.10%
Page | 38
2015 2016 2017 2018 2019 2020 2021 2022
Rescue 0.03% 0.05% 0.02% 0.08% 0.08% 0.03% 0.07% 0.06%
Alarm & malfunction 0.84% 0.86% 0.86% 0.39% 0.36% 0.47% 0.61% 0.50%
Other incidents 0.91% 0.76% 0.80% 0.95% 0.88% 0.62% 0.60% 0.62%
Total Incident Time 5.2% 5.3% 5.8% 5.8% 4.6% 3.2% 3.6% 3.8%
2.15.3 Staffing for Peak Activity
On-scene time within the Saint John fire service is low at less
Therefore, staffing is
than 5% of all time available, but that is not unusual for many fire
designed to accommodate
services. Fire services staff for peak load and what can be called
or resilience factor; that is, the possibility of
activity. In the case of
something adverse happening while multiple trucks and staff are
Saint john, that is seven
in use, for example, at a fire, and another emergency incident
fire trucks, eight prior to
occurs. Fire departments
2021.
comes in while we are tied up at an The basis is that
additional trucks and staff would be needed to respond in such a
circumstance. (Please see Section 2.15.4)
Therefore, traditional plus a
residual factor in case of other incidents. In the case of Saint john, that is seven fire trucks, eight
prior to 2021.
, plus the need for residual capacity, is part of risk analysis
(section 4). Periods of peak activity happen about 60 times a year in Saint John when structure
and other fires occur, and multiple vehicles are deployed.
Page | 39
2.15.4.1 What did we discover?
Over the eight-year period examined, there were 409 other incidents for which a call for
assistance was received while one of the six fire types shown in the bullets above was ongoing.
So, on average, a second call was received about 51 times a year when one of the fire types was
taking place. But there were some years when concurrent calls happened 70 times whereas, in
2020 and 2021, concurrent calls took place only 19 and 28 times respectively, 36 in 2022.
Of the 409 instances over eight years
218 were EMS related calls,
45 were alarm malfunctions,
28 were EMS rescues,
27 were vegetation fires,
24 were dispatched and cancelled,
10 were structure fires (these are the ones of most concern as to whether adequate
resources were available),
the balance occurred between one and 10 times over the eight-year period.
From a risk perspective,
the 218 EMS incidents were likely of little danger to the patients, and not a core part of fire
service duties. The response time issue; that is, the popular misconception that seconds
count, is largely considered settled science it matters only in cardiac/respiratory arrest
and asphyxia. \[e\] \[f\]
The 45 alarm malfunctions do not represent a risk because they were false alarms. We
understand that some W but they were, and that is the
process of risk analysis: to determine what data informs us with respect to probability
rather than possibility.
28 of the concurrent incidents were EMS rescues; probably vehicle entrapment, possibly
requiring hydraulic extrication equipment but there is not enough detail in the records to
tell the city whether there was a risk to victims or the extent of risk.
The 27 vegetation fires (grass, bush) could become serious but, initially, probably not a
threat to buildings or people. Once again though, information to determine public risk,
how many trucks and staff were needed to supress the fires, if there was a delay, or the
extent to which, or if, a delay compounded the situation is only available in narrative
a base.
24 events were dispatched and cancelled. The risk here is more about using resources
unnecessarily, gathering information at the dispatch centre, whether the department was
dispatched based on policy rather than incident-specific information, and whether the
apparatus dispatched were readily available or had to be reassigned from the fire to
which they assigned.
Page | 41
The 10 structure fires were the most concern from a risk perspective because structure
fires are usually the most resource intensive call type. On the surface, experiencing
concurrent structure fires 10 times could seem like a significant risk consideration, but
that was over an eight-year period or an average of 1.4 a year. There is also no way of
knowing, except for a mostly manual search of records, whether all apparatus were still in
use on the initial fire when the second call was received, or if there was a delay, and
whether any delay resulted in serious adverse effect.
Such an occurrence one or twice a year might be a risk the city deems to be worth taking,
particularly if there are concerted efforts to prevent fires and drive down the incidence.
The other concurrent incident types took place from one to 10 times in eight years.
Page | 42
3 Apparatus and Assets
Apparatus and asset replacement are primary considerations for fire services. Fire trucks and
other vehicles are part of the work environment for a firefighter, and they cost a lot of money to
purchase, maintain, and fuel. They also last 15 to 20 years. So, a $900,000 truck that lasts 15
years costs $60,000 a year plus maintenance and fuel. If a typical heavy truck lasts 20 years, the
cost is $45,000, although expected increases in maintenance will add to that annual amount in
the last few years of use. A 1.4-million-dollar ladder truck is about $56,000 a year. We
acknowledge that these are expensive work environments. We have seen recent quotes in
excess of $2 million for a platform truck.
Diesel fuel for the fleet ranges from $38,000 to $99,000 annually, depending on fuel prices. The
$38,000 figure was during COVID when mileage and call volume was low. Gasoline for light
vehicles ranged from $16,000 to $30,000 annually.
Lifetime maintenance costs for the heavy truck fleet is almost $2.1 million dollars at the time of
this report (Chart 9).
Chart 9: Heavy Truck Lifetime Maintenance
Description Vehicle Class Code Purchase Lifetime
Price Maintenance
Cost
2020 E-ONE TYPHOON PUMPER Heavy Pumper/Rescue Truck $671,979 $3,146
2013 PIERCE SABER PUMPER Heavy Pumper/Rescue Truck $380,390 $114,973
2006 E-ONE PUMPER Heavy Pumper/Rescue Truck $322,219 $162,777
2006 E-ONE PUMPER Heavy Pumper/Rescue Truck $437,384 $160,176
2015 E-ONE TYPHOON PUMPER Heavy Pumper/Rescue Truck $506,600 $61,617
2004 E-ONE RESCUE PUMPER Heavy Pumper/Rescue Truck $360,079 $327,269
1993 SPARTAN PUMPER Heavy Pumper/Rescue Truck $58,000 $149,329
2008 E-ONE BRONTO AERIAL Heavy Ladder Truck $1,122,617 $395,621
2006 AERIAL E-ONE HP 100 Heavy Ladder Truck $525,000 $21,278
QUINT
2003 E-ONE AERIAL LADDER Heavy Ladder Truck $551,168 $434,871
2001 FREIGHTLINER TANKER Heavy Tanker Truck $203,463 $183,408
2007 INT. E-ONE TANKER Heavy Tanker Truck $214,609 $63,733
Total Maintenance $2,078,199
low and they are well maintained. Trucking firms keep heavy trucks for hundreds of thousands
of kilometres, so why do fire trucks have to be replaced every 15 to 20 years?
Page | 43
One of the guidelines recognized by fire services is National Fire Protection Association 1901-16,
which recommends the 15-to-20-year replacement timelines and recognizes other factors that
must be taken into account. In Canada, Underwriters Laboratory of Canada (ULC) standard ULC-
S515 is similar to the NFPA standard, and its development process is almost identical to that of
the NFPA.
From Annex D of NFPA 1901-16
Possibly more, or as, important than the mechanical age of the truck are safety considerations
that have been implemented during a 15-to-20-year period. Critical enhancements in design,
(NFPA
1901-16 Annex D).
Table 6 identifies the year, mileage, pump capacity, and water or foam on board the fire trucks.
Chart 10 shows the serviceable life remaining based on the guideline in National Fire Protection
Association 1901.
The Saint John fire department fleet is older and needs to be refurbished, but consideration
should be given to the kind of asset that Saint John needs relative to the types of fires it fights,
access to some street layouts especially in the uptown area, and compact footprint of the area it
serves in older portions of Saint John where fires are concentrated.
In particular, replacing the tankers with a different truck type or not replacing them should
be evaluated because of the cost of tly used,
which is in part attributable to a high rate of absenteeism. Tanker 7 is new enough that it could
be sold at a reasonable price or donated to a low call volume volunteer department thereby
providing service to another part of the province for several years.
Page | 44
Table 6: Saint John Fire Truck Assets
Truck NumberOdometerMiles / YearApparatus Pump Water Foam Unit
KilometersDesignationCapacityOn Vol. & Measurement
BoardType
Engine 721,403Km2020E71250100050 A&BLitres
Engine 177,243Km2013E18005050 A&BImperial /US
Gallons Pump
Engine 688,184Km2006E6150088020Litres
Reserve E856,763Km2006E8150088020Litres
Engine 282,963Km2015E21250100030Litres
Rescue 4396,694Km2004R4125042525US Gallons
Reserve E910,025 Hours1993E91250750NoUS Gallons
Ladder Tower 197,588Km2008LT11850300NoLitres
Ladder 5116,373Km2006L5150048020Imperial /US
Gallons Pump
Reserve Q5168,743Km2003Q5170040020Litres
Tank 2105,335Km2001T24201500NoUS Gallons
Tank 770,412Km2007T75081500NoLitres
Chart 10: Heavy Truck Serviceable Life Remaining
Fire Trucks -Serviceable Years Remaining
-20-15-10-5051015
Engine 7
12
Engine 1
5
Engine 6
-2
Engine 2
7
Rescue 4
-4
Ladder Tower 1
0
Ladder 5
-2
Tank 2
-7
Tank 7
-1
Reserve E8
-2
Reserve E9
-15
Reserve Q5
-5
Page | 45
4 Risk Assessment
A requirement of the request for proposal is for the consultant to conduct a community risk
assessment. A summary of the risk assessment, similar to the National Fire Protection
Association 1300 Standard on Community Risk Assessment can be found in Appendix F. The full
assessment has been provided to the city in digital form because of the size and layout of many
tables.
Although the National Fire Protection Association risk assessment references the use of data to
determine risk, in almost all cases fire department risk exercises are qualitative rather than
quantitative due to the difficulty of accessing and assessing outcome data as we have discussed
several times in this report. The result is that participants in the exercise use best knowledge to
determine risk, and assign risk based on a numerical scale, but often without evidence that what
they believe, is accurate. Risk analyses are often based on two axes probability of an incident
and consequence of an occurrence and often considered from the perspective of worst case.
Therefore, risk decisions often end up being based on possibility, and overestimated, rather than
data informed probability.
7
The Center for Public Safety Excellence and the Commission on Fire Accreditation International,
Quality Improvement a three-
axis risk categorization process which includes probability, community consequence, and impact
on the agency (emergency service). We submit that a fourth category should be included, that
of public risk at the individual or small group level.
Risk is dynamic which suggests that a simple two-axis risk assessment that may not be data
informed is not an acceptable way to determine response requirements and resource allocation
for Saint John. Risk is impacted by multiple factors including those of planning and incident
prevention activity.
7
About the Center for Public Safety Excellence
The Center for Public Safety Excellence (CPSE) is a not-for-profit corporation that progressively focusses
on fire and emergency services organizations globally through processes of accreditation, credentialing,
and education. This is accomplished through the use of quality improvement models and education. The
-lasting processes and resources to benefit
communities and personnel.
The concept for fire service accreditation began in 1986 when the International Association of Fire Chiefs
and the International City/County Management Association met to develop the concepts and design for
continuous improvement within the fire service industry. In 1996 the Commission on Fire Accreditation
International was established to award accreditation to fire and emergency services agencies and to
pursue scientific research and education in the public interest. In 2006, the Center for Public Safety
Excellence was created to conduct the corporate role to enhance the Commission on Fire Accreditation
International and the commission on Professional Credentialing.
Page | 46
Further, risk is commonly highly misunderstood, subjective, and conceptual. Risk is choice and
risk is defined by choosing the extent we wish to mitigate the potential or probability of an
8
adverse incident. Risk decisions are often based on qualitative decisions (or feelings) whereas
they should be based on quantitative analysis first and then the level of risk with which an
Data which clearly quantifies probability, community consequence, agency impact, and possibly
public (individual or small group) effect will often show risk as being much lower than what is
frequently believed to be true. In the absence of data, risk is often explained qualitatively based
on anecdotes, most of which will not withstand scrutiny. Data, especially outcome information, is
crucial to defining objective probability, consequence, and impact.
Throughout this exercise Pomax has endeavored to base risk determinations on data, and the
data tells us that the greatest risk to the community is in structure fires, followed by other fires,
both of which represent opportunities for reduction.
which Saint John Fire
Department expresses to be a major concern
low, and resource concentration should be aimed at resolving fires in the community.
9
PlanSJ, , includes the statements:
Council shall:
Policy MS-56
Text colour emphasis in the quotes above are that of the consultants.
8
The Feeling of Risk: New Perspectives on Risk Perception: Slovic et al
9
PlanSJ, Section 9.9 Protective Services, Policy MS-56
Page | 47
t wish to diminish the need to prepare for large scale emergencies, statistical
evidence clearly shows that the most frequent and direct risk to the public is that of fire in the
residential setting.
We also note that the statements above from PlanSJ has a tone of emergency preparation and
response
education.
We recommend that PlanSJ should acknowledge what the data indicates and reconsider the
emphasis being placed on industrial risk which is not borne out by the data. Further, PlanSJ
should place equal prominence on prevention, partnerships, and public education.
integrated risk assessment (a
standard approach to service delivery determination in the United Kingdom) which means we
ny single guideline, specification, or approach (for example, observing NFPA
standards only), no matter how credible it is thought to be, in determining conclusions and
recommendations.
Integrated Risk Management Planning, as found in the United Kingdom, entails improving
public safety, reducing the number of emergency incidents and, thereby, saving lives. It is an
assessment of all risks to life and injury to the community, resulting in a long-term plan to make
the fire and rescue service more responsive to locally identified needs. This includes targeting
resources to prevent incidents from happening, while also making sure resources are in the right
location to best protect the community and taking into account commercial, economic, social,
environmental, and heritage concerns.
4.1 Fire Underwriters Survey
The request for proposals mentions Fire Underwriters Survey only from the perspective of
stating that a consultant study completed in 2009 offered an analysis of impacts on insurance
reduction and addition scenarios. We offer the
following comments, not because it is a requirement of the RFP, but because Fire Underwriters
Survey is often raised as a reason for adjusting fire resources and we thought it reasonable to
address the subject.
Many municipalities are interested in how
translate to lower or higher insurance premiums for homeowners and businesses. The proximity
to a station and the type of equipment, fire prevention and education activity, and dispatch
centre capabilities are all part of Fire Underwriters Survey grading.
The Fire Underwriters Survey is one of the most misunderstood entities in the fire industry.
Pomax has been trying to find objective evidence of the impact of Fire Underwriters ratings on
Page | 48
insurance costs since 2011. We have interviewed large insurance companies like State Farm
(before it was purchased by Desjardins) to ask whether they use Fire Underwriters Ratings and
were told that State Farm has its own underwri
interviewed large commercial brokers such as Prolink which stated that if they use Fire
Underwriters it is one of many factors considered in
setting insurance rates; and we have interviewed representatives of the Fire Underwriters
organization who were refreshingly honest in indicating that their business is to rate buildings or
hey
expressed it.
Opta (the company that owns Fire Underwriters) indicates that the insurance companies that
subscribe to FUS information use the product to
identify opportunities for writing new business,
achieve a financially manageable concentration of property risks,
review loss experience in various rating territories,
price policies, offer coverages, and establish deductibles for individual properties.
Fire Underwriters stated, during our interview and within their online presence, that the actual
cost of insurance, as experienced by individual policy holders, is determined by each insurance
location of the risk with respect to distance from recognized water supplies (hydrants, etc.),
and distance from the responding fire station,
claims history such as fire, wind, hail, crime, and water damage claims (as they relate to
policyholder and/or geographic area),
heir loss experience for that business
demographic,
type of construction; exposures; etc.,
types of occupancies; contents; etc.,
applicable policy deductible and/or policy sub-limits,
age of risk building and code compliance with respect to building, fire, and electrical codes,
alarm systems,
specialized content coverage such as fine arts, scheduled articles, jewelry, etc.,
loss control inspection findings,
exposures to natural hazards such as earthquake, wind, snow, and flood, and,
prevailing property insurance market conditions.
In conclusion, we are aware, as a result of direct conversation with FUS representatives in the
past few years, that a minor change in classification is likely to have little effect on individual
classifications into "town grades" or neighbourhood grades of protected, semi protected, and
Page | 49
We have not been able to determine the impact on property owners
due to ratings changes.
Our conclusion is that Fire Underwriters Survey ratings might have an influence on fire insurance
costs, but fire insurance is a small part of individual business or personal lines of insurance, and
Pomax has been unable to find evidence of a direct relationship between Fire Underwriters
Survey ratings and insurance cost.
For a second opinion, the following text is an excerpt from a 2021 KPMG study of Edmonton Fire
Service (public document).
Page | 50
INSURANCE
Changes in variables such as staffing levels, number of fire stations, and the size of a fire fleet
could lead to changes in property insurance rates for citizens due to lower ratings from the
Fire Underwriters Survey (FUS). However, this risk is low as FUS ratings are applied
infrequently and a municipality is given time to put measures in place before a potential
rating change is published. The impact of these ratings on insurance rates offered by
individual companies is also not clear.
EFRS fire services can impact the insurance industry and the insurance rates that
property owners pay. In Canada, the FUS assesses, evaluates, and grades the quality of
municipal fire defences and communicates this through a 10-point grading system.
Insurance companies use these classifications to understand property risks and price
property insurance policies accordingly. Each company interprets the FUS scores
independently, however; it is not possible to estimate the impact of a rating
downgrade.
The FUS most recently assigned the City the following Public Fire Protection
Classifications (1 is the highest or best protection score and 10 is lowest):
Class 2 for hydrant protected areas
Class 9 for non-hydrant protected areas
If the FUS calculates a Public Fire Protection Classification that is a downgrade, they
will notify the community. However, at that stage, FUS will not publish the
information to the insurance industry to use for premium calculations. FUS will
identify for the community the features that affect the classification. If the
community then wishes to maintain its current classification, it will be given a
reasonable timeframe (up to a maximum of 12 months) to implement and report on
an agreeable action plan. During that time, the previous classification will remain as
published.
Evidence suggests that a change in FUS rating is to some extent a consultative
process; it may be possible to engage with the FUS in advance of changes to assess
potential impacts as well.
No recent examples were identified of Edmonton or comparator municipalities
experiencing a downgrade in FUS classification.
Page | 51
5 Fire Prevention and Public Education
Front-line service encompasses everything that leads to a reduction in incidents, casualties,
and fatalities and has to include a major focus on the role of fire prevention and protection
work, often overlooked when the media, or fire and rescue authorities themselves, fall into the
trap of counting the front-line solely in terms of operational firefighters.
Sir Ken Knight CBE QFSM FIFireE
as fallen
-
confident that it views the role of firefighters and the prevention division as being equally
important to protecting the public. But the prevention and education division is besieged with
the duties they are supposed to fulfill, particularly that of mandated inspections and follow up
inspections to make sure that fire code rectifications that had been ordered, are completed.
5.1 Potential Prevention and Awareness Resources
The prevention and education division could receive
substantial help from the suppression division.
Firefighters are capable of checking accessory
apartments and high rise buildings for fire safety
including doors being closed, compliance dates on
fire extinguishers, standpipes and hoses, exit and
safety requirements in small multi-family or converted
student housing, door to door visits to offer to check
and replace smoke alarms which has been
demonstrated to reduce the frequency and severity of
fire incidents \[g\]\[h\]\[i\], distribute fire safety awareness
\[10\]
material, follow up orders, and create what is ks
which is a process of recording building details such as where to park a fire truck in an
emergency, floor plans, hydrant locations, hazardous materials on site, and so on. These plans
can be completed for every occupancy in the city even though that is a multi-year task.
The resources available within the firefighting ranks to assist fire prevention and public
education are considerable. Sections 2.15.1 and 2.15.2 describe the responsibilities of
\[10\]
Pre-incident planning is a process of compiling an operational risk database of buildings such as floor
plans, utilities, hazardous materials and other features https://www.eso.com/blog/building-a-fire-
preplans-program/
Page | 52
firefighters when not responding to incidents, and the time usually required for responding to
incidents. The substantial positive balance of available time could be used to complement
prevention activities.
11
As an example, there are approximately 34,000 private dwellings in Saint John according to
StatCan. If firefighter crews spent an average of 2 hours a day, every private dwelling in Saint
John could be accessed once a year to advise of fire safety and risk, increase awareness, and
offer to undertake fire safety checks.
Table 7: Potential for Suppression Staff Visits to Private Dwellings
Suppression Staff Visits to Private Dwellings in Saint John
Total private dwellings 34,000
Time for each dwelling visit in minutes 12
Number of minutes to visit all dwellings annually 408,000
Useable days in a year (365-18) 347
Average number of minutes per day required to visit all dwellings annually 1,176
Average number of minutes per day per fire station required to visit all dwellings annually 235
Average number of hours per day per fire station required to visit all dwellings annually 3.92
Average number of hours per day per fire station team required to visit all dwellings annually 1.96
The last row in Table 7 assumes there are four firefighters on duty who can split into teams of
two and visit opposite sides of a street or apartment hallways, or other dwellings in multi-
residence buildings.
Increasing the daily average time firefighters participate in visits to three hours could result in all
buildings in Saint John being visited annually.
5.2 Prevention and Education Technology
The prevention and education division could benefit from staffing and technology assistance
with respect to data gathering. Saint John fire has purchased, in the last year, a new record
management system which can track permits and inspections, but from what we understand, it
This means that although Saint John can keep records, someone has to manually enter the
record of activity essentially requiring that manual notes be kept during the inspection and
manually entered a second time into the records. This is a waste of staff time, and the cost
should be assessed in comparison to having hardware and software to do the inspection/
investigation recording on si
11
Privateঊdwellingঊrefersঊtoঊaঊseparateঊsetঊofঊlivingঊquartersঊwithঊaঊprivateঊentranceঊeitherঊfromঊ
outsideঊtheঊbuildingঊorঊfromঊaঊcommonঊhallఒঊlobbyఒঊvestibuleঊorঊstairwayঊinsideঊtheঊbuildingఔ
Page | 53
5.3 The Division has Inadequate Complement
There is a backlog of multiple inspections and re-inspections that will never be caught up under
the current circumstances and method of conducting inspection, prevention, and public
education.
Fire is mostly preventable and social in nature. Fire is not inevitable. If the frequency of fires is
driven down through aggressive inspection and awareness activity, the useful life of some
suppression equipment can be extended, and long-term costs will be lower. Some will disagree
with the last statement but the lower the incidence of fire, the lower the risk, and the lower the
risk, the more leeway and options there are for meeting that risk.
5.3.1 All Firefighters Should be Fire Prevention Officers
rescue a person trapped by
fire is occasionally successful but mostly not; prevention is a better plan. All firefighters should
be prevention officers. That is not to suggest all firefighters should be certified fire prevention or
public education officers as required by NFPA 1031 and 1035, but all firefighters could take or
be provided the appropriate courses to understand new responsibilities for protecting the
public.
12
A study by the University of Saskatchewan and Regina Fire and Protective Services titled
noted the need for
The paradigm shift requires a change of perspective by fire services and firefighters as to their
core responsibility which should be prevention, although the need for suppression and rescue
continues.
5.3.2 Suppression Staff in the Public Eye
(such as dumpsters),
and 600 automatic alarms. Those can be mitigated by the presence, visibility, and involvement
of suppression staff.
12
https://www.uregina.ca/arts/assets/docs/pdf/Cooking%20Fires%20Report%202017.pdf
Page | 54
Suppression staff can be present at locations and times that are known to have a high number
of grass fires, engage with those who may be inadvertently starting them, become involved with
the neighbourhoods that have the highest incidence, all in an effort to reduce responses.
Suppression staff can also monitor for dumpster fires or activity that may start them. Again, it is
an opportunity to talk to vulnerable groups about fire safety or, just by firefighter presence,
create safety awareness.
Finally, suppression staff can visit businesses and track workers maintaining alarm systems to
discuss avoiding unnecessary responses. This also provides an opportunity to view other aspects
of fire safety in a dwelling or business and offer fire safety ideas.
The key to reducing responses and improving safety is the robust collection and analysis of data
to provide a clear picture of the types and locations of fire occurrences where an increased
engagement of the firefighters with the public would make a difference. The fire department
should develop policies and procedures to ensure that fire crews are highly visible in the
community, at appropriate hours, and engaging with the public. For example, this increased
areas. Such tours would provide the opportunity to deliver fire safety awareness and education
and familiarize crews with potential problem locations such as derelict buildings and frequent
fire occurrences like dumpsters and the grass fire issue. This policy of firefighter engagement
with the public should be included in the shift activity schedule for the suppression division.
Fire prevention and education and suppression should operate as a complementary integrated
unit to ensure resources are available to prevent, in a process of continuous improvement, fire
and other emergency incidents.
Page | 55
6 Incident Response and Vehicle Deployment
6.1 Medical Response
A large portion of fire service activity, including in Saint John, is due to medical response. In
many fire services more than 50% of activity is medically related (in Saint John approximately
55% except for 30.4% in 2020 and 20.4% in 2021\[COVID\], returning to 43.4% in 2022). The next
large category is alarms, and another category is response to vehicle collisions. Fires of all types
and near fires are usually less than 20% of most fire department activity, including in Saint John.
When responding to medical incidents fire services become part of the pre-hospital emergency
services system. Therefore, the responding department should be considered and evaluated as
part of the pre-hospital system rather than the fire services system. Re-identification was
st
categorized as Critical Issue A within the Center for Public Safety Excellence white paper on 21
Century Fire and Emergency Services:
13
A recent paper published in the journal Pre-Hospital Emergency Care examined several million
medical responses, mostly in the United States, to determine how often potential life-saving
interventions are performed.
The background of this study is described as
In other words, part of the objective was to determine if speed made a difference to outcome.
The stated result of the study was
Results:
13
Jeffrey L. Jarvis, Vaughn Hamilton, Mike Taigman & Lawrence H. Brown (2021) Using Red Lights and Sirens for
Emergency Ambulance Response: How Often Are Potentially Life-Saving Interventions Performed?, Prehospital
Emergency Care, 25:4, 549-555, DOI: 10.1080/10903127.2020.1797963
Page | 56
The conclusion of the study was
Conclusion:
14
Another research article published in Prehospital and Disaster Medicine titled
examined a small
group of incidents (112 incidents) to determine if time saved travelling to and from medical
incidents using lights and sirens was critical. It found that the average difference in time with
versus without lights and siren was - 2.62 minutes and
A publication by the U.S. Department of Transportation, National Highway Traffic Safety
Administration, Office of Emergency Medical Services titled Lights and Siren Use by Emergency
Medical Services: Above All Do No Harm states:
It further states:
The Association between L&S Driving and Crash Risk
14
Prehospital and disaster medicine: the official journal of the National Association of EMS Physicians and
the World Association for Emergency and Disaster Medicine in association with the Acute Care
Foundation
15
Utilization of Warning Lights and Siren Based on Hospital Time-Critical Interventions, Andreia Marques-
Baptista, MD; Pamela Ohman-Strickland, PhD; Kimberly T. Baldino, BS, EMT-B; Michael Prasto, MS; Mark A.
Merlin, DO, EMT-P, FACEP.
Page | 57
17
A report in Pediatric Quality and Safety Journal describes that thousands of vehicle accidents
occur each year because of lights and siren usage which is associated with increased risk of
crashes resulting in more severe injuries and fatalities. The intent of the study experiment was to
determine the reduction in use of lights and siren by a critical transport team by virtue of having
to record and justify every use. The study notes that
At the outset of this study, light and siren use was recorded at 75.8% but in the three to five
years following the implementation of a lights and siren accountability process lights and siren
usage was maintained at or below 20% with no negative clinical impact on patients.
In a Joint Statement on Lights & Siren Vehicle Operations on Emergency Medical Services
18
Responses in the publication Prehospital Emergency Care, the sponsoring organizations state:
\[lights and siren\]
16
Jeff Clawson, MD, inventor of Medical Priority Dispatch, a tool to determine and triage the urgency of
needed responses and sending only those resources required based on the nature of illness or injury, thus
(the response of multiple emergency vehicles unnecessarily).
17
Decreasing Usage of Lights and Sirens in an Urban Environment: A Quality Improvement Project
Laura Westley, BSN, MSM, C-NPT; Janice Nokes, RN, BSN, C-NPT; Ranna A. Rozenfeld, MD, FAAP, FCCM
18
Douglas F. Kupas, Matt Zavadsky, Brooke Burton, Shawn Baird, Jeff J. Clawson, Chip Decker, Peter I.
Dworsky, Bruce Evans, David Finger, Jeffrey M. Goodloe, Brian LaCroix, Gary G. Ludwig, Michael McEvoy,
David K. Tan, Kyle L. Thornton, Kevin Smith & Bryan R. Wilson (2022) Joint Statement on Lights & Siren
Vehicle Operations on Emergency Medical Services Responses, Prehospital Emergency Care, 26:3, 459-
461, DOI: 10.1080/10903127.2022.2044417, https://doi.org/10.1080/10903127.2022.2044417
Page | 58
\[emergency medical dispatch\]
Sponsors of this Position Statement are
Academy of International Mobile Healthcare Integration
American Ambulance Association
American College of Emergency Physicians Center for Patient Safety
International Academies of Emergency Dispatch
International Association of EMS Chiefs
International Association of Fire Chiefs
National Association of EMS Physicians
National Association of Emergency Medical Technicians
National Association of State EMS Officials
National EMS Management Association
National EMS Quality Alliance
National Volunteer Fire Council
Paramedic Chiefs of Canada
As we noted above, when responding to medical incidents, fire services become part of the pre-
hospital emergency services system. So, while the studies quoted above refer to EMS lights and
siren response rather than fire response, fire becomes a proxy for EMS and part of the
prehospital emergency medical services system. The discoveries and statements within these
and many other reports are applicable to fire when acting as part of the prehospital emergency
medical services system.
Page | 59
st
One of the Actions included in the Center for Public Safety Excellence white paper on 21
Century Fire and Emergency Services Critical Issue A
Response to medical calls by fire services is a result of four things
1. The influence of American models of fire services where fire departments operate
ambulance services, often as a revenue source because of different billing and funding
models in the USA.
2. Heritage beliefs of fire and medical services, dating back to the 1970s and before, that
seconds count in medical calls, and fire can respond faster. In fact, there are few medical
instances where seconds count other than in cardiac/respiratory arrest and asphyxia, and
in those cases response by emergency services is the least effective way of service
19
delivery. \[j\] \[d\]
3. The need by many firefighters to want to help and, due to the history and culture of fire
services, they see response as a form of help even though the utility of th
measured.
4. The belief that activity, and being busy, is value. Response is a noticeable activity and
therefore considered valuable\[k\].
There is much more information relating to the reasons and history of fire services being sent to
many medical incidents, including the role that the Saint John Public Safety Communications
Centre and New Brunswick 9-1-1 inadvertently play in overuse of fire services. But the question
We are telling you this because there are much more effective ways to protect the public other
than medical response and we describe those in Section 5, Fire Prevention and Public Education.
Medical response is not a core part of fire and rescue services, but fire response to medical
incidents contributes to risk in the city Risk increases because
fire resources are occupied on medical and vehicle collision incidents which may delay
response to core fire incidents,
large trucks are driven in emergency mode unnecessarily,
firefighters who should be involved in prevention activities are occupied responding to
incidents that rarely require their assistance.
19
Except for cardiac arrest, there is little or no scientific evidence suggesting a causal relationship
between response interval and improved patient outcomes. There is little evidence linking improved
response intervals to improved survival in critical trauma, and there is no literature suggesting that rapid
response intervals improve outcome for noncritical patients.
Page | 60
fire service and city council have chosen for the city to take on the role of medical
first response yet the paucity of adequate information to make informed decisions about this
activity means that time is being taken from more effective safety initiatives.
Whereas response to medical incidents makes up 50% or more of most fire department activity,
including Saint John, ts up
only about 17% of activity. This was first identified by KPMG in a report named
Emergency Medical Services in the last week of July 2023. Ottawa Fire Services responds only to
incidents where a patient is unconscious, unresponsive, or apneic, or EMS asks for assistance
due to a delay in ambulance availability.
6.1.1
In discussions respecting fire service response to medical incidents and traffic accidents
continuing the practice. The literature shows that it is highly unlikely that a high number of
responses to medical incidents, as currently occurs in Saint John, will result in improvements in
clinical outcome. In those incident types where response time may make a difference
(unconscious, unresponsive, or apneic) Saint John fire should continue to be dispatched but as
determined with adequate medical guidance.
There is substantial literature, as identified in this report, which indicates that prevention activity
through home visits is likely to have a positive impact on reduction in fires and the severity of
fires which means resources should be applied to prevention activity. Lives are more likely to be
saved through fire prevention.
6.1.2 Comfort for the patient
Other reasoning we hear for attending medical incidents is that the arrival of firefighters is a
source of comfort for patients, family, and bystanders This is true in
some cases particularly when someone is alone, or family and bystanders are substantially
concerned. There are several considerations if Common Council determines that the fire service
should attend to provide comfort or relieve anxiety.
How does the dispatch service determine when those circumstances occur, and should it be
the 9-1-1 centre, the fire service, or Ambulance New Brunswick that decides when that is
appropriate? Currently it is the 9-1-1 center that determines deployment of fire to medical
incidents.
If time is not a factor, as shown in the several papers above, should fire respond to incidents
that are not life threatening using lights and sirens considering that studies show that use of
Page | 61
lights and siren saves only from less than a minute to three or four minutes in an area the
size of Saint John, but substantially increases crash risk and possibly crashes?
Is it necessary to dispatch four firefighters in a heavy truck to a non-life threatening incident
or would one or two firefighters in an SUV, not using lights or sirens, be sufficient?
In a study of the Tulsa fire department done by the centre for public safety management
on behalf of the International City/County Management Association, the consultants
indicated that the City of Shreveport, Louisiana had determined that the cost of
maintenance of an SUV was 15% of the cost of maintenance of a heavy truck and the
capital cost was between 7% and 10% of a fire truck.
The former Fire Chief of the City of Shreveport is now the Chief in the City of Plano,
Texas. He estimates that the implementation of SUVs for medical first response in Plano,
an initiative that has been underway for several years, will double the useful life of fire
trucks currently only five years to 10 years.
6.1.3 Medical Direction Related to Fire Medical Response
At the time of writing this report Saint John fire was not availing itself of medical direction as to
which medically related incidents it should attend. Those decisions are made by the fire
department. And while they are based on best intentions, such responses, except in the case of
cardiac and respiratory arrest, are mostly unproductive except for the social aspect of calming
patients and bystanders. While some may think that is desirable, a community with over 400
fires annually of all types should reduce public risk through robust fire prevention activity. At the
very least, Saint John should be making decisions as to which medical calls its fire department
should respond based on advice of a medical director and working with Ambulance New
Brunswick. There have been indications from the fire service that engaging Ambulance New
Brunswick is sometimes challenging but efforts should continue even if it has to rise to the level
of discussion between the city and province.
6.1.4 Is there a value to Fire Response to Medical Calls? Which Ones?
There is ample evidence in literature\[l\] that Saint John fire could go to substantially fewer
medical incidents without compromising the health of patients, but there are two factors which,
locally, contribute to emergency medical first response by fire.
The first contributor is related to the primary recommendation of this fire master plan and the
foundation for the strategy which we address in Section 13 ; that is, the lack of information
specifically easily useable outcome data surrounding the need for, and productivity of, the
activities of the fire service, in general, and specifically to medical response.
The second contributor is the ability of the fire service to self-determine the incident types to
which it wishes to respond without conducting a value assessment. Up to 50% of Saint John Fire
Department activity is related to medical response. Peer reviewed studies suggest that even if
Page | 62
Saint John continues to respond to unconscious, unresponsive,and apneic patients, medical
responses could be reduced by 60% from current, and other responses might be accomplished
without the use of lights and sirens.
The Saint John 10-Year Strategic Planwithin the AccountableObjectives and Actions indicates
an intent to including implementing an internal
auditing program and an assessment management system. There is an opportunity for the city
to use those methods in a continuous effort to increase the public value of the fire services
system.
6.2Recommendations About Fire Response to Medical Incidents
Our recommendation is that the city should retain the guidance of a medical director for
decisionsrelating to medical response.
A second recommendation is that decisions as to medical response should be informed
by detailedinformation about every call, captured at the time of the incident,including
accurate arrival times of the fire truck and paramedic services.
There are few time sensitive medical incidents. We recommend if council determines that
the fire departmentshould respondfor the purpose of comfortingpatients, bystanders,
and family, most can take placein non-emergency mode.
We recommend, in concert with the bullet above, that oneor, at most, two firefighters
can respondusing a smaller vehicle\[20\].The reference to a small vehicle does not
suggest the need for a large SUV or Ford F-250 or 350.
Depending on the extent to which council wishes to participate in medical responsewe
recommend future considerations of compact cars or small SUVs for the purpose.
Vehicles do not have to be large because the equipment needed would be limited, such
as an automated defibrillator and medical responder first aid equipment. One, or two at
maximum, firefighters could respond to occasional medical, and possibly other, events in
a response vehicle.
We have heard reasoning that firefighters should respond in a team of four because if
there is a fire call while attending events such as medical incidents, then four firefighters
would be available to respond together. Please notethe following considerations:
\[20\]
Program.
https://driving.ca/features/feature-story/how-the-tesla-model-3-is-helping-northern-ontario-paramedics-
shift-to-electric
https://www.cbc.ca/news/canada/nova-scotia/bridgewater-police-say-new-electric-cruiser-performing-
better-than-expected-1.6549637
Page | 63
6.3Fire Service Attendance atTraffic Incidents
Similar influences that have led to a high number of fire responses to medical calls have resulted
in increased responses to vehicle collisions. Several decades ago, fire services responded to
vehicle collisions usually only when entrapment was reported such as those 46occasionsover 8
yearsreported in the data in Section 2.6. In the United States, as municipalities, through their
fire departments, assumed responsibility for ambulance services in the late 1970s and 80s,fire
departments started to send a fire truck with every ambulance response, in part because fire
departments sometimes employed paramedics, and ambulance services often had less skilled
emergency medical technicians. When ambulances were dispatched to vehicle collisions that
might include injuries, a fire truck was also sent. That still happens in many cities in the United
\[21\]
Statesand some places in Canada. But in the United States, response to traffic accidents can
be a revenue driver because fire departments charge insurance companies for the service. That
also happens in some parts of Canada where Departmentsof Transportation or insurance
companies areinvoiced for fire service attendance.
Many reasons have been brought forward as to the benefits of fire service at collisions. These
include
an early response in case of possible entrapment,
possibility of a fire resulting from the collision,
the need toisolate a battery (cut the cables or disconnect a battery) to prevent
supplemental restraint systems (airbags) from deploying,
initial collision, and injuring someone who might still be in the vehicle,
clean up spilled fluids and hazards (coolant, gasoline, other fuel),
assist paramedics,
block the roadway to protect workers.
\[21\]
A major focus for chief Crowley,besides staffing up andaddressing the mental health ofher
firefighters,is improvingresource deployment.Instead of sending an engine andan ambulance to every
call,saving those resources for whenthey're needed the most so theycan get to the calls as fast as
possible. JoshHaskell, ABC News, Los Angeles. youtube.com/watch?v=NOvvSgigols
Page | 64
Most fire department administrators and firefighters support the practice of dispatching fire to
vehicle collisions particularly on highways. But studies have failed to show objective data
supporting the practice. \[m\],\[n\],\[o\].
Entrapment and the need for extrication is rare as can be seen by the few times Saint John Fire
has had to provide that service in the eight-year study period. As well, research has shown that
the public over-reports entrapment and it is unusual for extrication, if required, not to be called
for by bystanders in the immediate aftermath of a collision.
Vehicle fires have also declined by 60% in 2018 from 1980, and the rates of fires per billion miles
driven and fire deaths per 100 billion miles driven, were 81 percent and 65 percent lower,
respectively according to a National Fire Protection Association study in the USA. Firefighters
sometimes point to the risk of battery fires from electric vehicles, but manufacturers have been
installing, for several years, isolation switches in cars which activate upon collision and cut off an
Roll Over Sensors provide similar protection in the case of a
vehicle upset.
Unexpected deployment of airbags was a concern in the 1980s and 1990s but are rare now. A
deployment in milliseconds, not minutes or tens of minutes which would be the time span after
an incident in which fire trucks would arrive\[p\],\[q\].
\[22\]
A United States Occupational Safety and Health Administration Hazard Information Bulletin
from 33 years ago (1990)\[r\] stated,
An undeployed air bag is not likely to deploy after a crash. Moreover, most incidents will not
require rescue workers to work in what would be the deployment path of the air bag; so,
rescue operations could begin without delay. When someone is pinned directly behind an air
bag, special procedures should be followed.
To defeat electrically activated systems the battery cables must be cut. This begins the
deactivation period for backup power systems. For some vehicles deactivation will occur in a
matter of seconds, others take a few minutes. Until deactivation is complete, the steering
wheel should not be displaced or cut. Moreover, heat should not be applied in the steering
wheel hub area and the air bag module itself should not be cut.
Incident with an Undeployed Air Bag
An undeployed air bag is unlikely to deploy after a crash. Most incidents will not require
rescuers to work in what would be the deployment path of the air bag; therefore, rescue
operation can begin without delay.
Question 12: If the air bag did not deploy in the crash, is it likely to deploy after the crash?
\[22\]
Hazard Information Bulletins provide relevant information regarding unrecognized or misunderstood
safety and health hazards, and/or inadequacies of materials, devices, techniques, and engineering
controls.
Page | 65
Answer. No, the sensor devices used to activate the system are designed to
respond only to the type of violent forces present during a crash. It is unlikely that the
same type of forces will be created during rescue operations.
Even in the 1990s the National Highway Safety Administration and OSHA did not consider
unexpected airbag deployment to be a danger with the possible exception of someone being
pinned directly behind an air bag and a need to cut or displace the steering wheel.
6.3.1 In New Brunswick Fire Departments Make Unilateral Decisions About
Response to Vehicle Incidents
In New Brunswick fire departments make unilateral decisions as to whether to respond to
vehicle incidents of any type. New Brunswick 9-1-1 Operating Procedures Directive C-6 states,
Fire departments in New Brunswick, including Saint John, are dispatched to vehicle collisions
under several scenarios:
Report of vehicle fire.
Victims are reported trapped.
This is a valid reason for fire departments to be dispatched to vehicle collisions even
though the estimated overreporting rate is close to 30%. \[m\],\[n\],\[o\]
Fire services have signed an agreement with New Brunswick 9-1-1 requesting to be notified
of all motor vehicle collisions with injuries.
Upon signing, the fire service, including Saint
The fire service is then responsible to render first aid assistance in accordance with
National Fire Protection Association 1001
Reports of hazardous fluids or materials.
These events could include a vehicle transporting hazardous goods, a leaking fuel tank
(gas tank for example) or spilled fluids, such as a small amount of coolant, that are
common at a vehicle collision. The majority of hazardous fluids are coolant leaks.
This motto of the dispatch centre and emergency services means if there is doubt
Page | 66
isk assessment and poor use of
resources.
We question the need for fire to attend traffic incidents even if there are injuries. Can Saint John
trauma incidents unless victims are trapped, and the literature indicates bystanders over report
entrapment. \[m\] \[n\] \[o\]
We recommend that Saint John Fire, Ambulance New Brunswick, and local police services, using
medical priority dispatch tool, should work together to define
under which circumstances fire might be required, and, when those circumstances are met,
Ambulance New Brunswick should request fire response without delay.
The current New Brunswick 9-1-1 Operating procedures Directive C-6 overuses fire resources
and adds risk to the city since fire activity is concentrated on non-core activity. The prime
purpose of the Saint John fire department should be to prevent the incidence of fire of all kinds.
Saint John fire reported 46 vehicle extrications over the 8-year data period.
6.3.2 Resource Deployment to Vehicle Collisions
In many situations when fire is dispatched to a vehicle incident two fire trucks are sent. in some
cases two trucks are deployed because the situation appears serious enough to warrant more
than one truck. But, most often, one truck is sent to work at the incident while the second one is
used as a blocker to protect the accident scene. This is more prevalent in multi-lane and
highway situations. The idea behind this deployment model is that if a member of the public
become aware of the accident scene and drives into it, rather than around, it is better to
strike a 20+ tonne fire truck than a police vehicle or ambulance, or emergency workers. There
are some occasions where scene for emergency work, but a truck is called
emergency co-workers. While there, the fire
department may participate in assisting paramedics or road cleanup.
The deployment of fire to traffic incidents has become prevalent in the last 20 years, in part
because of the US influence of fire paramedic services, social and other media which leads the
public and fire department to accept this unquestioned and unvalidated practice, and because it
dered to be a useful activity.
Studies about secondary accidents question whether the prevalence of emergency vehicles at a
traffic incident increases, rather than decreases, the risk of secondary accidents. \[s\],\[t\],\[c\]
Page | 67
Other questions that the City of Saint John should consider:
What is the cost and effectiveness of resource use by sending two fire trucks with lights and
sirens to traffic incidents where their role is usually first aid (which is not time sensitive),
cleaning up fluids which could be done by a tow truck driver, or road blocking?
Almost everything to which fire responds results in the use emergency lights and sirens
which increases public risk. Is this a practice that should continue? There are few true
emergencies.
During some of our regular meetings with fire department senior leaders, when the idea of
fire suppression staff assisting with prevention activities such as home visits was presented,
one of the leaders expressed concern that there was insufficient training time for staff
(throwing ladders was the term and example used) so having suppression staff conduct
home visits may cut even further into training time.
We submit that unvalidated and unneeded responses decrease both training and
prevention activity time.
6.3.3 Should Fire trucks be used as Blockers?
There are several studies about collision scene security. The safest practice seems to be to place
large cones starting at least 100 metres some studies suggest a kilometre before the incident
scene to move traffic into an alternate lane. Then, if a driver emergency,
they can be alerted by the noise of running over several large cones. ,
though, unless the Department of Highways or local public works is immediately available to
respond and assist with the setup.
Another option is for police to employ a rolling stop and traffic control, essentially using traffic
to block itself. That method is exercised in California, Florida, and other states usually on multi-
lane roads. There are some locations where highway department or public works vehicles are
pulled off other jobs, as practical, to act as blockers. In New Brunswick, fire trucks are often used.
6.3.3.1 What happens when fire truck blockers are hit?
Think of what could have happened
In response to this question we say: We
Would a police vehicle have been hit?
Would someone have been injured or killed who would not otherwise been injured or
killed?
Would the incident not have happened because the police vehicle is smaller, and the
inattentive driver would have missed it?
Is it the role of the fire service to act as traffic control? Would it be better to place one or
two unoccupied police vehicles approximately 100 metres ahead of the traffic incident
and, if those were struck, would the loss be a $60,000 to $80,000 police vehicle rather
than a $750,000 fire truck?
Page | 68
We the question,and if the fire truck
.Studies of the subject have not been able to arrive at a conclusive answer as to
whether the presence of a fire truck,as ablocker,improves safety or increases risk. Studies have
demonstratedthat feweremergency vehicles and flashing lights at an incident reduces the risk
of all types of secondary incidents.\[c\]
One study shows that the vehicle causing a secondary incident is usually a large truck (80%).\[t\]
Theresultof a fire truck being struck ranges from possibly several hundred thousands of dollars
damage and months of out of service time,to replacement of the truck and two or more years
of lead time to order. At worst, as shown in the last of the images below (left side), one
firefighter deceased,and a police officer injured. The bottom right incident resulted in the driver
of the car being pronounced dead on scene, and one passenger andfour firefighters injured.
These are all risks that need to be considered when deciding to use fire trucks as blocking
vehicles.
At 3:14 p.m., troopers were sent to the southbound lanes
of I-71 for a report of a minor injury crash involving one
vehicle. Troopers began to investigate the crash when
units with the Town & Country Fire District arrived to
assist, the news release states.
Page | 69
6.3.3.2 Alternatives
Some US fire departments are purchasing blocker trailers that respond with a fire truck, and
which can include an impact absorbing attenuator, message boards, 64 or more cones, and
portable rumble strips to place across the road.
should purchase a mobile barrier. We are recommending
that before determining if the practice of fire response to traffic collisions should continue some
questions should be considered:
If the fire department is going to provide first aid at a traffic incident, when does the
paramedic service arrive in relation to the time of arrival of fire? Are the arrival times of fire
and paramedics
substantial aid?
Does having many emergency vehicles on site make the situation safer or higher risk
(secondary accidents)?
Is there validity in using a fire truck ($750,000 to $1,000,000 replacement) as a blocker or
should it be a department of highways, public works, or a purpose-built truck? Some fire
services in the US are using second line vehicles as blockers or purchasing purpose-built
trucks.
Is traffic control the responsibility of fire departments?
Does Saint John want the fire department to take on the traffic control role and under what
circumstances (people trapped, request of Ambulance New Brunswick)?
Whether Saint John Fire and the municipality decide to continue responding to medical
incidents and traffic collisions, the purpose of our discussion is to be convincing that operational
and administrative decisions should be made on complete data, which is not available to the city
but should be developed. Further, the city will lower its fire risk considerably by deploying
firefighters to assist with prevention rather than responding to incident types that show no
evidence of being positively affected by the presence of fire staff.
Page | 70
6.3.4 Automatic Alarms
Until 2018, Saint John Fire sent four fire trucks and a senior officer (Platoon Chief), using lights
and sirens, to automatic alarms for a total of 17 people. Automatic alarms were responded to in
the same manner as confirmed fires. In 2018 the fire service reduced response to automatic
alarms to two trucks for a total of eight people but still using lights and sirens.
Performing multiplication on these incidents means that from 2015 to 2018, inclusive, there
were about 2,575 automatic alarms to which 10,300 20+ tonne fire trucks responded and 2,575
alarms to which 4,722 heavy trucks responded. Throughout the 8 years that were examined over
15,000 vehicles responded to false alarms.
It's unknown the number of these automatic alarms that turned out to be actual fires and for
which there was no other form of alert; for example, someone calling from the location within a
very short period of time (60 120 seconds). However, the London, U.K Fire Brigade, in the latest
annual report, indicates that
indicate the number that were positive alarms absent of secondary calls.
Some fire departments, including in New Brunswick, being aware that automatic alarms are
usually false unless accompanied by calls to 911 indicating smoke or fire, have adopted a policy
of restrained response. For example, one fire truck, without using warning systems, will
investigate the alarm. We are aware of one fire department that no longer responds to some
types of automatic alarms.
In a case of carbon monoxide alarms, and all occupants are out of the building, some fire
departments send an officer in a car to the incident (no fire trucks), but not using lights and
sirens. Over 30 years ago one of the fire chiefs who now works with Pomax implemented a
policy that one fire truck would respond to automatic alarms using lights and sirens while a
second would follow in non-emergency mode, observing all traffic laws.
We recommend that Saint John should prospectively track the outcome of all automatic alarms
to determine the number that are positive, and no other form of alert was received, and use that
information to modify response if warranted. A pattern of automatic alarm outcomes will be
seen within six months and a change in response could be implemented within a year
depending on the findings.
Saint John should work with the Saint John communications centre to review its policy regarding
automatic alarms and reduce many of the responses by 20 tonne trucks operating in emergency
mode.
Page | 71
6.4 The Role of Dispatch in Effectiveness and Cost Containment
The Saint John Communications Centre is the 9-1-1 communications center for the Saint John
area and provides police dispatch and fire dispatch.
A dispatch centre can have a significant role in improving cost containment and effectiveness of
the fire department by way of screening calls to gather information about call type, information
provided by the caller or gathered by the call taker, record keeping on behalf of the on-scene
fire department and helping to equate that information to incident outcome. This assists quality
improvement, quality assurance, and system and deployment validation.
The city and Saint John Fire Department should develop a close working relationship with the
Saint John communications centre to enhance the ability to gather data and improve resource
usage. There are, for example, products on the market such as Fire Priority Dispatch software
that might help determine the real need for fire response but, more importantly, gather data
about incoming call information.
know enough about its use, sensitivity, and specificity. We are much more familiar with an
associated product called Medical Priority Dispatch which is used worldwide. Fire Priority
Dispatch should be assessed by the fire department and dispatch centre.
Pomax has been contracted to review a number of communications centres in North America
including the City and County of San Francisco; Odessa, Texas; Naperville, Illinois; Toronto; St.
John; and others. Some have been separate police, fire, or EMS centres, others serve all
three services, and some just police and fire. In every circumstance of combined police fire
communications centres we have concluded that the model does not serve fire adequately nor
supports, to the extent possible, fire interests and effectiveness. In only one circumstance the
Region of Waterloo Regional Police and Fire Services did we recommend with specific caveats,
the combination of police and fire dispatch.
Under similar circumstances on other projects we would likely recommend that the city and its
fire department should establish its own fire specific communication centre to improve the
operational effectiveness and cost containment at the fire department. However, we are aware
that the strategic direction of the province with respect to 9-1-1 centres would not support such
a recommendation. While that is unfortunate, there is a strong opportunity for the City of Saint
John to negotiate service delivery with the communication centre to assist and improve
productivity and service levels.
6.5 Tanker Use and Deployment
We recommend decommissioning the tankers. There are several reasons:
1. We counted the number of times tankers were used over the 8-year study period, but we
were unable to tell whether they were used at fires or responded to fires but not used.
Based on response only (not whether the tankers were used), the count of the number of
Page | 72
times tankers attended a reported fire ranged from a high of 15 in 2017, but usually four
to six annually.
2. Fire services in Kennebecasis, Simonds, and Grand Bay-Westfield have tankers and can
reach a large part of rural Saint John in 10 minutes (Exhibit 8).
3. Engine 2 and engine 7 carry 1,000 gallons of water which is a sufficient quantity to attack
a fire while partner fire services respond. Other Saint John apparatus carry from 400 to 800
gallons of water which provides a backup. In fact, this is not an uncommon practice when
both tankers are out of service due to illness absence.
4. It seems but it would take a lot of manual work to quantify that the tankers are more
often used as blocking vehicles when a first vehicle attends a vehicle collision. If our
recommendations are followed, the frequency of that practice will be reduced significantly.
5. Article 23.01 of the Collective Agreement states
As long as sufficient funds are provided by the Employer, all existing companies shall be
maintained at full strength as herein set forth:
Quint Company 1 Officer, 3 Firefighters
Ladder Company 1 Officer, 3 Firefighters
Engine Company 1 Officer, 3 Firefighters
Tanker Unit 1 Firefighter
Rescue Squad 1 Officer, 3 Firefighters
The shaded row in the table associated with Article 23.01 shows that there is a firefighter
assigned to be a tanker driver. There are two tankers, so two drivers 24-hours a day which
equals 17,520 hours a year.
Interviews, of firefighter absence history, leads us to conclude that
the tankers are usually staffed 50% of the time or less.
The absences are compounded by a practice in the department whereby, when the
tankers are unstaffed and there is a fire in a non-hydrant area, the tanker will be left at
the station and all firefighters will respond in an engine.
firefighters to respond in a tanker and the remaining crew to respond in an engine,
arriving almost simultaneously, but the firefighters association resists splitting crews.
We recommend, in concert with other recommendations and comments applicable to
apparatus, that the City of Saint John decommission the tankers and redeploy the 17,520
hours of staff time assigned to driving the tankers.
Page | 73
74
Page |
: Tanker Backup from Fire Services Surrounding Saint John
8
Exhibit
th
7 Response Time and Addressing 90 Percentile Guidelines
th
7.1 90 Percentile Guidelines
In the small percentage of cases where time might make a difference such as fires, water
th
rescues, and cardiac arrest, we suggest that using a 90 percentile measurement as advocated
in National Fire Protection Association documents can result in misleading conclusions.
th
We reported on response statistics and 90 percentiles in Sections 2.12 and 2.13 but we
propose that for incident types where time sensitivity may be considered important that it is
best to track performance based on individual occurrences, as can be found in Appendix C, and
plot them against several benchmarks. Plotting of this nature can be accomplished for any
incident component including call taking and dispatching, turnout, travel time, and others. In
this way the fire department, rather than indicating that it is or is not meeting a certain
percentile on a municipality-wide, or designated area such as Uptown, can, in addition to
calculating percentile, investigate extremes in response and determine whether not meeting a
th
90 percentile actually contributes to risk in the city.
th
Although calculating a 90 percentile can be considered a guideline or starting point for more
comprehensive analysis, it is, when used by itself, a blunt instrument.
7.2 Is a Four-Minute Driving Time Necessary?
Attaining four-minute driving times as prescribed by the National Fire Protection Association
-minute driving
We have already established, in Section 6, that time is rarely a factor in most medical incidents.
In a structure fire event, or even occurrences such as a pot on fire, four minutes is a long time
and most would agree that the sooner the fire department arrives, the better the outcome for
both property and saving lives. However, shortening response times might not result in the
advantages expected.
A study conducted by the University of Fraser Valley called
indicates that smoke alarms may counter the influence of response times.
The study examined
Page | 75
(Text colouring
by the consultants)
A Swedish study called
found
\[in Sweden\]
Page | 76
The average of 9.4 minutes in the infographic below related to the Swedish study is calculated
The conclusion is that while drive time can be recognized as important, trying to achieve the
National Fire Protection Association 1710 standard by reducing driving time which really
means adding stations, firefighters, or both may incur cost in Saint John without
accomplishing the desired effect of lower property loss or lives saved. As the infographic notes
Many studies show that working smoke alarms, fire prevention, and public education have the
greatest effect on reducing mortality, morbidity, and property loss.\[g\] \[u\] A Canadian example is
the City of Regina which reduced its fire incidence through public education. In 2003, 42 fires
were caused by children playing with matches or lighters. Only two were reported in 2019. In
2001, firefighters attended 704 garbage fires at least some of which led to far more
substantial damage. By 2019, that number had dropped significantly to 124. (Regina Leader Post,
Retiring Angela Prawzick reflects on fire education role, Oct 17, 2020).
If the city decides it wants to reduce driving time to bring the service more in line with the NFPA
\[23\]th
standard and adds a fire station and staff, the effect on department-wide response at the 90
\[23\]
Estimated capital cost of land and a new fire station is $6.5 million. Annual operational costs are
estimated at $2.7 million.
Page | 77
percentile would be marginal because it is likely that the extended times at stations 2 and 7 are
impacting the service-wide driving time. Therefore, a fire station would have to be placed in the
current station 7 and station 2 catchment areas. But, because most incidents occur in populated
and to a slightly lesser e would have little impact on overall fire
th
department 90 percentile times, although it might improve the second arriving vehicle time for
th
two to six fires annually. The other thing of which to be aware is that the 90 percentile standard
is applicable to fire incidents not all incidents. NFPA indicates a four minute driving time at the
th
the 90 percentile is also applicable to medical responses based on a United States centric
model of fire departments operating emergency medical services, and the erroneous belief that
seconds count in medical calls. That subject has been addressed in Section 6.1.
Page | 78
8 Attendance and 24-hour Shift Pattern
The trial period for the 24-hour shift pattern has been agreed, by way of a memorandum of
understanding, to remain in effect for the duration of the collective agreement which ends on
st
December 31, 2023.
We view the 24-hour shift as being advantageous to firefighters but less so to the employer.
Firefighters work a 24-hour shift, during which they can sleep after 10:30 PM recognizing that
they may be disturbed and then get three days off before returning on the fourth for another
24-hour shift. Over the course of a year, firefighters work seven or eight days a month. Prior to
the 24-hour shift pattern firefighters worked two, 10-hour day shifts, then two, 14-hour night
shifts before receiving four days off. The number of hours worked per year is the same at 2,184
hours
The 24-hour shift pattern allows firefighters to have more consecutive time off to pursue
hobbies, time with family, or other employment. Staff can also live further away since
commuting is less frequent compared to a four-day week shift pattern.
We have difficulty finding any benefit for the employer though. Staff spend as many hours on
duty whether on a four-day work week or 24-hour shift but training becomes more difficult, for
example, because training staff remain on a four or five day a week pattern. Issue resolution is
also more challenging because, if an incident occurs, it may be four to eight days before the
person who senior staff want to contact is back at work. But what is most intriguing is that
illness absence has increased rather than declined, as one would expect, even though
firefighters on a 24-hour shift have fewer days at work.
For the following calculations we will assume that the figurative workers have illnesses
amounting to nine workdays a year.
If a worker works five days a week, they are scheduled to be at work 247 of 365 days. we
gular 260 workdays a year by 13 for statutory holidays. In the other
examples we assume that shiftwork staff will be paid in lieu of time off or receive
compensation.
If a worker works a four-day work cycle consisting of four shifts on and four off, the worker
will work on 192 days of the year, and
if a worker works a 24-hour shift as discussed above, that person will work 92 days a year.
If a person working 247 days a year is sick and away from work for 9, that is a 1 in 27.4
chance that a workday will be taken off due to illness. If a person working 192 days a year is
sick and away from work for 9, that is a 1 in 21.3 chance that a workday will be taken off due
to illness. If a person working 91 days a year is sick and away from work for 9, then there is a
1 in 10 chance that a workday will be taken off due to illness.
Page | 79
A review of time off since 2015 was completed for this project and we found that the chances of
firefighters being ill on a workday has increased with the 24-hour shift pattern even though
there are 100 fewer workdays a year, per person, in the 24-hour shift pattern than there were in
the previous 10- and 14-hour shift pattern. We acknowledge that there are many reasons for
being away from work due to illness and, due to the nature of emergency work, workers may
not be able to cope as well as office staff on days they experience illness. But not only has the
chance of illness occurring on a workday increased since the 24-hour shift pattern was
implemented in 2018, the overall hours of illness have also increased.
The 24-hour shift pattern is a trial which ends at the end of December
benefit to the employer for it to continue.
Page | 80
9 Renewing Fleet Assets
Fire trucks are large, carry a wide range of equipment, and are very expensive. Why do they have
to be that way? For the purpose of this report we will assume that Saint John Fire Department
has three response areas that we will term as: Uptown (has hydrant water supply); urban (not
part of the Uptown area but has hydrant water); and rural, (no hydrants) where firefighting water
has to be trucked in or drafted.
Even though trucks from one part of the city will be used in all parts of the city from time to
time, is it possible to purchase trucks that are used mostly in stations 1, 4, 5, and 6 areas, in a
design to serve those areas? To accomplish this, Saint John Fire would have to ascertain which
pieces of equipment are used always, vs. occasionally vs. rarely, and whether some of that
equipment can be removed from all trucks and placed in a rescue or other truck as part of
secondary response.
Other consideration examples when deciding on truck design are:
How many metres of hose have been used, at maximum, in the Uptown area?
How many metres are carried on each truck?
Does
How many metres of drafting hose are carried on each uptown truck?
How many times has drafting hose been used?
Is it necessary to carry drafting hose?
The London, England Fire Brigade, in their 2022 Fire Facts, Incident Response Times
publication states that most incidents are quickly resolved by one or two fire engines and a
third engine is dispatched in only about 10% of occasions.
Response times for the third fire engine.
Most incidents are quickly resolved by only one or two fire engines. A third fire engine is sent to
incidents on about one in ten occasions. Other than the overarching intention that all our fire engines
arrive as quickly as possible, there is no standard for the third fire engine to arrive.
\[ƚƓķƚƓ CźƩĻ .ƩźŭğķĻ \[ƚƓķƚƓ CźƩĻ .ƩźŭğķĻͲ CźƩĻ CğĭƷƭͲ LƓĭźķĻƓƷ wĻƭƦƚƓƭĻ źƒĻƭͳ wĻƭƦƚƓƭĻ ƷźƒĻͲ ƦğŭĻ ЊЌ
Saint John Fire dispatches four apparatus and a Platoon Chief to all reported structure fires.
What is the outcome of structure fires and is it necessary to send four trucks as a matter of
practice? Can deployment models affect truck design and cost?
How much and what equipment, including ladders, was removed from each apparatus for
each incident?
How much onboard (tank) water was used?
How much water (including foam agent) was used overall and pumped by each apparatus?
What was the flow rate per minute and for what duration?
Can smaller, quick response vehicles be used in some areas of town?
Page | 81
The City of Ottawa has purchased eight smaller fire trucks.
Ottawa's newest fire trucks are 61 centimetres shorter, which helps drivers make tighter turns and
potentially get closer to fires on narrower streets and parking lots. (Giacomo Panico/CBC)
Stickershock led to change
Fighting fires in Ottawa for the past 23 years,Griffin was tasked with helping the city
purchase14 new pumper trucks to replace ones nearing retirement, which had originally cost
the city about $650,000 per pumper in the mid-2000s.He said the process hit a snag when it
became evident the price tag to replace the existing pumpers with similarly scaled trucks
would easily exceed $1 million each."Ultimately the catalyst was cost," said Griffin. "Our
management asked us to come up with ways we could reduce cost, and one of them was to
reduce the overall size of the truck."
Each new, smaller pumpercost the city roughly $700,000, yet they have the same
water tank and crew capacity, four firefighters, as the model they replace, which
wasalso a key factor given Ottawa's range of neighbourhoods, Griffin said.
"By having the smaller-size trucks, we got a truck that works really well in the urban
setting and the suburban setting," he said.
/ğƓğķźğƓ .ƩƚğķĭğƭƷźƓŭ /ƚƩƦƚƩğƷźƚƓ
Saint
need should be completed before spending $1,000,000 or more on a traditional fire truck.
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Battalion Chief Robert Avsec (ret.) served with the Chesterfield (Virginia) Fire & EMS Department for 26 years. He
was an instructor for fire, EMS and hazardous materials courses at the local, state and federal levels, which
included more than 10 years with the National Fire Academy.
smaller trucks should be purchased
rather than traditional fire trucks even
though that is a direction we might
take, but we are recommending that
any purchase request should be
accompanied by a data rich business
case explaining the value gained by
spending up to a half-million dollars
more for a traditional fire truck, and
why operational reconsideration; that
is, a paradigm change in how reducing fire risk and firefighting frequency, is not able to reduce
\[24\]
risk, thereby cost.
9.1 Tankers
We recommend decommissioning the tankers. They are low value operational assets because of
the staff deployment design. They could be sold to a volunteer service that has low call volume
and the recovered funds used to purchase, or contribute to, the cost of a rapid response vehicle
if a decision to purchase is made. (More information in Section 6 Incident Response and Vehicle
Deployment).
9.2 Reserve Vehicles Are They Needed?
Engines 8 and 9, and Quint 5 are reserve vehicles that can be put into service when one of the
front-line vehicles require maintenance. Sometimes maintenance can be accomplished in a day,
\[24\]
Short wheelbase pump and rapid response unit turnout Foleshill UK. introduced in 2013 to respond to smaller incidents which
-size fire engine. https://www.youtube.com/watch?v=nYnqc6si7Tk (safe link)
Page | 83
sometimes several days when it is a lengthy job or parts are required. We ask if it is necessary to
have spare vehicles.
We acknowledge that it is traditional to have spare vehicles for maintenance backup but when
are they used? Are there alternatives to spares?
Multiple trucks are needed in case of fires only.
Saint John Fire responds to about 50 structure fires a year.
Other fires that may require multiple trucks are grass and bush fires about 80 a year
concentrated in April and May.
For discussion purposes, there are approximately 150 times a year that multiple truck
response may be required.
In the eight-year study period we found 10 instances where two structure fires took place
while another structure fire was in progress or, more accurately, had not been cleared
because, in some cases, some apparatus had been released from the original scene.
As part of the data analysis Pomax evaluated the arrival time of each fire apparatus to every
structure fire incident and the time spent on scene. We conclude that, like the London Fire
Brigade, most fires were handled with three or fewer trucks.
Saint John currently has seven front line vehicles and two tankers, plus three spares.
For larger fires which require more staff, fire trucks are used to transport staff and
equipment more than they may be needed for pumping capacity.
Other ways of transporting firefighters and equipment include a van of sufficient size to seat
firefighters in turnout gear and a centrally located equipment truck.
In rare cases, help may be requested from partner fire services.
Assets purchase should be
The need for the number of trucks, the reasons for having the current fleet of heavy trucks, and
alternatives to heavy trucks should be considered in consultation with the Director of Transit
and Fleet.
Reducing the number of heavy trucks would reduce the cost of maintenance and fuel and it may
diminish, over 20 or more years, the need for firehalls that can house several heavy trucks.
In a scenario where Saint John does not keep spare vehicles in reserve and one or two vehicles
are out of service for maintenance or repair, occasions may occur when there are staff without
trucks. While we expect this to be rare, it is an opportunity to assign those staff to other
response vehicles, all day training, or fulfill other duties, work with social services to reduce fire
risk, or assist other city departments or partner agencies. There will not be a lack of work,
particularly fire prevention activity and public education. But using firefighters in this manner
requires planning and readiness to use resources as they become available.
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Saint John should move as quickly as possible to put in place a data informed plan to renew its
fire department fleet. That does not mean that all purchases need to be heavy trucks. The intent
of this section is to encourage the city and fire department to determine real needs vs.
traditional truck purchasing activity. For example, if the number of fires and responses can be
reduced, and if rapid response vehicles are a successful initiative, replacement may be every five
to seven years although at $250,000 rather than one million dollars.
9.2.1 Fleet Recommendations
With the objective to reduce the fleet of heavy trucks as much as possible, we recommend
working with the Director of Transit and Fleet Services to
purchase three rapid response vehicles (see Section 6),
decommission the current reserve trucks,
put in place a monitoring and data gathering system to optimize rapid maintenance for the
fire department fleet,
put in place a system to track and determine the need for, use of, and alternatives to some
of the front-line heavy trucks,
decommission the tankers, use other trucks in the fleet for additional water in non-hydrant
areas, and work with partner fire departments to augment water supply on a mutual or
automatic aid basis.
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10 Technology
Even though the Saint John fire fleet is old, and replacement needs to start as quickly as
possible, if it came to making a choice between a truck or technology, we would delay the
purchase of a truck to acquire the technology software, hardware, extensive training to
achieve the data required to elevate the operational and administrative aspects of the fire
service. Use knowledge to drive down fire frequency and improve firefighter safety when
response is necessary.
Technology should be invested in to define risk, improve safety and effectiveness, and support
the core purpose of public protection. The cost of technology should be measured against
complement offsets and effectiveness that will achieve efficiency and lower costs. As in any
business, financial break-even, and cost reduction points should be included in any supporting
business case.
resource arrival and it served the public well for many years. But a shift in focus to the
application of technology for information gathering and analytics is necessary in order to
determine the most valuable use of existing resources, assets required in the future, mitigation
activities, and education concentration.
Technology will enable officers and firefighters to gather information about incidents including
the cause, injuries, loss, resources required, on scene activity, and other aspects of emergency
response in almost real time rather than making notes on paper (virtual or physically) that may
or may not be later included in a records management system.
Technology will also allow gathering of risk-related information such as floor plans, hydrants,
sprinkler systems, hazardous material, and other characteristics of commercial or industrial
establishments, multi-residential dwellings, schools, hospitals, assisted living locations, and other
occupancies which can be reviewed enroute to an emergency.
And it will enable staff and firefighters conducting prevention endeavors to record information
found at the time of activity without waiting until a return to the fire station. It will also assist
firefighters conducting neighbourhood safety and fire awareness programs to record risk
activities or unique neighbourhood characteristics as they are encountered.
Analytics is the use of data gathered to discover meaningful patterns and applying those
relationships to increase effectiveness or efficiency, whether it is response related, education,
prevention, or other circumstances. Analytics is not limited to emergency incidents but can assist
with determining education programs, patterns to assist prevention program scheduling, and to
associate causal relations with outcomes. It will assist Saint John to anticipate
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when emergencies may occur based on historical patterns and will help determine the most
effective and efficient method of response and use of responding resources.
Data gathered will result in information dissemination to inform the initiatives that will be of
primary importance from time to time.
10.1 Analytics and Risk
Risk determination is the process of gathering reliable data, looking for meaningful patterns,
analyzing information and using it effectively to determine the right response and resource
allocation depending on incident type.
Careful collection and interpretation of data improves decisions about tactical, operational,
educational, prevention, and strategic priorities. Trend analysis will enable the fire service and
city to predict future needs, deploy resources, and improve services. For example, answering
questions as to when, if, and the number of fire responders that should be sent to medical
emergencies, the nature of the vehicle that should be used, or the number of firefighters and
equipment that should undertake initial response to different emergency types. It may mean
hat a
standards based, or prescriptive response, is indeed the right one.
Analytics will enable the fire service to identify all event types and their potential for occurrence
based on historical patterns, the equipment used most frequently, when incidents are most
likely to occur (season, day, and time) the resources required to effectively and efficiently resolve
the incident type, determine initiatives that might moderate risks, and increase protection to the
public by virtue of reducing incidents.
10.2 Recommended Technology
10.2.1
A relational incident activity outcome data base so that the fire service and the city can
measure the benefit of response activity. Although we have not found a market ready product of
this nature, companies like First Due (which has recently joined forces with Central Square) have
configurable data bases and are interested in working with fire services that want to improve
their information gathering and output.
Inspection and incident planning software including the supporting hardware so that
prevention and public education records can be captured, on site, and uploaded in real time
thus avoiding note taking and transferring information to a static (dumb) record management
system. Such software and hardware should increase efficiency and effectively increase staff time
and value. Licenses and hardware sufficient to serve all prevention and education staff and
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firefighter teams assigned to day-to-day prevention activity should be purchased. Companies
like APX, ESO and others supply such products.
Geographic Positioning System Automatic Vehicle Locating vehicle movement reporting:
This technology automatically reports vehicle movement such as departing station, arriving
incident, departing incident, back at station thereby avoiding missed activity time stamps or
erroneous vehicle movement times; for example, reporting in service while waiting for the full
firefighting team to board the apparatus. Several hundred, or more, time stamps are missed
each year in Saint John. A GPS AVL reporting system will improve data collection.
Improved Dispatch Fire Service Integration
Some on-scene activities could be tracked by the fire dispatch service including critical time
records and other activities. These activities could be reported to dispatch from the incident
commander or firefighters using helmet-incorporated hands-free communication. The
information recorded by a dispatcher should be directly entered into s record system
so that it will be part of the overall incident without handling the material more than once.
10.2.2 Future consideration technology
Technology that eventually may help to reduce the number of firefighters needed on site or
safely allow more than one assignment on scene; for example:
Scene Apparatus Manager (SAM) is a digital fire pump control system not unlike portable
controls used on concrete truck pump systems, although more critical. It manages fire truck
pumps, tanks, intakes, and discharges and appears to get agent on a fire 20 to 30 seconds faster
than manually operated pump systems. Even though a firefighter is still required to monitor the
scene apparatus manager, SAM is marketed as allowing the pump operator, using wireless
remote controls, to also be able to help with fire s
that is true but simplified digital pump operation will likely be standard on future fire trucks. In
10 to 15 years voice activated or artificial intelligence pump operation may be possible thereby
eliminating the need for a pump monitor/operator.
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11 Governance and Organization
Saint John Fire and Rescue can benefit from an organizational realignment to reflect the
recommended shift to fire prevention, fact-based risk assessment, and clearer responsibility and
performance paths within the fire service, while receiving corporate support during several years
of change.
11.1 Organizational Analysis is More Art than Science
Determining an organizational structure that is objectively best for an entity is generally not
possible because knowledgeable leaders and even experts may disagree about the virtues of
different structures. Within the range of reasonable alternatives, some observers might prefer
one alternative while others might prefer another.
In addition, the structure that will work best for an organization depends on its people,
management systems, culture, and priorities. For example, an organizational structure that is
theoretically sound will not serve an organization well unless the existing staff has the
capabilities to implement the structure. Alternatively, if the structure is sound, an organization
might work to develop the staff capabilities needed to support the structure and implement the
structure over time. Available management systems also affect what organizational structures
are practical. In general, more effective information and communications systems are needed to
implement a decentralized structure than to implement a more centralized structure. Moreover,
the culture of an organization influences organizational features that should be emphasized.
While an organization with a strong culture of accountability may not need a structure that
facilitates accountability, other organizations may need organizational structures to enhance
accountability and performance. Organizational prioritieswhich may change over timealso
influence the types of structures that will work best for an organization.
The management style and capabilities of key leaders also influence the type of structure that
should be implemented. No matter how capable, all managers have strengths and weaknesses.
An effective structure leverages managerial strengths and compensates for shortcomings.
The art of organizational design centers on making tradeoffs. An organizational structure
designed to help an entity achieve one set of objectives and priorities may be ill suited to
support efforts to achieve different objectives. Hence, effectively evaluating organizational
alternatives requires making these tradeoffs explicit. To the extent possible, tradeoffs implicit in
11.2 Management Structure
The current fire service management structure is shown in Exhibit 9.
In addition to the Fire Chief, the management structure includes
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two deputy chiefs (one position is vacant),
four platoon chiefs,
two division chiefs,
manager, analytics.
We have found that
10 positions are part of the management structure,
seven positions are indicated as having an Emergency Measures Organization responsibility,
the management structure is robust in that the four Platoon Chiefs are exempt staff which
allows greater management oversight than if they were part of the firefighters association
which is the case in several other provinces.
Exhibit 9: Saint John Fire Department Current Organization
11.3 Emergency Measures and Community Emergency Management
Coordinator
We seen evidence of significant risk that would warrant the emphasis apparently placed
on emergency measures organization activity as reflected in the number of staff members with
EMO responsibility as reflected in Exhibit 9, above. In many municpalities the fire chief or a
deputy is the community emergency management coordinator, or lead, (CEMC) in addition to
regular duties. In a few cases, the CEMC or Assistant CEMC role resides with an administrative
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position. Each municipality is different and must adopt an organization, including emergency
measures responsibility, based on local risks. We have clearly shown that in Saint John the
primary risk is fires in dwellings and small businesses, but mostly in residences. While emergency
measures and management are important for other eventualities including weather related,
industrial, and other events and while we acknowledge the recognition afforded to the Saint
John Emergency Management Organization in the past we suggest that the city should
consider if EMO responsibilities, and perhaps a complement, would be better positioned in
another department thus allowing the Chief and Deputy to concentrate on the changes
recommended in this report, to the extent adopted.
11.4 Design for Success
A new strategic direction and operational paradigm, as is recommended in this document, is
likely to fail In private
business, successful changes are supported by a project team and steering committee, and we
recommend the same in Saint John.
The city should create a project group, such as a Fire Services Governance Committee
(Committee) that should take the form of a project team with the sponsor being the Chief
Administrative Officer.
A governance structure of this nature with the Chief Administrative Officer as the sponsor,
signals the importance of refocusing the fire department to fire prevention, and supports the
fire chief through an extended, busy transitional period.
The Committee would be responsible for oversight of Fire and Rescue Services strategy and
ensuring accountability for implementing recommendations adopted by the city. The
Committee would receive presentations from the Fire Chief, offer strategy guidance to the Chief,
assist with reviewing plans supporting the strategy, purchases, resource deployment, and assist
with information brought to Common Council. The Chiefs day to day responsibility for
administration and operations of the fire department and reporting relationship to the Chief
Administrative officer would continue.
Chaired by a neutral senior city staff member, committee members should include several senior
leaders including from finance, corporate communications, human resources, and fleet services.
This Committee and project team approach will support the fire department in creating
appropriate emergency response.
The committee should include a Project Management Professional to assist with creating work
plans, establishing goals and objectives, and tracking tasks as the strategy and associated plans
progress over several years.
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We envision that the Committee will continue to fulfill its mandate for a minimum of three years
and, at the end of that period, review the fire service progress and recommend to the Chief
Administrative Officer next steps that support the path described in this document, which
includes the possible continuation of the committee.
Further, we see this committee as being a focal point for determining the talent and job
functions required within the fire service to ensure success of the recommended direction, and
adjusting the aptitude, positions, and capabilities from time to time to assist success.
We recommend that
Saint John implement the organizational structure depicted in Exhibit 10;
the role as determined by the city;
prevention, public education, training, and suppression should all fall within the
responsibility of the Platoon Chiefs who would ensure duties, as described within this report,
and where adopted by Common Council, are accomplished on each shift, and assist the
transition to a prevention-centric organization; and
the Division Chiefs positions should become Policy and Program Advisors to the Deputy
Chief with respect to prevention, public education, training, and emergency measures.
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Exhibit 10: Recommended Organizational Structure
11.5 Local Governance Reform
New Brunswick has recently proceeded with local governance reform which reduced local
entities from 340 to 90 (78 municipalities and 12 rural districts). Although Sai
boundaries were not affected by the legislation, it is an opportunity to abide by the spirit of the
local governance restructuring by broadening partnerships and enhancing the current
communication with surrounding fire services to partner on training, mutual aid response, and
possibly equipment sharing.
Memoranda of Agreement should be established with partner agencies with respect to each of
mutual or automatic aid, training, equipment sharing, and other areas of mutual benefit.
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Part 2: The Strategy
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12 Introduction to the Strategy Section
12.1 Vision, Mission, Values
The purpose of this project is to design, develop, and deliver an implementation plan, in a 15-year
strategy, to achieve the best possible fire service while in accordance and aligned with the
financial policies as adopted by the City of Saint John.
The strategy presented in this report is that of establishing a culture of objective, data-based
decision making, grounded in good business practices\[v\], within the Saint John Fire Department.
\[25\]
and culture are to deliver
rapid and robust emergency
Good Business Practices
resp
There is healthy discussion within emergency services
leaders and staff do that well. The
when the suggestion is made that public safety should
strategy proposed in this report is
be operated based on business practices. There is a
designed to augment the already
good emergency response by
a consideration because public safety saves lives.
suggesting and recommending
Another group contends that efficiency and
ways for the fire department to
effectiveness and the careful use of public funds, within
work with community and other
the parameters set by local government, should always
partners to enhance prevention
be part of decisions. We support the latter.
efforts and reduce danger to the
public.
This report is based on the principle that a municipality has an obligation to provide responsible
and accountable governance with respect to matters within its jurisdiction. Protecting the public
through implementing and maintaining cost-effective emergency avoidance and response
systems is imperative to the duty of responsible and good government.
\[25\]
The Vision of the SJFD is to anticipate the challenges of the new millennium and through progressive
planning and leadership, provide an effective and innovative response to the evolving Fire and Rescue
needs of the citizens and industries of Saint John.
The Mission of the SJFD is to minimize the loss of life and injury as well as damage to the environment,
through effective and efficient traditional and non-traditional fire rescue services.
Value Statement We the members of the SJFD shall base our conduct on the highest ethical standards
both in our private lives and in our responses to the needs of our citizens. We shall service with
professionalism, courtesy and respect, recognizing the diverse nature of our community. We shall hold
devotion to duty above personal risk.
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Pomax believes in fire prevention and public
The National Fire Protection Association
education as a primary method of avoiding
(NFPA) publishes more than 300 consensus
incidents, and that fire departments should
codes and standards intended to minimize
demonstrate strong efforts in those areas. This
the possibility and effects of fire and other
approach is widely supported by fire
risks. NFPA codes and standards,
departments across Canada and the United
administered by more than 250 Technical
States and in most developed countries.
Committees comprising approximately
Prevention and Education is endorsed by
8,000 volunteers, are adopted and used
National Fire Protection Association Standard
throughout the world.
1730 and by the Center for Public Safety
Excellence and Commission on Fire
The Center for Public Safety Excellence
Accreditation International.
(CPSE) is a not-for-profit corporation and is
a primary resource for the fire and
In the Saint John Fire Department, the primary
emergency profession to continuously
focus is that of risk and response. More
improve services, resulting in a higher
specifically, the fire department has determined
quality of life for communities.
that industry, older buildings, and the
construction of those old buildings puts Saint
CPSE has successfully helped public safety
John in the category of high risk for fire or
agencies around the world streamline and
other incident type and the department wishes
improve the services they provide their
to ensure it is ready to respond accordingly. But
communities through its numerous
while risk recognition and adequate response
programs and services.
should not be set aside, the best way to protect
the public is through corporate fire prevention
efforts not just the fire department prevention effort. Fires and industrial accidents are mostly
preventable and a social challenge but, in Saint John, they are being treated as emergencies.
Emergencies occur when other initiatives are not effective or fail.
The consulting team was struck, particularly in the early to mid-stages of the project, as to the
emphasis by the fire service on perceived risk, response, and call volume. We heard statements of
concern
heard little, if anything, until the late stages of the project, about a willingness for suppression
staff (firefighters) to participate in public education and prevention activities. At that time we were
told that, historically, suppression staff had a role in education but not in the past ten years.
Fire departments and other public safety services must continue to be prepared to respond to
emergencies, but the purpose of fire departments should be to work with other municipal,
provincial, and federal partners, and private corporations to reduce the number of incidents and
mitigate the effect when response is required. We acknowledge that the fire department will
bring forward several examples of working with other organizations, but we did not find that
these efforts resulted in value for the effort. In other words, just because there are committees
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and cooperative ventures in the form of agreements, has not shown to have attenuated the Saint
The plans and techniques that will be detailed and recommended in support of the strategy entail
activities entrenched in medicine and other sciences, commonplace in emergency medical
services, widely used in police services, and in practice for almost 30 years in fire services in the
United Kingdom and other countries, but relatively unknown in North America. And the reason
they are unknown and not practiced in North America is directly attributable to culture rather
than North American geography, or climate, or building structure, or any other reason that some
contend negates their use here.
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13 Proposed Strategy
A strategy supports the vision, mission, and values of an organization.
For the purpose of supporting our strategy discussion we offer a suggested Vision, Purpose
statement, and Strategy statement at the end of this section. You may want to follow the links
and read those first. For a definition of strategy, click here.
I
or serious injuries due to fire in Sweden by 2050\[w\], \[x\]. The City of Saint John Draft Road Safety
Strategy suggests a Vision Zero for road safety and we
The Vision Zero policy has
encourage the city to also consider and establish a Vision
become an inspiration and model
, over the next 25 years. A
for systematic safety work in many
vision of that nature is supported by a strategy to prevent
fields. In short, Vision Zero
fire death and injury, but it requires a scientific approach
combines an ethical approach
once again, good data is imperative.
that it is never acceptable to let
people die or become seriously
injured in environments where the
13.1 What Would be Required to
risks are clearly preventable with
Accomplish Vision Zero for Fire?
a scientific approach to the
1. A philosophy where prevention, education, and efforts
principles of prevention. The Vision
to continually decrease the number of fires is a primary
Zero was introduced in Sweden,
objective. (please see Section 5.3.1)
applied to road safety, and has
since spread to other countries and
2. A re-thinking of the purpose of fire services to that of
other problem domains. In this
everyone in the department being responsible for, and
chapter, we wish to illustrate Vision
continuously involved in, prevention activity, not just the
Zero as it was originally formulated,
prevention division,
and what a Vision Zero model,
3. The development of data that saint john does not yet
according to the same principles,
gather, and dependence on objective information for
would imply if transferred to fire
decision making,
safety. Finally, it is discussed what
4. Refocusing attention on prevention while maintaining
challenges it entails to introduce a
appropriate response capabilities,
Vision Zero on fire, based on
5. Using inquisitive decision making to set parameters on
Swedish experience where a Vision
when response is of value to the public vs. When
Zero for fire safety was launched
response occurs because that has been customary
already in 2010.
practice, and using the time recovered to achieve a
reduction in fire incidents.
6. Clear, consistent, and wide-spread messages to the
public that fire services will be visiting to assist with
home and industry fire prevention techniques.
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13.2Strategy
Saint John fireprovides both prevention and educationalactivity, and response to the public.
Exhibit 11).
On the public (customer) side, help is required to avoid the occurrence of fire and other safety
compromises and, when firefighting or rescue are necessary, the public needs rapid, but scaled,
service provision. The fire departmentprovides that service, preferablyfirst with an aggressive
prevention approach and, as a fallback, response. But the prevention and education components
areovertaxed and need help.
Exhibit 11: Intersection of Needs and Service
Saint JohnFire
CustomerNeeds
Rescue Service
(The public)
Public education and inspection staff
Avoid the occurrence of fire
provide public education and conduct
and other safety
inspections of public facilities and
compromising incidents
those mandated by the province.
Service
Intersection
Firefighting,
when a fire occurs
Rescue, when an adverse agency with firefighter
incident occurssuppression staff responding
from four stations.
13.2.1How does Saint JohnEstablisha New Strategy?
Establishing a strategy is straightforward. Take a lesson from the story Michele Buck, CEO of
Hershey, tells.
Page | 99
So, the steps are
1. Establish a vision.
2. Set a strategy.
3. Make it happen.
We have suggested a vision of continuous risk decline for Saint John and its fire service, and
Vision Zero with respect to fire deaths and major injuries. Then the city and fire service have to
make it happen by establishing a new culture that is courageous enough to rely on data to
employ its resources in the right place scenarios. We have found ample
13.3 Supporting Plans
The fire service has to establish plans if it decides to pursue the recommended strategy. That
means,
1. senior staff planning sessions championed by the Chief and the CAO, off site, initially and
on a quarterly basis, and uninterrupted;
2. present a clear vision explain the strategy to firefighters, department heads in the city,
other emergency services including police agencies, paramedic services, dispatch centres,
partner fire services;
3. -line
champions for culture change and protecting the public through prevention;
4. establishing record keeping and data awareness to improve activity documentation for both
prevention and response;
5. acknowledge the naysayers those uncomfortable with changing the status quo both inside
and outside the organization but d
6. meet staff and other stakeholders including the public quarterly for the next two years
to update them on progress, inform them of new or revised plans;
7. communicate with stakeholders until you feel that overcommunication is occurring, then
getting ANY information;
8. repeat for five to ten years until the new prevention-centric paradigm becomes the culture
of and the city.
A paradigm is the current state of affairs or accepted beliefs. A paradigm shift is when the current
state moves (shifts).
In 1962 Thomas Kuhn (The Structure of Scientific Revolutions) talked about scientific revolution
and the paradigm shift. The concept is that, in the development of ideas, there becomes a focus
on a set of assumptions that form an existing paradigm, and science or practice progresses with
Page | 100
that paradigm by improving and improving the fundamental assumptions but not questioning
them. From time to time there is a slowdown of the improvement progress, and a set of
-explained by the existing paradigm.
When there are enough anomalies, and there is a compelling enough new paradigm that it takes
For
st
example, the Center for Public Safety Excellence 21 Century White Paper addresses avoiding
way to protect the public and firefighters in Saint John, yet the greatest efforts and resources at
significant cost are still being applied to response.
13.4 Vison, Purpose, Strategy
We suggest the following vision, purpose, and strategy statements for Saint John fire.
Vision
Our vision is a city where risk to the public is in continuous decline, and livability and safety are
enhanced.
Purpose
To protect the public by using precise, detailed data to inform prevention, public education,
response requirements, and resource levels; ensure the cost of the department is aligned with the
needs; forestall growth in emergency response; and ensure information provided to the
public and city is objective, accurate, transparent, and in-depth.
Strategy Statement
To safeguard the public through education and prevention practices, achieve incident reduction
and mitigation in partnership with public and private organizations, and use detailed data to
determine where and how resources should be distributed.
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102
Saint John
Page |
tion, promote
ensure efficiency in
sponse.
ely and operationally with other City of
will promote a culture of prevention and public
riate response to fire and rescue emergencies will continue, but public and
ivisions, other fire departments, provincial and federal agencies, business, industry,
where and how resources should be distributed
The Saint John fire departmenteducation, throughout all divisions and levels of the department, as the primary method of saving lives, reducing injury, and protecting property. The need
for an appropfirefighter safety is greatest when the need for response is reduced to the lowest possible level through education and prevention. We will collaborate administrativdand
social and other agencies to promote fire and other safety understanding, incident reduction, mitigation, and re Our data analysis will include tracking and measuring all aspects of
incident response, activity, equipment used, and outcome to enable us to provide detailed reports to city administration and council, reduce unnecessary activity,equipment purchase,
maintenance, and use, and find safe alternatives to forestall emergency response wherever possible. We will use data to determine human and capital resource distribuadministrative,
operational, and cost efficiency and effectiveness, and increase operational value.
ces
data to
through
detailed
.
with public and private
where and how resour
safeguard the public
partnership
Saint John Fire DepartmentStrategy Statement To education and prevention practices, achieve incident reduction and mitigation in organizations, and use determine should be distributed
Part 3: The Plan
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14 Recommendations
As a forward to the recommendations, we want to acknowledge that we were allowed a broad
swath of time to investigate every aspect of the fire service; neither the fire department nor
municipality pressured us to come up with quick answers.
The City of Saint John has opportunities to enable its fire department to increase effectiveness,
and improve public safety, efficiency, and cost savings. These include
being more judicious as to the type of calls to which the department responds,
assessing the number of apparatus sent to calls and the circumstances and information,
gathered by the dispatch centre, which result in being dispatched,
reconsidering the type of apparatus and equipment required based on evidence and need
rather than practice and tradition,
adopting, as a primary public safety principal expectation within the city, that other than
when training, responding to incidents, or allocated breaks, fire staff will be engaged in
prevention services.
working with the communications centre to improve call screening and reduce response
priorities or gather improved incident information,
working with other departments such as building inspections and social services to reduce
risk and improve the well-being of the public, and generally re-thinking the provision of fire
services because the current model is based on the historical model of experiencing a
structure -a-,
establishing formal mutual and automatic aid, training, and sharing agreements with partner
agencies to improve working effectiveness and reduce capital and operational costs.
14.1 Recommendations
The recommendations that follow align with the strategy statement shown above and the vision,
purpose, and strategy suggested in Section 13.4.
Recommendation 1: Shift to a Fire Prevention Focus
represents the core responsibility paradigm shift described in Section 5.3.1 (All Firefighters
Should be Fire Prevention Officers, page 54).
The paradigm shift requires a change of perspective by fire services and firefighters as to their
core responsibility which should be prevention, although the need for suppression and rescue
continues.
The Saint John Fire Service will promote a culture of prevention and public education,
throughout all divisions and levels of the department, as the primary method of saving lives,
Page | 104
reducing injury, and protecting property. Preventing incidents from occurring is the best way to
protect the public. Refocus the activity of all Saint John Fire Department staff onto prevention
activity, while maintaining appropriate response capabilities.
should become part of an overall fire service prevention
initiative, reporting to the Platoon Chiefs where specialists (currently, the Fire Prevention
Officers) would assist the Platoon Chiefs with coordination of prevention activities by firefighters
while also addressing the more major fire risk issues in Saint John that require the intervention
play in suppression and that knowledge can be extended, in a coordinated manner, to the
public and property owners. Section 5.3.1 outlines a number of activities that can be completed
by suppression staff.
To support the shift to a fire prevention focus
Professional Qualifications
Officer, Youth Firesetter Intervention Specialist, and Youth Firesetter Program Manager
Profes
Require all new firefighters to have taken all courses associated with National Fire Protection
Association 1031 and Plan
, and
Life Safety Educator, Public Information Officer, Youth Firesetter Intervention Specialist, and
Youth Firesetter Program Manager Professional
and Life Safety Educator I) upon hire.
We suggest only successful completion of courses would be required, not certification for NFPA
1031 and 1035.
National Fire Protection Association NFPA 1031 and 1035 are expected to be combined as a
single standard in 2024.
Recommendation 2: Risk Assessment
The request for proposal required completion of a community risk profile (Appendix F). In fact, the full
report delivers an Integrated Risk Assessment Plan to the extent that data was available. The data, as
discussed and presented, indicates that risk is in the uptown and urban areas. Exhibit 4 , Exhibit 5, and
Appendix B demonstrate the majority of structure fires occur in urban areas and mainly Uptown.
Service levels should be based on an integrated risk assessment as suggested and defined in
this document. Risk is dynamic and mitigation should be based on periodic risk assessments and
Page | 105
adjusted to meet needs. This requires an assessment of all risks to life and injury to the
community, resulting in a long-term plan to make the Fire and Rescue Service more responsive
to locally identified needs. This means targeting resources to prevent incidents from happening,
while also making sure resources are in the right location to best protect the community. An
integrated risk assessment considers commercial, economic, social, environmental, and heritage
concerns. We further recommend that the city
invests in non-emergency service risk analysis courses, books, and periodicals for staff, to
enable a wider understanding of the psychology of risk determination, and
utilizes a risk determination model such as the Commission on Fire Accreditation
International three-axis risk categorization or an integrated risk assessment as employed by
the United Kingdom.
should acknowledge, within PlanSJ, what the data indicates and reconsider the emphasis
being placed on industrial risk which is not borne out by the data. Further, PlanSJ should
place equal prominence on prevention, partnerships, and public education.
Recommendation 3: Governance and Organization
This recommendation relates to
Create a project group, such as a Fire Services Governance Committee (Committee). The
Committee should take the form of a project team with the sponsor being the Chief
Administrative
A governance structure of this nature signals the importance of refocusing the fire
department to fire prevention and supports the fire chief through an extended, busy
transitional period.
The Committee would be responsible for oversight of Fire and Rescue Services and ensuring
accountability for implementing recommendations adopted by the city from this review. The
Committee would receive presentations from the Fire Chief, offer strategy guidance to the
Chief, assist with reviewing plans supporting the strategy, purchases, resource deployment,
and assist with information brought to Common Council.
Chaired by a neutral senior city staff member, membership should include several senior
leaders including from finance, corporate communications, human resources, and fleet
services. The Fire Chief would report through this committee to the Chief Administrative
Officer. There are many models in other jurisdictions where the Fire Chief reports to a
Commissioner of Community Services or a Commissioner of Public Safety. This Committee
and project team approach will support the Fire Service in creating partnerships to focus
response.
We envision that the Committee will continue to fulfill its mandate for a minimum of three
years and, at the end of that period, review the fire service progress and recommend to the
Chief Administrative Officer a revised organizational or reporting structure for the fire
department that supports the path described in this document, or continuation of the
committee.
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Further, we see this committee as being a focal point for determining the talent and job
functions required within the fire service to ensure success of the recommended direction,
and adjusting the aptitude, positions, and capabilities from time to time to assist success.
We recommend
organizational structure depicted in Exhibit 10
Recommendation 4: Performance Management
This recommendation relates to noted in the strategy statement.
Adopt a fact informed, research-based business model upon which to base day-to-day
operational requirements and mid to long term planning to meet the protection requirements
of Saint John. This recommendation includes:
Implementation of a records management system that is fully supported by a relational
incident activity outcome database so that the fire service and the city can measure the
benefit of response activity.
Establish a small working group, supported by Information Technology, to include the fire
service, finance, the fire department records management vendor, and the public safety
communications centre, to configure the record management system to capture dispatch
intake data, fire department on scene activity, and incident outcome information.
Ensure that inspection and incident planning software, including the supporting hardware,
allow prevention and public education records to be captured on site and uploaded in real
time thus avoiding note taking and transferring information to a static (dumb) record
management system.
Implement improvements into Geographic Positioning System Automatic Vehicle Locating
vehicle movement reporting. This technology reports vehicle movement such as departing
station, arriving incident, departing incident, and back at station automatically thereby
avoiding missed activity time stamps or erroneous vehicle movement times.
Repurpose an existing position within the city, if possible, to resource corporate database
management and data analytics skills. Critical to the majority of recommendations is an
analyst complement to work with the fire department, First Due record management system,
and Information Technology to achieve an on-scene activity, and outcome information,
database.
Recommendation 5: Response Models
This recommen
findings within the report.
Retain, and maintain, on-going advice of a medical director to reduce response to medical
incidents only to those that include unconscious, unresponsive, and apneic which includes
Page | 107
communication centre.
Reduce response to traffic events only to those where a caller indicates people are trapped
or as requested by A
No longer participate in New Brunswick 9-1-1 Operating Procedures Directive C-6 as
described in Section 6.3.1.
Reconfigure response to automatic alarms, such as smoke and carbon monoxide, to reduce
the number of trucks responding. Determine the percentage of automatic alarms in the past
five or more years that are positively associated with a fire (absent of secondary confirmation
by a caller), or the number of carbon monoxide alarms where it was not confirmed that the
building had been vacated. Alternatively, undertake a one year prospective analysis of alarm
response outcomes and adjust response methods based on the findings.
Cease funding the tanker staffing and redeploy the 17,520 hours of staff time assigned to
driving the tankers to other roles (see Recommendation 7 with respect to decommissioning
the tankers).
Recommendation 6: Dispatch and Communications
findings within the report.
The Public Safety Answering Point and dispatch service plays an important but often
unrecognized role in the deployment of fire service resources. Nurturing the partnership
between fire and dispatch to improve processes and, thus, effectiveness and efficiency will
enhance the time fire service has for the core prevention and education role. (Section 6.4, The
Role of Dispatch in Effectiveness and Cost Containment).
Establish a fire service dispatch agreement with the communications centre to encompass
the recommendations in this report including gathering information to assist determining
the information that should be captured from callers.
Establish a fire service dispatch agreement with the communications centre to include
accepting and recording real-time incident information by the dispatcher. This
recommendation includes the dispatcher capturing information provided by the on-scene
Incident Commander within the fire service record management system.
Negotiate service delivery with the communication centre to assist and improve productivity
and service levels.
Recommendation 7: Assets and Facilities
findings within the report.
There has been no evidence that the closure of station 8 at the end of 2020 has resulted in an
-2020 response area. Current risk can be
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reduced throughout the city by implementing the range of recommendations found in this
document.
Fire trucks are large, carry a wide range of equipment, some of which is rarely used, and are very
expensive. When it is time for replacement, determination of the type of rolling asset should be
informed by a data rich business case explaining if there is value gained by spending a million
dollars or more for a traditional fire truck, and why operational reconsideration; that is, a
paradigm change in how reducing fire risk and firefighting frequency, can contribute to right-
sizing the fleet.
Dispose of station 8.
Decommission the three reserve vehicles.
Decommission the tanker trucks and redeploy the 17,520 hours of staff time assigned to
driving the tankers to other roles (see Recommendation 5 with respect to tanker staff
funding).
Assess the purchase of SUVs or sedans based on a determination of whether the fire service
is going to continue responding to medical incidents, traffic events, and automatic alarms at
the same rate as present. SUVs or sedans can be staffed with one or two firefighters.
Evaluate the equipment required to be carried on fire trucks and the size of trucks based on
the use of data as described in this report.
14.2 Planning Steps
The steps in this section are critical to adopting a prevention centric strategy. After the city has
decided on a strategy, the next step is to communicate that position to all levels within the city,
partner agencies, and the public.
Within 30 days of approval of the strategy and plan
Establish the fire services governance committee to help guide the fire department to a new
prevention specific culture.
Communicate the revised fire and safety protection approach to the firefighters.
Communicate the revised approach to the public and the media so they understand the
plans that are being made for the fire service.
Appoint a Project Management Professional to assist with creating work plans, establishing
goals and objectives, and tracking tasks as the strategy and associated plans progress over
several years.
Identify thought leaders in the fire department who can help with explaining and
championing the new vision and strategy.
Engage a medical professional to advise the governance committee as to medical response
parameters. Institute those parameters.
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Based on a 90-day target:
Fill the position of a program analyst (analytics professional).
Implement a revised response model based on advice of a medical professional and
research material related to traffic events and automatic alarms.
Decommission the reserve vehicles and tankers.
Cease funding the tanker staffing.
Based on a six-month target:
Draft a plan for firefighters to participate in home and business safety checks
Orient and schedule fire suppression crews to conduct home and business safety checks;
within 10 days of completing the orientation, implement a minimum of three hours a
day, seven days a week of home and business safety checks, and public engagement.
Ensure records of home and business visits, such as date, time, addresses, principal people
on site, alarms checked, advice provided, follow-up required are all accurately tracked,
possibly in First Due.
Initiate discussions with 9-1-1, fire dispatch, police services, paramedic services to achieve
improved Dispatch Fire Service coordination including fire dispatch support of fire
response by capturing on-scene information.
Work with the record management vendor to develop a relational database for incident
outcome metrics.
Based on an 18-month target
Start analyzing and using outcome metrics to determine response profiles, particularly to
medical, traffic, and alarm incidents.
Based on a two-year to 30-month target
Procure and implement
fire inspection and incident planning software and supporting hardware.
Geographic Positioning Automatic Vehicle Locating and reporting software and
hardware.
Public education activity tracking software and supporting hardware.
Decide whether revised response protocols will affect vehicle purchasing decisions.
Based on a 30-month to five-year target
Reinforce the prevention centric safety model
Train all firefighters to National Fire Protection Association Fire Prevention/Inspection Level II
and Fire and Life Safety Educator standards.
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As a prerequisite, require all new hires to acquire National Fire Protection Association Fire
Prevention/Inspection Level II and Fire and Life Safety Educator training before receiving an
offer of employment.
Based on a five-to-ten-year model
Continue to reinforce a prevention culture within the fire services, with partners, the city, and
the public.
Utilize metrics including outcome data to inform the operation of the fire service.
Page | 111
Appendix A Request for Proposal Deliverables
Page | 112
RFP PARTICULARS
A. The Deliverables
The proponent shall conduct a fire service review with the objective of creating a fifteen-year fire
service strategy for the City of Saint John. The fire service review and fifteen-year fire service
strategy will incorporate three main criteria as it works to identify the appropriate service level(s)
for the taxpayers of Saint John. The three main criteria are: community risk assessment;
Policies.
Background Information
Common Council resolved to close Fire Station 8 along with Engine Company 8, effective
ervice from a response,
deployment, and risk mitigation perspective, before instituting any additional equipment and
personnel reductions as recommended in the EY 2020 report.
SCOPE OF WORK
Council Resolution
The purpose of this Request for Proposal is to identify and engage a consultant with the
experience and ability to undertake a fire service review which considers the City of Saint John
financial position, the risk profile of the community, and applicable National Fire Protection
Association (NFPA) and related standards. The review must also map out a fire service strategy
and applicable fire service level(s) for the City of Saint John for the next 15 years.
STATEMENT OF NEEDS
Objectives
Complete a review of the current state of the service delivery of the Saint John Fire Department,
to include but not limited to:
Organizational design and governance;
History, formation, and general description of the fire department;
Service area and general demographics of the population;
A description of the current service delivery infrastructure; and
Review any current or draft performance goals, objectives, and measures
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Complete a community risk assessment focusing on mandatory risk profiles to include but not
limited to:
Geographic Profile;
Building Stock Profile;
Critical Infrastructure Profile;
Demographic Profile;
Hazard Profile;
Public Safety Response Profile;
Community Services Profile;
Economic Profile; and
Past Loss and Event History Profile
As part of the community risk assessment the proponent must address the risk level matrix
(probability and consequences) pertaining to the City of Saint John, including strategies around
prevention, mitigation, response, and recovery / resiliency.
The proponent is to consider stakeholder consultations in the assessment of the community risk
profile. The proponent is also welcomed to provide any other assessment tool(s) or best
practices to facilitate the assessment.
Identification of Services Provided
Identification of all services provided by SJFD, including whether the service provided is
identified as a core or optional service or if there are services better suited or economically
advantageous to be done outside the fire department. The analysis should outline why this
service is being offered by SJFD and the risks, if any, of discontinuing the optional services.
Determine the cost for provision of existing services
Determine the cost of providing each of the services described above. The costs shall include,
but not be limited to, staff costs (pay, benefits, etc.), specialized apparatus and or equipment
costs that may be required for each of the services. Results shall be presented in a tabular form
with explanatory notes. A historical record of fire service cost shall be provided as part of the
findings
Given the constraint of current departmental budget, complete a review of the Saint John Fire
Department deployment which will include, at minimum; optimal apparatus type and placement,
optimal station locations and future response options (automatic aid, mutual aid, alternative
personnel models, organizational design, volunteers, etc.). This objective is to include but not
limited to:
A review of current service delivery compared to industry benchmarks
Page | 114
Using the applicable NFPA
standards, community risk profile
most desirable or satisfactory
and geographical restrictions of
capable or worthy of being accepted
the City of Saint John, the
successful proponent shall
examine the current apparatus and response profile and make recommendations as to the
optimal apparatus types, distribution, station locations and response utilization that will
provide an acceptable level of service to the community while sustaining fire service cost in
accordance with the financial policies of the City of Saint John
General locations of future necessary fire stations and create a 30-year fire station plan
Analysis of neighbouring departments and resources for mutual and automatic aid or
regionalization of services and how those arrangements could integrate into the overall
strategy
Selection and deployment of apparatus by type
responders
Distribution Initial attack (first due) resources for risk-specific intervention
Concentration effective response force assembly, or the initial resources necessary to stop
the escalation of the emergency for each risk type
Long-Term Planning
Develop a 15-year plan to shape the SJFD to the recommended options as outlined above
including the identification of the fire service level that the citizens can expect. As part (options
to be explored) of long term plan and consistent with the above objective, the proponent is
required to provide an examination of the following (and not limited to) options:
Internal:
1. Strategy for adjusting to expenditure increases beyond financial policies
2. Identification of cost efficiencies through emerging technologies
3. Other as proposed by consultant
External:
1. Mutual Aid Agreements
2. Automatic Aid Agreements
3. Regional Fire Service
4. Other as proposed by consultant
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Contingency Planning
The plan should identify a strategy of flexibility to accommodate expected areas of growth as
identified in PlanSJ or other related growth plans or documents (specific projections to be given
by staff during consultation). The 15-year plan should also include a strategy to keep
departmental costs aligned to the financial policies for the City of Saint John
Complete a performance management plan which will position the Saint John Fire Department
for success in the implementation and monitoring of the 15 Year Strategic Plan, to include:
Illustrate the degree of benefit to be gained through its implementation
Extent to which it achieves established performance targets
Potential negative consequences
Assignment of oversight responsibilities
Schedule of assessments
Review requirement
Page | 116
Appendix B Detailed Incident Information
Page | 117
137
Page |
searched to
medic service?
sponses?
illustrated in
: Other Extrication Events
also contributes to the questions
36
hy are there so many responses to vehicle incidents when data indicates that fewer than 3% require extrication?
35
WWhat information was provided or gathered at the communications centre that would provide information about entrapment thus reducing multiple reDoes the fire department have to respond
to such a high number of vehicle incidents?Why are decisions as to whether the Saint John fire department is required at incidents being made by the fire department anddispatch centre
rather than the para
We are not able to determine jammed door, or did it take hydraulic rescue tools to free victims. Unfortunately, there are no records that can be readilyprovide an answer about this
or other activities performed by firefighters. The information hart Chart
Until 2018, Saint John Fire sent four fire trucks and a senior officer (Platoon Chief), using lights
and sirens, to automatic alarms for a total of 17 people. Automatic alarms were responded to
in the same manner as confirmed fires. In 2018 the fire service reduced response to automatic
alarms to two trucks for a total of eight people but still using lights and sirens.
Some fire departments, including in New Brunswick, being aware that automatic alarms are
usually false unless accompanied by calls to 911 indicating smoke or fire, have adopted a
policy of restrained response. For example, one fire truck, without using warning systems, will
investigate the alarm. We are aware of one fire department that no longer responds to some
types of automatic alarms.
In a case of carbon monoxide alarms, and all occupants are out of the building, some fire
departments send an officer in a car to the incident (no fire trucks), but not using lights and
sirens. Over 30 years ago one of the fire chiefs who now works with Pomax implemented a
policy that one fire truck would respond to automatic alarms using lights and sirens while a
second would follow in non-emergency mode, observing all traffic laws.
Performing multiplication on these incidents means that from 2015 to 2018, inclusive, there
were about 2,575 automatic alarms to which 10,300 20+ tonne fire trucks responded and
automatic alarms to which 4,722 heavy trucks responded. Throughout the 8 years that were
examined over 15,000 vehicles responded to false alarms.
Saint John should work with the Saint John communications centre to review its policy
regarding automatic alarms and reduce many of the responses by 20 tonne trucks operating
in emergency mode.
Page | 145
Chart 45: Other Incident Types 2015 2022
Total Other Incident Types 2015 -2022
Dispatched & canceled en route
944
Smoke or odor removal
550
Vehicle accident, general cleanup
427
Unauthorized burning
405
Power line down
241
Service Call, other
240
Water or steam leak
216
Good intent call, other
213
No incident found on arrival at dispatch address
187
Electrical wiring/equipment problem, other
184
Water problem, other
143
Gasoline or other flammable liquid spill
133
Arcing, shorted electrical equipment
124
Oil or other combustible liquid spill
112
Water evacuation
112
Chart 45 indicates the number of events categorized
Rescue or EMS standby
97
Gas leak (natural gas or LPG)
97
Hazmat release investigation with no Hazmat
96
total for an eight-year period.
Person in distress, other
81
Hazardous condition, other
74
Authorized controlled burning
59
Assist police or other governmental agency
49
Heat from short circuit (wiring), defective/worn
46
Public service
45
Chart 46 shows the most frequently occurring Incident Types
Carbon monoxide incident
41
by year.
Steam, vapor, fog or dust thought to be smoke
41
Accident, potential accident, other
34
There is adownward trend in some of the categories,
EMS call, party transported by non-fire agency
34
particularly Dispatched and Cancelled En Route, which
Lock-out
31
could mean better screening protocols at the dispatch
Public service assistance, other
28
centre, or a policy not to cancel responding vehicles, or,
Citizen complaint
26
more likely, the COVID influence in 2020 and 2021 where
Chemical spill or leak
25
fewer responses resulted in fewer cancellations.
Steam, other gas mistaken for smoke, other
24
Combustible/flammable gas/liquid condition, other
22
During the same period Unauthorized Burning incidents
Overheated motor
21
increased.
Police matter
19
Toxic condition, other
17
Smoke scare, odor of smoke
17
Special type of incident, other
16
Assist invalid
13
Prescribed fire
12
Smoke from barbecue, tar kettle
9
Wrong location
8
Chart 46: Most Frequently Occurring "Other Incident Types"
Breakdown of light ballast
7
Chemical hazard (no spill)
6
MOST FREQUENTLY OCCURRING "OTHER INCIDENT
Refrigeration leak
6
TYPES"
Ring or jewelry removal
5
Defective elevator, no occupants
520152016201720182019202020212022
Biological hazard, confirmed or suspected
4
Attempt to burn
4
Cover assignment, standby, move up
4
Animal rescue
3
Biological hazard investigation, none found
3
Flood assessment
3
Building or structure weakened or collapsed
2
DISPATCHED & SMOKE OR VEHICLE UNAUTHORIZED POWER LINE SERVICE CALL,
Attempted burning, illegal action, other
2
CANCELED EN ODOR REMOVALACCIDENT, BURNINGDOWNOTHER
ROUTEGENERAL
Animal problem
2
CLEANUP
Vicinity alarm (incident in other location)
2
Severe weather or natural disaster standby
2
Animal problem, other
1
Severe weather or natural disaster, other
1
Wind storm, tornado/hurricane assessment
1
Lightning strike (no fire)
1
Page | 146
Incident Response Performance
The information in this section details the response performance of the whole fire department
and by individual fire station. The content, and the charts, may be tedious for some readers but it
is important to follow because, as we o
these charts will be an important support structure for the strategy we recommend.
Chart47through Chart 54show performance of the first three stages of an incident process; that
is,call receivingand dispatch, preparation time, and drivingtime(please see Exhibit 2: Response
Graphicfor further information). These are shown in the first three bars of the charts and are
th
calculated at the 90percentile which means that 90% of all incidents are responded to in the
times shown, 10% take longer. As an example, the information shown for 2015 inChart47
indicates
call receiving and firefighter alerting by the Saint John communication centre took one-
th
minute and 55 seconds at the 90percentile;
th
preparation by firefighters to leave the station took two-minutes and two seconds at the 90
percentile; and
th
drive time to incidents took six-minutes and 18 seconds at the 90percentile.
Chart47: Call Performance -Saint John Fire Department; All Stations All Incident Types
CALL PERFORMANCE ALL STATIONS
20152016201720182019202020212022
Call receivingPreparation timeDrive time 90thNFPA Drive Target
Page | 147
Chart 48: Call Performance Station 1
/ğƌƌtĻƩŅƚƩƒğƓĭĻ{ƷğƷźƚƓЊ
00:07:12
00:06:29
00:05:46
00:05:02
00:04:19
00:03:36
00:02:53
00:02:10
00:01:26
00:00:43
00:00:00
20152016201720182019202020212022
Call receivingPreparation timeDrive time 90th
Drive time 90th Service LevelNFPA Drive Target
onds less
(faster) than the aggregate of stations. This is likely because it principally serves as a first
or under, the NFPA standard of first arriving apparatus in 240 seconds or less.
Page | 148
Chart 49: Call Performance Station 2
/ğƌƌtĻƩŅƚƩƒğƓĭĻ{ƷğƷźƚƓЋ
00:10:05
00:08:38
00:07:12
00:05:46
00:04:19
00:02:53
00:01:26
00:00:00
20152016201720182019202020212022
Call receivingPreparation timeDrive time 90th
Drive time 90th Service LevelNFPA Drive Target
seconds longer than the aggregate of all stations. This is likely because it serves less densely
populated urban and rural areas as a first responding station and has longer distances to cover
than Uptown stations.
Page | 149
Chart 50: Call Performance Station 4
/ğƌƌtĻƩŅƚƩƒğƓĭĻ{ƷğƷźƚƓЍ
00:08:38
00:07:12
00:05:46
00:04:19
00:02:53
00:01:26
00:00:00
20152016201720182019202020212022
Call receivingPreparation timeDrive time 90th
Drive time 90th Service LevelNFPA Drive Target
me and Response is in the range of almost the same to 123
seconds longer than the aggregate of all stations. Like station 2 it also serves a less densely
populated area.
Page | 150
Chart 51: Call Performance Station 5
/ğƌƌtĻƩŅƚƩƒğƓĭĻ{ƷğƷźƚƓЎ
00:07:12
00:06:29
00:05:46
00:05:02
00:04:19
00:03:36
00:02:53
00:02:10
00:01:26
00:00:43
00:00:00
20152016201720182019202020212022
Call receivingPreparation timeDrive time 90th
Drive time 90th Service LevelNFPA Drive Target
Over the 2015 to
135 seconds and 78 seconds, respectively, better than the overall service performance, except for
2020 to 2022 when Drive Time was 13 to 22 seconds better than the overall fire dep
th
time, and response at the 75
come to a determination as to why performance changed in 2020
closing station 8 is a factor because it closed at the end of 2020 and drivingtime increased in
2020 while the station was still operational.
Page | 151
Chart 52: Call Performance Station 6
/ğƌƌtĻƩŅƚƩƒğƓĭĻ{ƷğƷźƚƓЏ
00:07:12
00:06:29
00:05:46
00:05:02
00:04:19
00:03:36
00:02:53
00:02:10
00:01:26
00:00:43
00:00:00
2016201720182019202020212022
Call receivingPreparation timeDrive time 90th
Drive time 90th Service LevelNFPA Drive Target
th
and Response Time at the 75percentile ranges from 43 seconds slower to 50 seconds faster
than overall service performance.
Chart 53: Call Performance Station 7
/ğƌƌtĻƩŅƚƩƒğƓĭĻ{ƷğƷźƚƓА
00:11:31
00:10:05
00:08:38
00:07:12
00:05:46
00:04:19
00:02:53
00:01:26
00:00:00
20152016201720182019202020212022
Call receivingPreparation timeDrive time 90th
Drive time 90th Service LevelNFPA Drive Target
Page | 152
Station 7 is the outlier with respect to performance when compared to historical fire department-
wide response and NFPA drive time and UK response time targets. Station 7 exceeds the fire
department-wide drive time performance by 152 to 280 seconds depending on the year and
th
the response time 75percentile by between 96seconds and 153 seconds; that is, except for
2020 where times were almost identical to the service-wide times.
that, during peak
COVID, a reduction in responses to medical incidents, vehicle collisions, and other events which
offer some flexibility in determining the criticality for response, reduced travel and overall
response times.
Chart 54: Call Performance Station 8
/ğƌƌtĻƩŅƚƩƒğƓĭĻ{ƷğƷźƚƓБ
00:07:12
00:06:29
00:05:46
00:05:02
00:04:19
00:03:36
00:02:53
00:02:10
00:01:26
00:00:43
00:00:00
201520162017201820192020
Call receivingPreparation timeDrive time 90th
Drive time 90th Service LevelNFPA Drive Target
Data for station 8 extends onlyto the end of 2020 at which point it was closed. Station 8
performed the same or up to 78 seconds better than department-wide levels.
Page | 153
Appendix C Driving Time Distribution Charts 2015 -
2022
Page | 154
Chart 55: 90th Percentile Driving Time to Structure Fires
90th Percentile Drive Time Ist Arriving Apparatus Structure
Fires
00:07:25
00:07:23
00:07:05
00:06:38
00:06:26
00:06:24
00:06:03
00:06:00
00:05:57
All years20152016201720182019202020212022
Page | 155
Appendix D Structure Fire Location 2015 2021
Page | 160
161
Page |
162
Page |
163
Page |
164
Page |
165
Page |
166
Page |
167
Page |
Appendix E Office of the Fire Marshall Incident Types
Page | 168
Structure or Chimney Fire includes
Structure fire, other (conversion only) 110 Medical Incident
Building Fire 111 Medical assist, assist EMS crew 311
Fires in structure other than a building 112 Emergency medical service, other 320
Chimney Fire 114 EMS call, excluding vehicle accident with 321
injury
Fire in mobile property used as a fixed 120 Electrocution or potential electrocution 371
structure, other
Fire in mobile home used as fixed residence 121
Fire in portable building, fixed location 123 Vehicle Incident
Vehicle accident with injuries 322
Other Fires include Motor vehicle/pedestrian accident (MV 323
Ped)
Fire, other 100
Cooking fire, confined to container 113 Vehicle Incident - no injuries 324
Incinerator overload or malfunction, fire 115
confined
Fuel burner/boiler malfunction, fire confined 116 Extrication of victim(s) from vehicle 352
Other appliance fire, confined to appliance 117
Trash or rubbish fire, contained 118 Other Extrication
Fire in motor home, camper, recreational 122 Extrication, rescue, other 350
vehicle
Fire in portable building, fixed location 123 Extrication of victim(s) from 351
building/structure
Mobile property (vehicle) fire, other 130 Removal of victim(s) from stalled elevator 353
Passenger vehicle fire 131
Road freight or transport vehicle fire 132 Searches
Rail vehicle fire 133 Search for lost person, other 340
Water vehicle fire 134 Search for person on land 341
Aircraft fire 135 Search for person in water 342
Self-propelled motor home or recreational 136 Search for person underground 343
vehicle
Camper or recreational vehicle (RV) fire 137
Off-road vehicle or heavy equipment fire 138 Rescue
Outside rubbish fire, other 150 Trench/below-grade rescue 354
Outside rubbish, trash or waste fire 151 Confined space rescue 355
Garbage dump or sanitary landfill fire 152 High-angle rescue 356
Construction or demolition landfill fire 153 Extrication of victim(s) from machinery 357
Construction or demolition landfill fire 153 Water & ice-related rescue, other 360
Dumpster or other outside trash receptacle fire 154 Swimming/recreational water areas rescue 361
Outside stationary compactor/compacted trash 155 Ice rescue 362
fire
Special outside fire, other 160 Swift water rescue 363
Outside storage fire 161 Surf rescue 364
Outside equipment fire 162 Watercraft rescue 365
Outside gas or vapor combustion explosion 163
Page | 169
Other Fires (cont.) Alarms and malfunctions
Outside mailbox fire 164 False alarm or false call, other 700
False call, no report 7009
Vegetation, Grass, Bush Fire 140 Malicious, mischievous false call, other 710
Natural vegetation fire, other 141 Municipal alarm system, malicious false 711
alarm
Forest, woods or wildland fire 142 Direct tie to FD, malicious false alarm 712
Brush or brush-and-grass mixture fire 143 Telephone, malicious false call 713
Grass fire 170 Central station, malicious false call 714
Cultivated vegetation, crop fire, other 171 Local alarm system, malicious false call 715
Cultivated grain or crop fire 172 Bomb scare - no bomb 721
Cultivated orchard or vineyard fire System malfunction, other 730
Cultivated trees or nursery stock fire 173 Sprinkler activation due to malfunction 731
Extinguishing system activation due to 732
malfunction
Fire Related Incidents Smoke detector activation due to 733
malfunction
Overpressure rupture, explosion, overheat 200 Heat detector activation due to 734
other malfunction
Overpressure rupture from steam, other 210 Alarm system sounded due to malfunction 735
Overpressure rupture of steam pipe or pipeline 211 CO detector activation due to malfunction 736
Overpressure rupture of steam boiler 212 Unintentional transmission of alarm, other 740
Steam rupture of pressure or process vessel 213 Sprinkler activation, no fire - unintentional 741
Overpressure rupture from air or gas, other 220 Extinguishing system activation 742
Overpressure rupture of air or gas pipe/pipeline 221 Smoke detector activation, no fire - 743
unintentional
Overpressure rupture of boiler from air or gas 222 Detector activation, no fire - unintentional 744
Air or gas rupture of pressure or process vessel 223 Alarm system activation, no fire - 745
unintentional
Chemical reaction rupture of process vessel 231 Carbon monoxide detector activation, no 746
CO
Explosion (no fire), other 240 Biological hazard, malicious false report 751
Munitions or bomb explosion (no fire) 241
Blasting agent explosion (no fire) 242 Other Incident Types
Fireworks explosion (no fire) 243 Trapped by power lines 372
Dust explosion, (no fire) 244 Rescue or EMS standby 381
Excessive heat, scorch burns with no ignition 251 Hazardous condition, other 400
Combustible/flammable gas/liquid 410
condition, other
Gasoline or other flammable liquid spill 411
Gas leak (natural gas or LPG) 412
Oil or other combustible liquid spill 413
Toxic condition, other 420
Chemical hazard (no spill) 421
Chemical spill or leak 422
Refrigeration leak 423
Page | 170
Carbon monoxide incident 424
Radioactive condition, other 430
Radiation leak, radioactive material 431
Electrical wiring/equipment problem, 440
other
Heat from short circuit (wiring), 441
defective/worn
Overheated motor 442
Breakdown of light ballast 443
Power line down 444
Arcing, shorted electrical equipment 445
Biological hazard, confirmed or suspected 451
Accident, potential accident, other 460
Building or structure weakened or 461
collapsed
Aircraft standby 462
Vehicle accident, general cleanup 463
Explosive, bomb removal (for bomb scare, 471
use 721)
Attempted burning, illegal action, other 480
Attempt to burn 481
Threat to burn 482
Service Call, other 500
Person in distress, other 510
Lock-out 511
Ring or jewelry removal 512
Water problem, other 520
Water evacuation 521
Water or steam leak 522
Smoke or odor removal 531
Animal problem, other 540
Animal problem 541
Animal rescue 542
Public service assistance, other 550
Assist police or other governmental agency 551
Police matter 552
Public service 553
Assist invalid 554
Defective elevator, no occupants 555
Unauthorized burning 561
Cover assignment, standby, move up 571
Good intent call, other 600
Dispatched & canceled en route 611
Wrong location 621
Page | 171
No incident found on arrival at dispatch 622
address
Authorized controlled burning 631
Prescribed fire 632
Vicinity alarm (incident in other location) 641
Steam, other gas mistaken for smoke, 650
other
Smoke scare, odor of smoke 651
Steam, vapor, fog or dust thought to be 652
smoke
Smoke from barbecue, tar kettle 653
EMS call, party transported by non-fire 661
agency
Hazmat release investigation with no 671
Hazmat
Biological hazard investigation, none found 672
Severe weather or natural disaster, other 800
Earthquake assessment 811
Flood assessment 812
Windstorm, tornado/hurricane assessment 813
Lightning strike (no fire) 814
Severe weather or natural disaster standby 815
Special type of incident, other 900
Citizen complaint 911
Page | 172
Appendix F Community Risk Assessment
Page | 173
The Saint John Fire Master Plan Request for Proposal required the consultant to complete a
community risk assessment and a risk level matrix which consider the following profiles:
Geographic,
Building stock,
Critical infrastructure,
Demographics,
Hazards,
Public safety response,
Community services,
Economics,
Past loss and event history.
Worksheets relating to this requirement follow below.
The intent of a fire service risk management profile is usually to assess risk within the scope of
legislation relating to fire service delivery; so there is an expected restriction to a fire service
community risk assessment. National Fire Protection Association 1300,
indicates in Annex A that
The worksheets that follow partially fulfill the requirement of being a fact-based study of local risks,
but the Community Risk Reduction portion remains to be completed. Further, the full fire master
plan report represents a risk-based analysis which goes beyond what is required by a community risk
Page | 174
assessment and can be used as quantifiable information to complete a community risk reduction
plan.
The fire department or the municipality can also use quantified information within this report to
build a risk level matrix that is partially informed by data the missing part of the data is, as noted
several times with the fire master plan, outcome data.
We continue to be available to assist the city and fire department with the remaining aspects of the
community risk assessment and the community risk reduction plan since the full extent of
information required, other than outcome information, is contained within this document.
Page | 175
%
Occupancy
type Count
Occupancy-
2021 Census Information for Saint John
StatCan indicates 33,908 private dwellings defined as a separate set of living quarters with a private
entrance either from outside the building or from a common hall, lobby, vestibule or stairway inside the
building. The entrance to the dwelling must be one that can be used without passing through the living
quarters of some other person or group of persons.
StatCan indicates that there are 31,825 dwellings occupied by usual residents. A private dwelling occupied
by usual residents refers to a private dwelling in which a person or a group of persons is permanently
residing. Also included are private dwellings whose usual residents are temporarily absent on May 11,
2021.
Other StatCan Information
Household and dwelling characteristics
Total - Occupied private dwellings by structural type of dwelling - 100% data31,825
Single-detached house12,750
Semi-detached house1,035
Row house1,930
Apartment or flat in a duplex3,170
Apartment in a building that has fewer than five storeys9,955
Apartment in a building that has five or more storeys2,150
Other single-attached house115
Movable dwelling: The category 'Movable dwelling' includes mobile homes and other movable dwellings
such as houseboats, recreational vehicles and railroad cars
715
Assigned Risk LevelLow RiskModerate RiskHigh risk
InsignificantMinorModerateMajorCatastrophicNo Action TakenNo Action Taken
1
10
100
1000
10000
Consequence Levels
3 lines of defenceYes
RareUnlikelyPossibleLikelyAlmost Certain
1
10
100
1000
10000
Probability Levels
3 linesPub Ed.Insp.Resp.Pub Ed,Insp.Pub Ed,Resp.Pub Ed,Insp,ResponseInsp,Response
Risk TreatmentAvoid the RiskMitigate the RiskAccept the RiskTransfer the Risk
Saint John FD Geographic Profile Work Sheet
\[a\] Emergency Vehicle Accident Tables; 2010-2019 National Safety Council
\[b\] Interventions and controls to prevent emergency service vehicle incidents: A mixed methods review; David
P. Bui, Samantha Balland, Casey Giblin, Alesia M. Jung, Sandy Kramer, Abigail Peng, Marie Corazon Ponce
Aquino, Stephanie Griffin, Dustin D. French, Keshia Pollack Porter, Steve Crothers, Jefferey L. Burgess; Accident
Analysis and Prevention
\[c\] Preventing Emergency Vehicle Crashes: Status and Challenges of Human Factors Issues; Hongwei Hsiao,
National Institute for Occupational Safety and Health, Morgantown, West Virginia, Joonho Chang, Dongguk
University, Seoul, South Korea, and Peter Simeonov, National Institute for Occupational Safety and Health,
Morgantown, West Virginia; HUMAN FACTORS Vol. 60, No. 7, November 2018, pp. 10481072
\[d\] Improving Out-of-Hospital Cardiac Arrest Survival RatesOptimization Given Constraints; Kevin G. Volpp,
MD, PhD; Benjamin S. Abella, MD, MPhil; Journal of the American Medical Association Cardiology.
\[e\]Relationship Between Emergency Medical Services Response Time and Bystander Intervention in Patients
with Out-of-Hospital Cardiac Arrest; Yoshikazu Goto, MD, PhD; Akira Funada, MD, PhD; Yumiko Goto, MD, PhD;
American Heart Association.
\[f\] Evidence-Based Optimization of Urban Firefighter First Response to Emergency Medical Services 9-1-1
Incidents; Alan M. Craig, MScPl; P. Richard Verbeek, MD; Brian Schwartz, MD; Prehospital Emergency Care.
\[g\] The Influence of Sociodemographic Factors on the Theoretical Effectiveness of Fire Prevention Interventions
on Fatal Residential Fires; Marcus Runefors, Division of Fire Safety Engineering, Lund University, Lund, Sweden
Finn Nilson, Department of Political, Historical, Religious and Cultural Studies, Karlstad University, Karlstad,
Sweden and Centre for Societal Risk Research, Karlstad University, Karlstad, Sweden; Fire Technology, 57, 2433
2450, 2021.
\[h\] --experimental
evidence from Southern Sweden; Björn Sund, Carl Bonander, Niklas Jakobsson, Henrik Jaldell; Journal of Safety
Research.
\[i\] -social housing
dwellings in New South Wales, Australia. Nargess Ghassempoure, W. Kathy Tannous, Kingsley E. Agho, Gulay
Avsar, Lara A. Harvey, Translational Health Research Institute, Western Sydney University, Campbelltown, NSW
2560, Australia, School of Health Sciences, Western Sydney University, Penrith, NSW 2751, Australia, Fall,
Balance and Injury Research Centre, Neuroscience Research Australia, Randwick, NSW 2031, Australia,
School of Population Health, University of New South Wales, Kensington, NSW 2033, Australia, School of
Business, Western Sydney University, Parramatta, NSW 2150, Australia, Rozetta Institute, The Rocks, NSW 2000,
Australia; Preventative Medicine Reports.
\[j\] Influence of advanced life support response time on out-of-hospital cardiac arrest patient
outcomes in Taipei; Hsuan-An ChenID, Shuo-Ting HsuID, Ming-Ju Hsieh, Shyh-Shyong Sim, Sheng-En Chu,
Wen-Shuo Yang, Yu-Chun Chien, Yao-Cheng Wang, Bin-Chou Lee, Edward Pei-Chuan Huang, Hao-Yang Lin,
Matthew Huei-Ming Ma, Wen-Chu Chiang, Jen-Tang Sun; PLOS One.
\[k\] Beware a Culture of Busyness; Organizations must stop conflating activity with achievement; Adam Waytz,
March April Issue, Harvard Business Review
\[l\] Response Times: Myths, Measurement and Management; Jay Fitch PhD; Journal of Emergency Medical
Services.
\[m\] Necessity of Fire Department Response to the Scene of Motor Vehicle Crashes; Deborah L. Funk, MD,
NREMT-P, Jonathan F. Politis, BA, NREMT-P, Mara Earlean, MD, And Edward T. Dickinson, Md, NREMT-P
\[n\]Can emergency medical dispatch systems safely reduce first-responder call volume? Prehosp Emergency
Care, David C Cone, Nicholas Galante, Donald S MacMillan
\[o\] Predicting the Need for Extrication in Traffic Accidents Reported to 911: Is Anyone Pinned/Trapped?
\[p\] Defective Designs in Airbag Technology; From the Forum: University of Tennessee Legal Journal; 2015
\[q\] A late and failure of airbag deployment case study for drivers of passenger cars in rear-end collisions.
George-Radu Toganel and Adrian Ovidiu Soica 2017 IOP Conf. Ser.: Mater. Sci. Eng. 252 012020
\[r\]OSHA Hazard Information Bulletins Automobile Air Bag Safety; Safety Hazard Information Bulletin on
Automobile Air Bag Safety; August 30, 1990
\[s\] U.S. Fire Administration Emergency Vehicle Safety Initiative; Interagency Agreement No. 2009-DE-R-103 and
awarded by the National Institute of Justice (NIJ), Office of Justice Programs (OJP), U.S. Department of Justice
(DOJ) to the U.S. Fire Administration (USFA).
\[t\] Causes and Prevention Measures of Secondary Rear-end Accidents in the Rescue of Highway Traffic
Accidents; YU Qing-yuan; Kunming Fire Service Training School, Kunming 650208, China; Procedia Engineering.
\[u\]Reduced frequency and severity of residential fires following delivery of fire prevention education by on-
duty fire fighters: Cluster randomised controlled study; Joseph Clare, Len Garis, Darryl Plecas, Charles Jennings;
Journal of Safety Research.
\[v\] Contrary to profit-making organizations, the objective of public sector organizations is to provide accessible
and qualitative services, to satisfy public needs and to use available resources effectively and efficiently. The
for any organization to act effectively without having its performance measured.
The Aspects of Performance Measurement in Public Sector Organization; Procedia - Social and Behavioral
Sciences 213 (2015) 314 320; Ingrida Balaboniene, Giedre Vecerskiene; Kaunas University of Technology,
Lithuania
\[w\] Barriers and Facilitators for Implementation of Individualized Fire Safety (IFS) in Sweden; Johanna
Gustavsson, corresponding author Gunilla Carlsson, and Margaret S. McNamee; Fire Technol. 2021; 57(5):
27072736. Published online 2021 May 26. doi: 10.1007/s10694-021-01138-6
\[x\] Swedish Vision Zero policies for safety A comparative policy content analysis; Ann-Catrin Kristianssen a b,
Ragnar Andersson a, Matts-Åke Belin c d, Per Nilsen; Safety Science Volume 103, March 2018, Pages 260-269.
October 11, 2023
Honorable Gary Crossman
Minister of Environment and Local Government
Province of New Brunswick
39 Railway Crescent
Hampton, New Brunswick E5N 5L2
Subject: Full and
Dear Minister Crossman,
We are writing as the members of the Fundy Regional Service Commission, to express our
collective concerns and shared distress of our region regarding the devastating incident at the
American Iron and Metal (AIM) facility in Saint John on September 14, 2023.
The City of Saint John, its residents, and those throughout the Fundy Region have harboured
its incompatibility with our community
values and aspirations. As our region ardently works to bolster its tourism sector, enhance the
beauty and utility of its waterfront, and establish a secure, appealing environment for its
burgeoning population, the continued operation of AIM in its present location stands as a
disconcerting contradiction to these ambitions.
We commend the swift action taken by the provincial government and Port Saint John in
setting up a task force to thoroughly investigate the events at AIM and the ensuing suspension
of its operations. Such a decisive response reflects the commitment to fully understand the
extent of the incident and ensure the safety and welfare of the entire Fundy Region.
Yet, we echo the sentiments of residents and elected officials throughout our region by
emphasizing the imperative need for an exhaustive and independent
compliance with their Approval to Operate. This investigation should provide an in-depth
review of AIM's adherence to operational protocols, potentially revealing longstanding issues
that may have played a part in the recent disaster and should be made available to the public
upon completion.
th
We recognize and appreciate the dedication of the first responders on September 14, as well
as the members of the newly formed task force, and its mandate for a comprehensive fire
investigation. Nevertheless, the breadth of investigation must
also encompass an assessment of AIM's operational history. The residents and businesses of
our region must be assured nequivocally in
line with the highest benchmarks of safety, environmental stewardship, and community
respect.
Themembers ofthe Fundy Regional Service Commission wholeheartedly align with citizens
from across our region in seeking an exhaustive resolution to this matter. We offer our full
cooperation to your office, the task force, and all associated bodies, and emphasizeour mutual
commitment to the welfare, health, and prosperity of the Fundy Regionand New Brunswick at
large.
Sincerely,
Fundy Regional Service Commission
John MacKenzie, Director
Fundy Regional Service Commission
MatthewAlexander, Alternate Directorfor Nancy Grant, Director
Fundy Regional Service Commission
Bruce Dryer, Alternate Directorfor Ray Riddell, Director
Fundy Regional Service Commission
Page 2of 3
Robert Doucet, Director
Fundy Regional Service Commission
Brittany Merrifield, Director
Fundy Regional Service Commission
cc: Hon. Blaine Higgs, Premier of New Brunswick, Government of New Brunswick
Hon. Glen Savoie, Minister of Local Government, Government of New Brunswick
Page 3 of 3
Submitted on Mon, 10/16/2023 -14:53
Submitted by: Anonymous
Submitted values are:
About Person/Group Submitting
First name
Faye
Last name
Theriault
Name of organization/group (where applicable)
Dyslexia Support New Brunswick Canada FB Group
Mailing Address
Telephone
Email
If you do not wish to have your personal information (address, phone number, email) become part of
the public record, please check this box.
No
About your Submission
Topic of submission
October 8 is currently International Dyslexia Day. World Dyslexia Day is an initiative coordinated by our
International Dyslexia and other specific learning disabilities observatory (IDEA). Our aim is to raise the
profile of this learning disability (dyslexia) that impacts so many world wide. We need your help. So
many of our children feel alone. We want to show them that Dyslexia is World Wide. Please join your
voice to our international one.
Purpose for submission (what is the ask of council):
1) we are looking for a letter of support to request that the Canadian Government and the United
Nations declare October 8 as World Dyslexia Day.
2) A Proclamation similar to other large cities declaring October as Dyslexia Awareness Month
Executive summary
Last year, for the first time, we held an event at the United Nations Headquarters in New York City to
request the official declaration of 8 October as World Dyslexia Day. The website www.8oct.org and
email op@disfam.org are available for further clarification.
My name is Faye Theriault, I am a grandmother, I am a tutor, an advocate for the Right to Read and I am
also 1 in 5. Please excuse any spelling or grammar mistakes.
From:City of Saint John, New Brunswick <webform-noreply@saintjohn.ca>
Sent: Tuesday, October 24, 2023 11:12 AM
To: Common Clerk <commonclerk@saintjohn.ca>
Subject: Webform submission from: Request to Present to Council Form
\[ External Email Alert\] **Please note that this message is from an external
sender. If it appears to be sent from a Saint John employee, please forward the
email to spamsample@saintjohn.ca or contact IT Service Desk at 649-6047.**
Submitted on Tue, 10/24/2023 - 11:11
Submitted by: Anonymous
Submitted values are:
About Person/Group Presenting
First Name:
THOMAS
Last Name:
EDOYE
Name of Organization/Group (where applicable):
WE BELIEVE
Address:
Day Time Phone Number:
Email
If you do NOT wish to have your personal information (address, phone number, email) become part of
the public record, please check this box.
No
About your Request
Topic of Presentation:
We Believe Programs and Projects in Saint John
Purpose for Presentation (what is the ask of Council):
Discuss the activities, programs, and projects of We Believe with the Council members and how their
support of such programs can help in resolving some of the challenges within the community.
Background Information:
WE Believe works hand in hand with numerous
volunteer organizations across the maritime provinces and
the state of Maine. Today, WE Believe also engages the entire community to support our youth. Youth
are connected with local and global charities and businesses to help them accomplish their goals and
develop leadership and socialpreneur/entrepreneur skills.
Are you making a request for funding?
Yes
Subject: Top 10 Housing Accelerator Fund Best Practices
Primary Author Input from Council Input from Staff
David Hickey
Proposed Motion:
Moved that council direct the COA to review the Top 10 Housing Accelerator Fund best practices with
urgency. Further, that the COA be directed to deliver a report detailing action and steps that will be taken
in order to address each of the ten items to su
Application at the next meeting of council.
Background Information:
1. Reason for the motion: seriousness in taking on the
housing crisis in this community and focus on supporting our Housing Accelerator Application.
2. Context of the motion:
support the implementation of our strategies laid out in the Affordable Housing Strategy adopted
by council, as well as the measures outlined in our application. This funding is critical to tackling
the housing crisis in this community and would show real results in getting more people off the
streets and into safe and suitable affordable housing.
3. Solution being proposed: Having staff review and develop a strategy for each of these 10 federal
Accelerator and potential support the creation of more affordable housing with by adopting
relevant recommendations from the top 10 list.
Top 10 Housing Accelerator Fund best practices
1. End exclusionary zoning
a. Stop low-density zoning and regulation that excludes housing types such as affordable
and social housing in residential areas.
b. Encourage high density by allowing mixed-use development and high-density residential
as-of-right within proximity to urban cores and transit corridors.
c. This includes adopting by-laws to adopt more as-of-right zoning measures, from the
number of units to storeys.
2. Make municipally owned lands available for housing through strategies such as disposition,
acquisition and/or pre-development.
3. Increase process efficiency by implementing new technologies or software to speed up
development approvals, such as e-permitting.
4. Prioritized/enhanced development approval process for rental and affordable housing.
5. Comprehensive review of development charges and fee schedules including waivers, with a
focus on permits associated with affordable housing.
6. Reduce or eliminate parking standards to increase project viability, density and reduce carbon
footprint.
7. Eliminate restrictions related to height, setbacks, building floor area and others to allow a greater
variety in housing types, including accessory dwelling units.
8. Develop affordable housing community improvement plans or strategies/plans for the rapid
deployment of affordable housing.
9. Design and implement guidelines or pre-approved building plans for missing middle housing or
specific accessory dwelling unit types such as laneway housing or garden suites.
10. Develop grant programs encouraging the development of housing types that align with the
Housing Accelerator Fund such as missing middle, row homes, purpose-built rental and/or that
promote new/innovative construction techniques (modular, pre-fab, mass timber construction,
etc.).
M&C No.2023-230
Report DateOctober 23, 2023
Meeting DateOctober 30, 2023
Service AreaCorporate Services
SUBJECT: Purchase and Sale Agreement for 901 Foster Thurston Drive (former
Cherry Brook Zoo)
EXECUTIVE SUMMARY OF COMMITTEE OF THE WHOLE REPORT FOR OPEN
SESSION OF COUNCIL
Following an expression of interest and at the direction of Committee of the
Whole, an agreement has been negotiatedfor the sale of 20acres of landto
647012N.B.Ltd.which was formerly used for the Cherry Brook
Zoo.The Agreement of Purchase and Sale contains a buy back provisionshould
the proponent not proceed with the intended development as well as a first right
of refusal should the proponent wish to sell the property.
COUNCIL RESOLUTION
That the City enter into an Agreement of Purchase and Sale generally in the form
as presented to Committee of the Whole atis meeting held October 30, 2023, with
647012N.B.Ltd. for the sale of a portion of the lands formerly comprising the
Cherry Brook Zoo, and that the Mayor and City Clerk be authorized to execute the
said agreement of Purchase and Sale and any other documents necessary to effect
the transaction.
M&C No.2023-232
Report DateOctober 25, 2023
Meeting DateOctober 30, 2023
Service AreaCorporate Services
SUBJECT: Labour and Employment Matter
EXECUTIVE SUMMARY OF COMMITTEE OF THE WHOLE REPORT FOR OPEN
SESSION OF COUNCIL
During the strike by CUPE Local 486 additional operating expenses were incurred
and paymentof suchrequiresCommon Council approval.
.
COUNCIL RESOLUTION
(1)That management and professional staff be compensated at straight
time at their regular wage rate or granted lieu time for all hours worked
beyond 35 and up to 40 regular weekly hours to support business
continuity throughout the duration of the CUPE Local 486 strike.